click on a bin, e-commerce company helps recycle your trash

Kuppathotti: Click on a Bin
Thu May 31, 2012 3:13 am (PDT)
http://www.business-standard.com/india/news/click-onbin/474798/
Click on a bin An e-commerce company that helps people dispose of and recycle their garbage is finding many takers in Chennai Gireesh Babu May 20, 2012, 00:47 IST
Before Joseph Jegan, 29, came up with Kuppathotti.com, he had toyed with several other business ideas, none of which materialised, for various reasons. Jegan was clear about one thing: whatever enterprise he started, it would be an innovative one and helpful to society. One day he forgot to throw away the garbage in his home. An environment-conscious man, Jegan searched online for rubbish collection agencies that could help clear his garbage with maximum convenience for him. He did not find any. That's when Kuppathotti - in Tamil, the word means "waste bin" - was born. Kuppathotti.com is a website where Chennai residents can report non-degradable garbage, especially polythene materials, and get them picked up from home without much effort, and responsibly disposed of. "The concept was entirely new to me," says Jegan, "and I went and collected the information from a few scrap dealers and started this venture. It is 50 per cent business and 50 per cent social service."
Jegan, an MCA graduate, quit his job with a multinational IT firm in Chennai before starting his own venture. His wife Sujatha helps him, and is the managing director of the company. Kuppathotti targets various sections of society but the immediate focus is on middle- and upper-class households, since they generate larger quantities of non-degradable waste. "They feel shy to carry it out of their homes on their own, or are looking to make money out of it. Most of them are unaware of the harmful effects of non-degradable waste," says Jegan. Launched on November 11, 2011, it took around two months to set up the website. In the last six months the site has got more than 7,500 registered customers (registration is free). "We receive 100 per cent support from our customers," says Jegan. Currently, 13 employees help him run Kuppathotti. Customers have to log in to the website and with a few simple clicks, register the waste objects they have to dispose of. Every day a pickup team schedules a visit to a particular area of the city. Before visiting their homes, the team calls the registered customers a day ahead to make sure they are home. Currently, the company visits its customers every 45 days. "The collection executive visits our customers with a weighing machine, based on the customer list we provide," explains Jegan. The customers are paid on the spot for the trash items they have discarded. All the trash is dumped and then segregated in the company's own godown. Once segregated, it is given to the proper recyclers. Jegan says there is hardly anything that is not recyclable in the junk they receive. Kuppathotti does not accept wooden articles, including furniture, because it is difficult to transport. With the initial response being positive, Jegan plans to take the business to all the parts of India and to become an organised junk-collection entity. His company currently collects 10-20 tonnes of trash a month, and is looking to collect at least 50 tonnes a month to deal directly with the big scrap dealers of the region.
"Our future plans include creating awareness on e-waste. And we are also planning to expand our service to other cities in India," he says. These plans require funding and a few companies and funding agencies have already been approached. "It is a service of convenience, and most of our customers are happy with us, since we have an authentic system to weigh and measure," he says. Customers know the price of each trash item from the prefixed price list on the website

Generate power on your rooftop and get paid for it

You can generate power at rooftop and sell it too!
Thu May 31, 2012 2:49 am (PDT)
http://www.dnaindia.com/india/report_you-can-generate-power-at-rooftop-and-sell-it-too_1679440
You can generate power at rooftop and sell it too! Published: Monday, Apr 23, 2012, 8:13 IST By Sumit Khanna | Place: Gandhinagar | Agency: DNA Very soon, Gandhinagar residents will be able to use their terraces for generating solar power, and earn money for themselves in the process. If you have a rooftop of 1,000 sq ft, you could earn Rs36,000 a year, and that too for the next 25 years, by allowing a developer to use your rooftop for setting up solar power panels. In a first of its kind project, the state government has approved installation of 5 MW of rooftop solar power generation capacity in the state capital. The project would see investments in excess of Rs50 crore. "The capacity will come up on roofs of residential, commercial and government buildings. The rooftop owners will receive Rs3 for every unit of power generated," DJ Pandian, principal secretary, energy & petrochemicals department, said.
According to industry officials, the 5 MW solar power capacity would lead to generation of an estimated 8.5 million units of electricity in a year. This means that rooftop owners would earn around Rs2.55 crore a year by allowing use of their rooftops for power generation. However, 80% of the capacity planned will come up on government buildings. As a result, the state government alone would earn around Rs2 crore a year by allowing installation of solar panels on its rooftops. The government has selected Azure Power and Sun Edison for developing 2.5 MW of rooftop solar power generation capacity each in Gandhinagar, which is expected to become operational in the coming months.
According to officials, Torrent Power would purchase the entire power generated from rooftops, which would help it meet its renewable purchase obligations. "The rooftop owners would get a part of power generation revenue for 25 years. This is the most lucrative rooftop monetization policy in the whole country," Inderpreet Wadhwa, CEO of Azure Power, told reporters. What is more is that the state government plans to replicate this model in other cities. However, what could disappoint Amdavadis is that Ahmedabad is not yet among the cities short-listed for expanding the project, Pandian said.

Medicine for Blood cancer available free in Chennai

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An eco-friendly way to cool your homes

Employment opportunity for handicapped, socially disadvantaged

2-4 Jobs Avbl.: for handicapped / underprivileged in Mumbai
Thu May 17, 2012 2:47 am (PDT) From: Gracias Our company is Opal Electronic Devices based in Andheri (West), Mumbai. We manufacture electronic devices and need workers to assemble our systems. The work is non strenuous , there is no lifting it is basically sitting and assembling components. We are looking to employ handicapped, underprivileged and illiterate women/men for our company, as this would benefit us and more importantly benefit our employees. As of now we are looking at employing 2-4 persons. We would like to hear from you soon. Our contact is 9892391229/9892009048 as well as 26743228. Thanks and Regards Mr. Gracias -- OPAL ELECTRONIC DEVICES Manufacturers, Developers and Suppliers of Very High Quality Electronic Devices

Malnutrition in India

Interventions to fight malnutrition need monitoring of outcomes
Thu May 17, 2012 2:32 am (PDT)
Fighting Malnutrition ....VEENA S RAO Interventions to fight malnutrition must be simultaneous with outcomes being monitored by an overarching body The finance minister's Budget 2012 speech contains the much-awaited, much-needed paradigm shift in government's approach to reduce undernutrition and micronutrient deficiency, the indicators of which are fast qualifying India as the malnutrition capital of the world. It is now clear that high growth rates are not automatically translating into better nutritional indicators, though there is marginal improvement in infant and mortality indicators, as per SRS 2009. Finance minister has included "decisive intervention to address the problem of malnutrition, especially in the 200 highburden districts", as a priority objective in the preamble to the Budget speech, something unprecedented. It adds that "following the decision taken in the PM's National Council on India's Nutritional Challenges, a multi-sectoral programme to address maternal and child malnutrition in selected 200 high-burden districts, is being rolled out during 2012-13. It will harness synergies across nutrition, sanitation, drinking water, primary healthcare, women's education, food security and consumer protection schemes." Finally, the government has shed its Integrated Child Development Services (ICDS)-centric approach on which it unrealistically relied for too long to reduce malnutrition, even though ICDS was an integrated development programme, and not one to eradicate malnutrition. A multi-sectoral strategy to reduce undernutrition must first remedy the causeintervention disconnect. What distinguishes undernutrition in India from that in other underprivileged societies is its inter-generational character; the calorieprotein-micronutrient deficit afflicting at least 40% of our population covering all age groups and both genders, brought out in NIN Technical Reports 20, 21, 22, about which we are still in a state of denial, and lack of awareness regarding proper nutritional practices, child and maternal care, care of the girl child throughout her lifecycle, gender discrimination, etc. These three immediate determinants that make undernutrition chronic must be articulated and addressed through a composite programme. Thereafter, remaining multi-sectoral interventions, such as safe drinking water and sanitation, female literacy, that are already ongoing national programmers, should be accelerated and targeted to bring value added to interventions addressing immediate determinants. For example, safe drinking water and sanitation cannot bridge the protein calorie gap, but can bring a huge nutritional valueadded to dietary supplementation, by immediately reducing diarrhoea and infection, and preventing nutrition wastage. Similarly, female literacy, per se, cannot improve nutritional status, but it will delay age of marriage and child birth, provide better awareness and improve maternal and new-born health. An inter-sectoral strategy is not really a difficult exercise. Prof M S Swaminathan has done great service enumerating multi-sectoral essential interventions required to address undernutrition and micronutrient deficiency through the Coalition for Sustainable Nutrition Security in India chaired by him (May 2010). The challenge before the nodal ministry is to knit the interventions together into a composite, practical and implementable scheme that addresses at least a majority of the causes of undernutrition, and ensure that it captures and targets the 40% base of the pyramid. The interventions must be simultaneous so that the benefit of one intervention is not lost on account of the absence of another; and they must cover the entire lifecycle of women and children to create an immediate nutritional impact within one generation on the three critical inter-generational links of malnutrition, namely, children, adolescent girls and women. Only then can the benefits be sustainable enough to break the undernutrition cycle and pass on to the next generation. Integrating multi-sectoral programmes seamlessly requires coordinated and dynamic participation of the ministry of women and child development (MWCD), health and family welfare, food, agriculture, rural development, drinking water and sanitation, human resources development, panchayati raj and the state governments. Operationally, this requires not merely coordination, but mega coordination, between formidable ministries with substantive primary mandates of their own, to which nutritional outcomes have to be glued. Does the MWCD have the necessary clout to ensure this mega coordination and command adherence to nutritional outcomes from ministries whose prime objective is understandably to achieve their Plan scheme targets? Only an authority overarching the concerned ministries, such as the Prime Minister's Office or the Planning Commission, can achieve this, and demonstrate the political will, provide policy direction and oversight, and demand results and accountability. This alone can galvanise administrative priority, innovation, efficient execution and the dexterity to overcome daunting bureaucratic procedures and operationalise inter-sectoral interventions at the grassroots, through community participation and inclusion. A high-level committee should be appointed by the Prime Minister's Council with the specific objective of drawing up an inter-sectoral roadmap to combat undernutrition and micronutrient deficiency in a time-bound manner with quantified, monitorable targets, robust monitoring mechanisms and accountability. The Karnataka Comprehensive Nutrition Mission has been designed on the above pattern, now being piloted in five blocks. To address protein deficiency in women and children, the finance minister has reduced basic customs duty on soya protein concentrate and isolated soya protein considerably. An important reason why undernutrition persists among the poor is because they have no access to low-cost protein-energy foods to supplement their inadequate diets, especially for healthy child growth, convalescence after sickness or diarrhoea, or providing extra calories required during adolescence and pregnancy. In this sector, the Indian market has a complete void. Field evidence confirms that farm labour families spend a week's wages to buy Horlicks for a sick or malnourished child. It is hoped that this incentive will motivate private sector participation in combating malnutrition by producing low-cost, protein-rich food for the poor, who need it the most. (The author, a retired secretary to the government of India, is adviser to the Karnataka Nutrition Mission) URL: http://epaper.timesofindia.com/Default/Scripting/ArticleWin.asp?From=Archive&Source=Page&Skin=ETNEW&BaseHref=ETM/2012/05/17&PageLabel=17&EntityId=Ar01700&ViewMode=HTML Back to to

Avlb Vocational training for boys and girls in Sales and Mtk,Mumb

Avbl.: Vocational Training for youth from NGOs in Mumbai Posted by: "karmayog - tanya" info@karmayog.org Fri May 18, 2012 5:15 am (PDT)
From: PRIYADARSHAN PRADHAN
Subject Avlb training for boys & girls in Sales & Mtk,Mumb
Main Point We train jobless or misguided youth in Sales & Marketing and make them more employable ,Salary could start from Rs6,250/- to Rs60,000/- per month ,we take care of placement .In Malad/Bombay Central . Category Education
Message We work with any NGO ,young adults above 18 years ,do small aptitude test and then put them in area of interest ,liking .We have tied up with nos of training institutes to provide the Best training for these kids through minimum fees ,sponsorship ,donations etc .Those institutes who are already running training vocational courses can get in touch with us .We connect people to various opportunities .Divert human resources to areas where they are required Additional Information NA Help needed We are illing to sign MOU with NGO's running electrical ,plumbing ,drivers courses ,domestic workers training program .
Name Agnelo Rodrigues Organisation Mendonsa Foundation Location 43,Amrut Keshav Naik Marg,Fort ,South -Mumbai Websection on Karmayog Information about myself Mendonsa Foundation is a public trust started in 1995 ,promoted by the Mendonsa Family ,supported financially by Lawrence & Mayo Group .Our Main Focus is 'Career Guidance for the Youth' ,'Youth Employability ' ,we also run Housing Society Managers Course for Senior Citizens Posted Date May 15, 2012 [

Supraja Dharini And Her Turtle Protection Super Squads

Supraja Dharini And Her Turtle Protection Super Squads Sat May 19, 2012 10:31 pm (PDT)
Supraja Dharini And Her Turtle Protection Super Squads Posted: 19 May 2011 06:57 PM PDT Chennai (Women’s Feature Service)
Until some years back, he would dig out the leathery, cricket-ball sized turtle eggs from their sand pits and use them to play cricket with his friends. And he was not the only one doing so in the fishing village of Periya Neelangarai on the East Coast Road (ECR), a few kilometres from Chennai, Tamil Nadu. Today, however, young T.A. Pugazharasan is a turtle conservationist. In fact, during the nesting season of the Olive Ridley turtles, from January extending up to May each year, if you head towards the Coromandel Coast at nightfall, you may find an eclectic bunch of people – school and college kids, lungi-clad fishermen and white collar types – patrolling the beach. Why? Because even though this species of sea turtle is hardy, it faces multiple threats and needs protection. The Olive Ridley turtle has a remarkable nesting characteristic: It always makes its way back to where it was born to lay its eggs. It reaches the spot – right down to the same 500 metre to one kilometre stretch – and lays the eggs before going back into the sea. The emerging hatchling continues this incredible migratory tradition. Nesting is a regular occurrence on the coasts of Orissa, Andhra Pradesh and Gujarat. But, unfortunately, the turtles and turtle eggs get savaged by people, stray dogs and crows. Plastic garbage strewn on the beach – that can choke the turtles, lights from the nearby farmhouses and from vehicles plying on the ECR – which confuses them and lures them on to the roads where they get crushed under the wheels of vehicles – or the wiry bushes that entangle them are some of the other threats they face. That is why the informal protection squads on the beaches as well as the Kadal Aamai Paadukaavalar (Sea Turtle Protection Force or STPF), which comprises over 165 fisher youth living along the Coromandel Coast, are such a boon. But how is it that turtle conservation has become a priority for the citizens of Chennai and those in its neighbouring towns? For this one can credit artist-conservationist, Dr Supraja Dharini, the woman behind this ‘save the turtles’ mission. Members of Supraja Dharini's protection group keeps an eye on a nesting turtle. (Credit: Hema Vijay\WFS) She has not only converted youngsters like Pugazharasan into loving the turtle but has also created a sea change in the attitudes of the local community towards the turtles that inhabit the area. In fact, since 2002, more than 44,654 hatchlings have been safely released into the sea, thanks to Dharini’s initiatives. She has helped remove tonnes of debris from the Chennai coast with the help of the Indian Coast Guard, National Institute of Ocean Technology, South Asia Cooperative Environment Programme and Loyola College. She has campaigned for the protection of sea turtles with thousands of school and college goers in Tamil Nadu – even in towns as far flung as Sivakasi – who now know how crucial it is to provide a safe haven for migrating turtles. “The world over, there are many people trying to save the turtles, but I find Supraja Dharini’s efforts unique because she manages to bring together all stakeholders, from government ministries to local fisher folk,” says Shannon McDonnell, honorary coordinator for India for Roots and Shoots, an organisation founded by famous primatologist and conservation biologist Dr Jane Goodall. McDonell has been working with Dharini to spread conservation efforts to schools across India. It’s Dharini’s efforts that have brought together a city youngster like Robin, who is preparing for his IAS exams, and fishermen like T.A. Pugazharasan, to work together for a common cause. “I have been working with ‘madam’ for eight years to save the turtles, and now I see a definite change in our fishing community. A year back, some fishermen used to chop off the flippers of turtles caught in their nets, because they didn’t want to cut their nets. Today, they gently set them free,” informs Pugazharasan. Supraja Dharini (second from right) keeping a watch on a nesting turtle along with her turtle protection squad. (Credit: Hema Vijay\WFS) From being a successful artist – she runs her own art studio, Kalakruti, which she had started in 1991 – to becoming a saviour of turtles, it’s been an interesting transition for Dharini. It was a dead turtle she noticed during a walk on the Neelangarai shore that triggered the change. “I noticed that it had been killed from cuts sustained from sharp wires, perhaps fishing nets,” she recalls. On further inquiry, she found out that many such dead turtles were washed ashore regularly between January and March. The sight of the dead turtle brought back Jane Goodall’s words she had heard on a television programme: ‘Each and every individual can make a difference’. “I decided that I would make a difference,” Dharini says. Her first move? She went with fishermen on their catamarans and trawlers to gauge what exactly created this pointless massacre. She discovered that fishing nets needed turtle extruders, a device attached to the net that allows turtles to escape from the net, leaving the fish behind. And, more significantly, she understood that awareness building amongst the fishing community was crucial. So she toured village after village, talking about how important turtles are for sustaining fish in the sea, upon which rested the community’s livelihood. She also roped in Dr Karthik Shanker of Wildlife SOS, who showed fisher folk slides portraying how turtles created areas for the fish to breed. Once the fishing community was won over, it was time to get the youth involved. Youngsters in the villages like Periya Neelankarai, Injambakkam, Pannayur, Nayanarkuppam-Uthandi and Reddykuppam-Kanathur along the ECR were trained to identify places where turtles laid eggs, to gently retrieve them and place them in easily-built safe enclosures, to guard them during their 48-day gestation period, and finally to safely lead the emerging hatchlings to the sea. Dharini also set up the TREE (Trust for Environment, Education, Conservation and Community development) Foundation in October 2002. She now plans to start a marine biodiversity conservation research centre with a fully-equipped aquarium that would help create more bonding between humans and turtles. “All sea turtles are listed as endangered. The TREE foundation works along the coasts of Chennai and Kancheepuram in Tamil Nadu and Andhra Pradesh with plans to expand the programme nationwide,” says Dharini, who is the founder of the Bay of Bengal Ecologists and Conservation Network (BEACON) as well. Monetarily, the TREE Foundation functions with the support of its trustees and through donations. Some help comes in from the government: For instance, the Wildlife Wing of the Forest Department (Tamil Nadu) had provided a stipend to members of the STPF during the turtle nesting period since 2006, while the Wildlife Wing of the Forest Department (Andhra Pradesh) has been supporting the STPF from 2009 onwards. The good work done by Dharini over the years hasn’t gone unnoticed. She was conferred the Whitley Associate Award for 2009-2010, the Disney Worldwide Conservation Award, Sea World and Bush Garden Conservation Award, and the Peoples’ Trust for Endangered Species Award. Called the Gardeners of the Sea – because they help sea plants grow faster – turtles figure on the protected creatures’ list of India’s Environment and Forests Ministry. And yet, unlike its more famed fellow list-member, the tiger, there are not many who undertake awareness drives for turtle conversation and no celebs rooting for its cause. For now, its survival rests on people like Dharini, her friends and her dedicated protection squads. (Dr Supraja Dharini and the TREE Foundation can be contacted at: Tel – +91 44 42862014 / 9444052242; Email – treefoundation2002@gmail.com; Website: www.treefoundationindia.org) Article written by Hema Vijay for Women’s Feature Service (WFS) and republished here in arrangement with WFS

Application for NABARD Award for Rural Innovations 2012

Application for NABARD Award for Rural Innovations 2012 Fri May 11, 2012 4:12 am (PDT) Application for NABARD Award for Rural Innovations 2012 About us NABARD is an apex Development Bank that facilitates credit flow for promotion and development of agriculture, small-scale industries, cottage and village industries, handicrafts and other rural crafts. It also has the mandate to support all other allied economic activities in rural areas, promote integrated and sustainable rural development and secure prosperity of rural areas. Nabard stepped into its 30th glorious year in July 2011. The bank has decided to commemorate this occasion by introducing a remarkable initiative - Nabard Award for Rural Innovations. This has been done to recognize and reward all those unsung heroes without whom rural India would have witnessed the leaps and bounds of progress. These are people from small towns, villages and settlements. They are those who think about ways to better the daily lives of those in rural India. They worry about generating more income for those who are poor. They invent ways and means to create employment. They pioneer processes and products that ease out lives. And they do all this quietly. Without hope of remuneration or rewards. This year onwards Nabard has taken up the mantle to bring these heroes and their immense contribution into the limelight. So if you are one such personality or know of any such person, consider it eligibility to enter the Award. All you have to do is fill in the application form and send it to us with the required documents. Our eminent panel will evaluate your idea and if they find your work truly inspiring, you could win the NABARD Award for Rural Innovations. How to apply? A Participant may apply for the Awards as indicated below: * Download from website: Participants can visit the websites www.nabard.org and www.nabardruralawards.com and download the application form starting April 30, 2012 * Online application: Participants can submit their entries online by filling the details as per the instructions on the website www.nabardruralawards.com, however, Participants will have to either upload the supporting documents online or courier the same to NABARD Head Office as per the address mentioned on the website. * NABARD office: Participants can also visit nearest NABARD Regional Office/ District Office to get a hard copy of Application form. The participant can visit the office from Monday to Friday during the working hours 10 am to 5pm. The offices would be closed on Saturday, Sunday and Public holidays. Filled in application form along with the supporting (photographs / certificates / video clippings, etc.) should be sent to the address mentioned below before May 15, 2012 by 5:00 pm. Send your entries superscribing "Application for NABARD Award for Rural Innovations 2012" to the following address: CGM, DPD-NFS, NABARD, Plot No.C- 24, G - Block, Bandra Kurla Complex, Post Box No. 8121 Bandra (E), Mumbai - 400051. Contact no. 022 - 26524207 In case of any further details contact us on: State Contact number State Contact number Andaman & Nicobar 03192-233308 Andhra Pradesh 040-27612640 Arunachal Pradesh 0360-2215967 Assam 0361-2235661 Bihar 0612-2223985 Chattisgarh 0771-2888499 Goa 0832-2420053 Gujarat 079-27551959 Haryana 0172-5046728 Himachal Pradesh 0177-2622258 J&K 0191-2472531 Jharkhand 0651-2361107 Karnataka 080-22223125 Kerala 0471-2323859 Madhya Pradesh 0755-2464775 Maharashtra 020-25541439 Manipur 0385-2410706 Meghalaya 0364-2501518 Mizoram 0389-2340815 Nagaland 03862-27040 New Delhi 011-41539353 Odisha 0674-2553884 Punjab 0172-5046700 Rajasthan 0141-2740821 Sikkim 03592-204062 Tamil Nadu 044-28276088 Tripura 0381-2229644 Uttar Pradesh 0522-2304530 Uttarkhand 0135-2748611 West Bengal 033-22267943 Who can apply? Any Indian registered company, or foreign company with a registered presence in India, or Indian citizens / individuals. Individual Participant must be aged 18 years as on March 31, 2012 FAQs 1. What is the NABARD Award for Rural Innovations 2012? NABARD Award for Rural Innovations 2012 is an initiative of NABARD to recognize and reward innovations which have created a paradigm shift in the standard or quality of life in the rural India 2. What are the categories of NABARD Award for Rural Innovations 2012? What category can a participant select? The NABARD Award for Rural Innovations 2012 seeks to recognize innovations made in the following 1 to 5 categories. Participants should refer to the definitions and accordingly apply in the appropriate award category. For the categories 1 to 5, the innovation / initiative need to be within the following broad segments: 1. Energy 2. Financial Services 3. Training & skills up-gradation 4. Agriculture 5. Technology 6. Others * *If the Innovation does not fall in any of the five mentioned segments given above, then "Others" segment should be selected Sr No. Category name Definition Max no. of winners 1 Public sector / Government Public sector / Government institutions owned by Government of India or managed and controlled by the central, state or local Government 2 2 Private sector Private sector includes those companies that are run by private individuals or groups, usually as a means of enterprise for profit, and is not controlled by the state. 2 3 Academic / Research Institution -Academic institution is an educational institution dedicated to education, which grants academic degrees -Research institutions specialize in basic research or may be oriented to applied research. 2 4 NGO / Trust - A not for profit, non-governmental organization (NGO) is a legally constituted organization that operates independently from any government and are not conventional for-profit business -A Trust is a legal entity that acts as fiduciary, agent or trustee on behalf of a person or business entity for the purpose of administration, management and the eventual transfer of assets to a beneficial party 2 5 Individual Any individual or person who is engaged in providing products and / services for the rural development 2 3. What are the eligibility criteria? When should have been the innovation / initiative implemented? - The Participant must be Indian registered companies, or foreign companies with a registered presence in India, or Indian citizens / individuals. Individual Participant must be aged 18 years as on March 31, 2012. - The innovation can be a product / service / project / process / procedure / methodology developed for the rural sector by the Participant - The innovation must be already implemented and should not be in a planning or conceptualizing stage. The innovation should be implemented between January 1, 2009 to December 31, 2011 - The innovation nominated / applied must be developed within the participating organization or by an Individual and implemented in the Indian operations of the Participant in Rural India 4. By when will the application forms be available? Application forms are available on the website www.nabard.org and www.nabardruralawards.com. Application forms are also available with the NABARD office. Please refer the details below. - Download from website: Participants can visit the website www.nabard.org and download the application form from the website starting April 30, 2012 - Online application: Participants can submit their entries online by filling the details as per the instructions on the website www.nabardruralawards.com, however, Participants will have to either upload the supporting documents online or courier the same to NABARD Head Office as per the address mentioned on the website. - NABARD office: Participants can also visit nearest NABARD Regional Office/ District Office to get a hard copy of Application form. The participant can visit the office from Monday to Friday during the working hours 10 am to 5pm. The offices would be closed on Saturday, Sunday and Public holidays. 5. Where can the Participant send the hard copy application along with supporting? Filled in application form along with the supporting (photographs / certificates / video clippings, etc.) should be sent to the address mentioned below before May 15, 2012 by 5:00 pm. Send your entries superscribing "Application for NABARD Award for Rural Innovations" CGM, DPD-NFS, NABARD, Plot No.C- 24, G - Block, Bandra Kurla Complex, Post Box No. 8121 Bandra (E), Mumbai - 400051. Contact no. 022 - 26524207 6. Where can I find information on the nomination procedures? You may visit any of the NABARD regional office help desk situated in your town or log on to www.nabard.org to acquire information regarding the nomination procedures. In case of any further details contact us: Andaman & Nicobar 03192-233308; Andhra Pradesh: 040-27612640; Arunachal Pradesh -0360-2215967; Assam: 0361-2235661; Bihar-0612-2223985; Chattisgarh- 0771-2888499; New Delhi -011-41539353; Goa -0832- 2420053; Gujarat 079-27551959; Haryana 0172-5046728; Himachal Pradesh 0177- 2622258; J&K 0191-2472531 ; Jharkhand 0651- 2361107; Karnataka 080- 22223125; Kerala 0471-2323859 ; MadhyaPradesh 0755- 2464775; Maharashtra 020-25541439; Manipur 0385-2410706 ;Meghalaya 0364- 2501518; Mizoram 0389-2340815; Nagaland 03862-27040; Odisha 0674-2553884; Punjab 0172-5046700 ; Rajasthan 0141-2740821; Sikkim 03592-204062; Tamil Nadu 044-28276088; Tripura 0381-2229644; Uttar Pradesh 0522-2304530; Uttarkhand 0135- 2748611; West Bengal 033- 22267943. 7. What is the last date for submitting my application? Last date for submitting the application form is May 15, 2012. 8. Can I submit the entries at the closest NABARD office? No. The entries should be sent to the following address below. Send your entries superscribing "Application for NABARD Award for Rural Innovations 2012" CGM, DPD-NFS, NABARD, Plot No.C- 24, G - Block, Bandra Kurla Complex, Post Box No. 8121 Bandra (E), Mumbai - 400051. Contact no. 022 - 26524207 9. Do I have to answer all the questions? Yes, it is mandatory to answer all the questions. 10. Can I fill the application form in any language I am comfortable with? No, you are allowed to fill the application form only in English and Hindi languages. Application forms will be disqualified if it is filled in any other language. 11. Can I apply in more than one category? If you are eligible, you may apply for more than one category. However, you need to submit a different form for each Award category. You can use the photocopy of the form available. However, please note that the participation in multiple Award categories does not increase your chances of winning an Award. Each entry is evaluated by the jury on its own merit. 12. Can two members of the same family apply in the Awards? Yes. However, each application is considered as a separate entry and evaluated on its individual merits 13. Is there an entrance fee? There is no entrance fee payable to participate in these Award. 14. What are the jury looking for? Jury are looking to recognize and reward innovations which have created a paradigm shift in the standard or quality of life in the rural India The impact of the innovation has made a substantial difference / contribution to the development of people/society or industry in rural parts of the country. Accordingly, a participant is expected to demonstrate his / her efforts/ contribution in concise, relevant and accurate informative answers specific to the questions asked in the application form. 15. Can I get my entry submission back after judging? No, information provided in the application form and any additional information sourced for the Award process will be confidential and will be used only for the limited purpose of evaluating the Participant's entry for these Awards. The Awards Management and Jury shall maintain confidential any and all information pertaining to the Applications / Nominees / Winners and will take same degree of care as each of them uses to protect his / her own confidential information of a similar nature, but no less than reasonable care, to prevent the unauthorized use, dissemination or publication of confidential information. 16. Do I have to list any reference (s)? Yes, it is advisable to provide at least two references. On getting shortlisted judges may call upon at least one of your mentioned reference for evaluating the merits of your claims. 17. How will I come to know about the results? All the finalists will be contacted by NABARD, as per the details provided by the Participant/Nominator in the application form. The results will be uploaded on the website www.nabard.org and www.nabardruralawards.com by end of July 2012. 18. What do the winners get? The winners would be honored with "NABARD Award for Rural Innovations 2012" for a particular category along with a citation and trophy. Award Categories Participants should refer to the definitions below and accordingly apply in the appropriate award category. For the categories 1 to 5, the innovation / initiative need to be within the following broad segments 1. Energy 2. Financial Services 3. Training & skills up-gradation 4. Agriculture 5. Technology 6. Others * *If the Innovation does not fall in any of the five mentioned segments given above, then "Others" segment should be selected Sr No. Category of participant Definition No. of winners 1 Public sector / Government Public sector / Government institutions owned by Government of India or managed and controlled by the central, state or local Government 2 2 Private sector Private sector includes those companies that are run by private individuals or groups, usually as a means of enterprise for profit, and is not controlled by the state. 2 3 Academic / Research Institution -Academic institution is an educational institution dedicated to education, which grants academic degrees -Research institutions specialize in basic research or may be oriented to applied research. 2 4 NGO / Trust -A not for profit, non-governmental organization (NGO) is a legally constituted organization that operates independently from any government and are not conventional for-profit business -A Trust is a legal entity that acts as fiduciary, agent or trustee on behalf of a person or business entity for the purpose of administration, management and the eventual transfer of assets to a beneficial party 2 5 Individual Any individual or person who is engaged in providing products and / services for the rural development 2 Contact us Andaman & Nicobar 03192-233308; Andhra Pradesh: 040-27612640; Arunachal Pradesh -0360-2215967; Assam: 0361-2235661; Bihar-0612-2223985; Chattisgarh-0771- 2888499; New Delhi -011-41539353; Goa -0832- 2420053; Gujarat 079-27551959; Haryana 0172-5046728; Himachal Pradesh 0177- 2622258; J&K 0191-2472531 ; Jharkhand 0651- 2361107; Karnataka 080- 22223125; Kerala 0471-2323859 ; Madhya Pradesh 0755- 2464775; Maharashtra 020-25541439; Manipur 0385-2410706 ; Meghalaya 0364- 2501518; Mizoram 0389-2340815 ; Nagaland 03862-27040; Odisha 0674-2553884; Punjab 0172-5046700 ; Rajasthan 0141-2740821; Sikkim 03592-204062; Tamil Nadu 044-28276088; Tripura 0381- 2229644; Uttar Pradesh 0522-2304530; Uttarkhand 0135- 2748611; West Bengal 033- 22267943. URL: http://www.nabardruralawards.com/

Rajiv Gandhi Youth Leadership Internship Prog

RGNIYD announcement of Rajiv Gandhi Youth Leadership Internship Prog
Mon May 14, 2012 8:44 am (PDT)

RGNIYD announcement of Rajiv Gandhi Youth Leadership Internship Programme (RGYLIP) 2012 (Summer) (01st June 2012 - 30th June 2012) "From an intern to a well-rounded individual" RGNIYD announcement of Rajiv Gandhi Youth Leadership Internship Programme (RGYLIP) 2012 (Summer) (01st June 2012 - 30th June 2012) The Rajiv Gandhi National Institute of Youth Development (RGNIYD), the premier national training institute for the youth, under the Ministry of Youth Affairs and Sports,Government of India and a deemed university exclusively focuses on holistic development of youth of the country through an array of training and innovative post-graduate programmes. Since India by virtue of its burgeoning youth population, is in the process of reaping the benefits of the demographic dividend, the RGNIYD in consonance with its agenda of youth development strives to facilitate the same. As part of its consistent pursuance of the goal of youth empowerment the RGNIYD is organising an internship programme 'Rajiv Gandhi Youth Leadership Internship Programme (RGYLIP)' for the first time. The internship endeavors to expose the youth to a range of branches of knowledge, skills and field experiences and enable them to develop leadership qualities which would result in strengthening their commitment to the task of Nation building. The programme is of one month duration (1st June to 30th June 2012).
Objectives of the Programme: The internship aims : a.. To provide the interns with genuine social experience. b.. To expose them to the ground realities in the midst of the society. c.. To enable them to enhance their leadership potential d.. To connect them to the community processes and developmental issues e.. To provide them with critical insights on social issues like gender discrimination, education, unemployment etc., f.. To provide suitable framework which would help the interns from diverse academic backgrounds to judiciously combine them theoretical knowledge and assignments g.. To provide inputs that make them feel that the internship is a life changing experience h.. To enable the interns to gain self awareness and self motivation i.. To enable them to develop professionalism and emerge as a good leader

Eligibility Students pursuing post-graduate courses (regular mode) from all over the country are eligible for internship. Students who have passed out or completed Master's degree are not eligible. Students enrolled in technical courses like B.Sc (Agri), B.E, MBBS, 5 Years LLB and equivalent course can apply if they are in the fourth & fifth years of study.

Application Procedure: The application has to be filled and sent online along with the attachment of scanned copy of the endorsement of the same by the Principal/Head of the institution. Medium of instruction : English Hospitality and Travel Grant Local hospitality including boarding and lodging will be provided of by the RGNIYD. The internship is free of cost and the travel expenditure (IInd class sleeper or equivalent ) of the interns by shortest route will be reimbursed on production of ticket. The major criterion of selection will be based on the write up, 'How am I eligible for the Youth Leadership Internship Programme?' , by the prospective interns. They will be awarded certificates on successful completion of the internship. Sessions / Content Delivery The programme will offer a meticulously designed syllabi for training and lecture sessions. The subjects/ topics are in tune with the contemporary situation and based on informed research and pressing youth concerns / problems. Youth issues are given paramount importance while selecting the topics and the knowledge acquired in these areas will expectedly contribute to the empowerment of youth. Due care has been taken to judiciously combine, lecture, discussion and interactive methods for content delivery. On completion of internship, the interns would be able to gain comprehensive knowledge and conceptual clarity about social issues, honing their skills, acquire new competencies and internalize a sense of empowerment. The programme will help them enhance their leadership potential, realize their best selves and effect a strong connect between them and the larger society. The internship will be an educative as well as rewarding experience for the interns.

Sessions / Lectures will be in the following areas. Youth Issues a.. Youth Issues b.. Youth Programmes c.. Youth Policy d.. Youth situation in various states e.. Youth culture / media f.. Sports and Health g.. Food and Nutrition h.. Adolescent Issues i.. Employment j.. Entreprenaurship Environment and Society a.. Environment and Pollution b.. Water conservation c.. Sustainable Development d.. Urban Problems e.. Demography f.. Optimum Utilization of resource base. g.. Human Resource Development h.. Disaster management (Reports and statistics) Gender Issues a.. Gender Inequality/ Discrimination b.. Gender issues c.. Women and Development Polity and Economy a.. Constitution of India b.. Architects of Modern India c.. Citizenship d.. Panchayatiraj Institution e.. District Administration / Planning f.. Agriculture g.. Development Indicators h.. Economic reforms / industries i.. Human Rights / Child Rights / Geriatric Issues j.. Poverty/ Livelihood Issues Social Exclusion / Inclusive Policy a.. Problems of SC/ST minorities / Ethnic Groups / Disadvantaged sections b.. Affirmative action c.. Reform Movements. d.. Human Development Reports Globalisation a.. Globalisation b.. Millennium Development Goals (MDG) and Status of India c.. Models of Development d.. Education and Society e.. Cultural Heritage / monuments Competencies a.. Project Planning b.. Communication / Learning skills c.. Social skills / Life skills d.. Personality Development e.. Employment / Livelihood f.. Leadership g.. Management h.. Counseling i.. Career Planning j.. Community organization k.. Participatory Planning l.. Working with Groups. Rules and Regulations a.. The interns have to register themselves on the date of arrival at the RGNIYD at Sriperumbudur. b.. They will have to attend/participate in all the sessions/programmes/activities regularly without break. c.. Leave is not allowed. d.. Discontinuation will lead to remittance of the amount spent on the intern till the date of leaving. e.. The selected interns should bring all the testimonial like attested photo copies of mark sheets, certificates . Facilities and extra-curricular activities: The institute has good facilities and hence the stay of the interns will be made as comfortable as possible . The interns will have to participate in games and sports compulsorily . They will be given free access to library facilities and computer network. a.. Final list will be displayed in the website and intimated to the selected interns by email. b.. Selected interns should bring two passport size photographs. c.. The interns will not be allowed to keep their friends and relatives beyond 1.06.2012. Parents/Guardians who accompany the interns to Sriperumbudur will have to leave by the evening of 1.06.2012. d.. Hospitality extended to them shall be charged. For all details you may contact:

Dr. K. Sekhar RGYLIP Co-ordinator Faculty Head SHANU Division RGNIYD Mobile: 8015392816 Landline: 044-27163860 email id: sekharjvbc@gmail.com

Important dates Last Date for receipt of application 15 May 2012 Intimation to the selected interns through phone and email By 21 May 2012 Date of reporting 31 May 2012 or 01 June 2012 before 8 a.m. Registration and Inauguration 01 June 2012 Valediction 30 June 2012 Features of the internship a.. Classroom sessions and tutorials b.. Personality development programme c.. Syndicate group work d.. Project work (individual & group) e.. Book review f.. Group Discussion g.. Film appreciation (youth related issues) h.. Field visits to village panchayats /Industries. i.. Visit to the places of historical/cultural importance. j.. Shramdan and voluntary work k.. Sensitization on social issues/ visits to slums, tribal villages, old age homes and juvenile homes etc. l.. Presentation on state of youth of different states m.. Cultural performances Note : a.. The Application has to be filled and sent online and the attachment of scanned copy of the endorsement of the same by the principal / Head of the Institution should be sent through E-mail. The E-mail ID is rgylip2012@gmail.com . A copy of the filled in online application duly attested by the principal / HOD should also be submitted at the time of registration at the RGNIYD, Sriperumbudur, Chennai. b.. Student Pursuing Course through Distance Mode are not eligible for Internship Programme. URL: http://www.rgniyd.gov.in/internship

Public Distribution System crisis

At the heart of the PDS crisis

Wed May 9, 2012 4:46 am (PDT)
At the heart of the PDS crisis....Narendar Pani The crux of the problem is not leakages, but unsold stocks. May 2, 2012: The debate on the public distribution system is being increasingly overwhelmed by the issue of corruption. The pressures on the system are seen primarily, if not entirely, as one of leakages. This preoccupation with leakages has reached a point where the government appears set to throw up its hands and just hand over cash to families, irrespective of whether they spend it in a way that reduces malnutrition or not. This excessive focus on just one dimension of the problem has ensured that the main economic challenge facing the PDS has gone largely unnoticed. And this could well result in malnutrition in India reaching levels that are even more shameful than the Prime Minister has now acknowledged they are. At the heart of the crisis in the PDS is the fact that the basic economic conditions have changed fundamentally since the time the system was created, and worked quite well. The PDS was designed to meet twin objectives: Provide remunerative prices to farmers and subsidised food to those who needed it. It thus procured whatever rice and wheat farmers offered the procurement agencies and sold these grains in the PDS.

The subsidy burden The magnitude of the subsidy was the difference between the amount spent in procuring, storing and transporting the grain to fair price shops, and the earnings from the sale of subsidised grain. As long as all that was procured could be sold, the government could fix the subsidy at levels it could afford. As the economy grew, however, the offtake from the PDS no longer matched the levels of procurement. And the stocks the government had paid for, but could not sell, added to the subsidy burden. This part of the addition to the subsidy has not been created by increased leakages. On the contrary, it may even be possible that an increase in leakages reduces the unsold stocks with the government and hence the subsidy. The main point of pressure on the PDS is then one of unsold stocks. And many of the solutions being offered can in fact make this problem worse. If the shift to cash transfers takes place, there will be no more PDS outlets. Whatever is procured will have to be put into the open market. If this depresses open market prices below the procurement prices, farmers will offer even more to the procurement agencies. The government will then be left with the task of buying at a higher price and selling at a lower one, thereby increasing the subsidy burden. The obvious way out is to stop procurement, but the government must then be honest with farmers and tell them that the shift to cash transfers will necessarily mark the end of procurement.

Problem of unsold stocks A more meaningful response to the crisis in the PDS would be to address the problem of unsold stocks. This could be achieved if the production levels of individual foodgrains match the levels of demand in the market. One way of ensuring this would be to offer procurement prices that are linked to futures markets. The procurement prices would then be announced before the sowing begins, based on what the futures markets are offering for the grain at harvest time. The Food Corporation of India would then only have to transfer the grain it procures into the delivery system in the futures markets. Such a system where prices are determined in the futures market would not guarantee a remunerative price for a particular crop such as rice or wheat. But if procurement is expanded to cover a large number of crops, there is a reasonable chance that farmers will find some crop that they find remunerative. At the same time, the government could set a floor futures price for essential food items. These prices will come into play when the prices in the futures markets fall below that level. This will ensure that the production of food does not fall to levels that endanger food security. The PDS would then be able to continue to play its role of guaranteeing the required availability of food, without carrying the risk of unsold stocks adding to the subsidy burden.

Predominance of futures There will no doubt be some nervousness about providing such a prominent role for futures markets. These markets have tended to be so dominated by speculators that they have even distorted prices in the open market. But the excessive dominance of speculative interest in the futures markets has been caused by inadequate deliveries in these markets. Once the FCI is in a position to deliver all that is contracted in these markets, the extreme control of speculators will necessarily decline. And regulators could step in to ensure that the market does not get into either a freefall or an irrational boom. The working of the PDS must then be seen in the context of the rapidly-changing economic environment in which it works. As the ground reality changes, it will make obsolete some of the earlier mechanisms. The response must then be to evolve new mechanisms that build on the existing strengths of the PDS, rather than simply throwing the baby out with the bathwater. (The author is Professor, School of Social Science, National Institute of Advanced Studies, Bangalore. blfeedback@thehindu.co.in) URL: http://www.thehindubusinessline.com/opinion/columns/narendar-pani/article3377034.ece?homepage=true

SEBI invites school and college teachers for partnership in a financial training initiative

SEBI invites school and college teachers !!

Wed May 9, 2012 4:56 am (PDT)
An Educational Initiative by SEBI SEBI invites school and college teachers !! Securities and Exchange Board of India (SEBI) invites school and college teachers, to partner in the initiative to conduct financial education programmes. SEBI/NISM will provide necessary training and support to all. For detailed advertisement and application form, please visit www.nism.ac.in or www.sebi.gov.in Source: The Hindu Business Line, Page No.: 7, Dated: May 05, 2012

Job Avbl.: Regional Project Officer- West, with NGO CanKids

Job Avbl.: Regional Project Officer- West, with NGO CanKids Posted by: "recruitment cankids" recruitment@cankidsindia.org Sun May 6, 2012 11:04 pm (PDT)

CanKids…KidsCan is a family support group enabling children and their families faced with cancer, in accordance with the International Society of Pediatric Oncology (SIOP) and International Chamber of Childhood Cancer Parents Organization (ICCCPO) recommendations and guidelines. And a unit of Indian Cancer Society (ICS) Delhi, set up in Jan 2004 to provide a complete range of support services to children with cancer and their families, from moment of diagnosis, through treatment and after – into survivorship, or relapse, palliation and bereavement support. www.cankidsindia.org
*Our vision is: *  When worldwide 70-90% childhood cancer is curable, then in our country too, 70-90% children must survive the disease.  Equally no child should suffer for treatment for lack of finance.  A child with cancer and his family should have access to a complete range of support services anywhere in India
*Post: Project Officer* *Job Description* - Administer National Outreach Project ie expand Programs to reach children with cancer and their families across India and stabilize the Units in the region - Responsible for identifying new units for national outreach Research which cities, hospitals and partners (eg. NGOs) to work with Fill assessment reports prior to site visit and recommend which sites to visit, Develop feasibility report during/post site visit. - Assess potential collaboration with Jiv Daya Foundation Work with Drs to do needs assessment - Prepare terms of MOU, Systems and Procedures for hospital and CanKids and prepare budget for each outreach units under the Project Officer - Hire and organize training for Social worker/unit in-charge and assist him/her to identify PSG members - Prepare monthly, quarterly and annual reports on CanKids operations in each outreach hospital. - The Cankids Project Officer will be responsible for the management of the Organizations projects in our programs, with the goal of ensuring that the communities have access to quality knowledge for prevention of childhood cancer and are able to respond to the needs of those who are already infected and affected. - Responsible for the day to day running of the project and Cankids Office. - Work in partnership with local partner organisations, youth reach etc and other likely stakeholders - Formulate strategies to generate awareness on the issue of childhood cancer and address the need for preparedness and mitigation measures. - Organize city level consultations to develop the framework and implement the strategies under the project. - Organize various seminars, workshops, consultations and advocacy campaigns. - Work in close coordination with the Volunteers from Schools and Colleges and assign duties to them in consultation with Cankids…KidsCan Management & Youth Involvement - Facilitate in organizing events and outings for the organization. *Educational Qualification: * - Post Graduate in Social Work in Medical & Psychology / MBA In Hospital Management or MA in Public Health - Computer knowledge is essential. Good spoken and written English is must. - Proficient in MS Excel / Word *Work Experience:* Minimum three to five years of experience, preferably in counseling in the hospital setup. Remuneration: *Rs 18--25000* per month based on the profile and experience of the person. Two Important Notes: 1. CanKids is a fast growing organization, looking for committed young people to develop/share the vision. 2. Position are open and need to be join ASAP If you wish to apply for this post, please send a full Curriculum Vitae and write in a cover note that why you consider yourself suitable for this post to recruitment@cankidsindia.org Last date of application is 15 June, 2012 Back to top Reply to sender | Reply to group | Reply via web post Messages in this topic (1) 9. Job Avbl.: Resource Mobilization Officer, Delhi with NGO CanKids Posted by: "recruitment cankids" recruitment@cankidsindia.org Sun May 6, 2012 11:05 pm (PDT) CanKids…KidsCan is a family support group enabling children and their families faced with cancer, in accordance with the International Society of Pediatric Oncology (SIOP) and International Chamber of Childhood Cancer Parents Organization (ICCCPO) recommendations and guidelines. And a unit of Indian Cancer Society (ICS) Delhi, set up in Jan 2004 to provide a complete range of support services to children with cancer and their families, from moment of diagnosis, through treatment and after – into survivorship, or relapse, palliation and bereavement support. www.cankidsindia.org *Our vision is: *  When worldwide 70-90% childhood cancer is curable, then in our country too, 70-90% children must survive the disease.  Equally no child should suffer for treatment for lack of finance.  A child with cancer and his family should have access to a complete range of support services anywhere in India *Post: **RESOURCE MOBILIZATION* We are currently looking for a Resource Mobilization-Manager to join our team in our head office in Delhi. The Resource Mobilization Manager is a crucial role to build a resource base for the organization in order to fulfill its mission. She/he will develop and implement the fund raising strategy to mobilize resources for a diverse donor base, both locally and internationally. *The position will be responsible for following key areas:* - Lead Educate Girls’ fund raising strategy. - Develop collaterals and grant proposals. - Create and ensure timely delivery of all reports to donors. *Breakdown of main tasks in percentages:* - Conceptual work: strategy, concepts and presentations: 50% - Writing: reports, proposals 50% *Specific Responsibilities* - Support the development and implement fundraising strategy, process and plans for donors - Lead Educate Girls’ fund raising strategy to strengthen EG’s donor base for sustainability of the organizations activities. - Manage EG’s relationships with donors. - Write internal monthly progress reports - Conduct targeted outreach in support of fundraising objectives. - Support Executive Director in her representation activities with donors - Take responsibility for ongoing communications requests from senior management 3 working areas - Fundraising, Networking, Volunteer Management. *A. Fundraising* in the following 9 areas Individuals, Corporate, Associations & Trusts, Project Grants, Schools & Colleges, Events, Merchandizing , Donation boxes and Donation in Kind Tools we are using : · Adopt a Child Program, Project proposals, Cankids Companion Clubs,Our social meida( - website, facebook, twitter, survivor network, parent support network,), Marketing, Branding & Awareness, Leaflet(brochure) and KCK newsletter *B. Our Network:* · Local - in domain of the units, Regional office, HQ · Domestic - within the country · International I would like your help in doing a *strategic review on Cankids Resource mobilization :* i. reviewing what we are doing for res mob ---or rather what we are not doing ii. what are we targeting to do /raise - what is or should be our strategy to do this iii. are we committing adequate resource to this important area of activity - if not what do we need HR wise iv. how do we improve efficiency and effectiveness in this are v. how do we give adequate feedback to our donors vi. what do we need to do to get the right donor MIS and integrate it into CPOSS vii. we need to creating a short , medium, long-term plan, and a calendar of monthly, quarterly and annual activity for the Program Officer and management in this regard - who should focus on what *Education and Work Experience* - Post graduate degree in social sciences, development studies, business management or equivalent qualification - Minimum 3 years of professional experience in a social sector organization. - Experience in managing a team of 2-3 people in a direct reporting relationship *Required Skills, Abilities and Attitude* - Outstanding communications and writing skills in English. - Excellent inter-personal skills and the ability to work with people from varied backgrounds, at all levels. - Ability to understand and explain complex information rapidly and clearly - Ability to organize and prioritize workload - Excellent IT skills – Adobe (Acrobat & PDF) as well as Microsoft Office. *Support and supervision* Will report directly to the President, CanKids. *Time Commitment* Full time *Remuneration* Rs 20,000 – 40,000 per month which may be varied based on skill and experience. *How to apply* A detailed CV with covering letter in one single file and three references should be sent to recruitment@cankidsindia.org Please mention ‘’ Application- Resources Mobilization Manager’’ in the subject line of your mail. *ONLY SHORLISTED WILL BE ACKNOWLEDGED AND CONTACTED.*

Avbl.: Vocational Training - Beautician and Computer Courses

Avbl.: Vocational Training - Beautician & Computer Courses
Sun May 6, 2012 11:03 pm (PDT)

Dharma Bharati Mission is an NGO working to lend a helping hand to the underpriveleged in mumbai .We work with the children studying in the schools of Govandi ,Malad,Santacruz and South Mumbai and we provide meals in some of these the schools .We run a project called Chalo English Sikhayein from class 5 onwards to help familiarise them with t language and grammer . We provide library facilities and computer learning at our centres at Santacruz and Govandi .Our attempt for youth and Women empowerment is Kaya Kalp- our Vocational Training Centres at Santacruz and Govandi where. Certified courses are run in collaboration with Father Agnel Technical Institute. We also enroll girls for para nursing courses. The aim is to transform students into technically qualified and skilled adults with an overall grooming and training to work to earn a comfortable livelihood . The programme goes beyond school, and addresses the needs of these under-privileged children in their journey from adolescence to responsible men/women at work, duly qualified with technical skill, life skills, soft skills and English. To know us better do see our website:dbmindia.org To enroll contact Farheen at 9819108191 and to connect with us as a volunteer do email us with ur details at dbmindia1@gmail.c

Vasundhara Awards by Maharashtra Pollution Control Board (MPCB)

Vasundhara Awards by Maharashtra Pollution Control Board (MPCB)
Thu May 3, 2012 10:39 pm (PDT)

VASUNDHARA AWARDS 2012 Instituted by: Maharashtra Pollution Control Board (MPCB) GUIDEBOOK FOR INDUSTRY & URBAN LOCAL BODIES April, 2012 1.0 BACKGROUND
Maharashtra Pollution Control Board (MPCB) has announced the “Vasundhara Award 2012” to recognize the exemplary work carried out by Industries, Urban Local Bodies, Schools and Environmental Non Governmental Organizations (NGOs) towards protection of environment in the State of Maharashtra.

2.0 OBJECTIVE
The “Vasundhara Award” aims to:- a. Recognize the efforts of industries, urban local bodies, schools and environmental Non-Governmental Organizations (NGOs) who have made significant contributions to sustainable development and made measurable improvements to their performance, whilst achieving their own business plans, service functions and societal objectives;
b. Put forward role models in sustainable development for Indian industries, urban local bodies, schools, and NGOs for others to get inspired;
c. Align with international best practices of promoting efforts beyond compliance by practicing sustainability.
3.0 WHAT ARE THE CATEGORIES OF THIS AWARD? MPCB has instituted the ‘Vasundhara Awards’ broadly in four categories. These categories are:

i. Industry Under the industry category there will be following two sub-categories: a. Large Scale Industries [Capital Investment (*) over 10 crore] b. Micro, Small & Medium Enterprises (MSME)[Capital Investment (*) up to 10 crore] (*): Note: Capital investment in plant and machineries. Ref: Notification dated 29th September 2006 by Ministry of SSI, GOI. ii. Urban Local Bodies (ULBs) Under the ULBs category there will be following two sub-categories: a. Municipal Corporations b. Municipal Councils, Cantonment Boards This Guidebook is for the applicants of the Industry and ULB categories 4.0 WHAT IS THE AWARD? Award will be given citing the facility for which application is made in the following forms: a. Award delivered through a well publicized function or an event – that can mean “recognition”; b. A trophy/memento and a citation; c. Cash prize; Three awards (First, Second and Third) under each category/ sub-category will be given by MPCB. 5.0 WHEN WILL THE AWARDS BE GIVEN? For Industry and Urban Local Bodies categories the winners will be announced on 5th June 2012. 5.0 WHAT IS THE ELIGIBILITY OF THE AWARD? 5.1 Industry • Industries complying with all applicable environmental regulations over past three years (viz. January 1 2009, 2010 & December 31, 2011). • Industries without any show cause notice or litigation by MPCB or Public Interest Litigation (PIL) in past three years (viz. January 1 2009, 2010 & December 31, 2011). • Industries operating/ having facilities in the State of Maharashtra. 5.2 Urban Local Bodies (ULBs) • ULBs in the State of Maharashtra. 6.0 AWARD MANAGEMENT PROCESS MPCB has appointed Expert Committee for assisting the award process. 7.0 CONSTITUTION OF THE TECHNICAL COMMITEEES For each of the categories, MPCB has formulated Technical Committees consisting of reputed personalities. The Committee members with the assistance of MPCB Officials will evaluate the Applications and make recommendations for the Award. 8.0 ASSESSMENT PROCEDURE The assessment of application would be carried out in three stages as given below: 8.1 Stage-1: Initial assessment 􀂙 Screening against the eligibility criteria. 􀂙 Checking for completeness. Only complete applications shall be considered for evaluations. 􀂙 Initial assessment against the evaluation criteria. 􀂙 Short listing of applicants for detailed assessment. 8.2 Stage-2: Detailed Assessment 􀂙 Shortlisted applicants shall be called for interview and presentations to the Award Committee. This will lead to a final round of the shortlisted applicants. 8.3 Stage-3: Final Assessment 􀂙 Conduct of site visit for better understanding as well as verification. Visits will be conducted a Team consisting members of the Technical Committee, and MPCB officials . 9.0 ASSESSMENT CRITERIA The broad assessment criteria for the two categories viz. Industry and ULB are highlighted below: 9.1 Assessment Criteria for Industries Industries would be evaluated based on the following five broad criteria. The Technical Committees will refine these criteria further and establish an appropriate scoring framework: 1. Consistence compliance 1.1 Status of compliance to legal and market based requirements (if any or applicable) for past three years. (viz. January 1 2009, 2010 & December 31, 2011) 1.2 Documentation on procedure/ process that shows pro-activeness of the industry towards legal compliance and if applicable with market requirements 2. Institutional capacity, Training and Awareness 2.1 Environment/ EHS Organization Structure, Function and reporting, Staff strength and Qualifications 2.2 Training on environmental matters of the personnel in the Cell and across the Industry 2.3 Awareness programmes carried out on environment for staff, across supply chain and neighborhood communities 3. Adoption of Management Systems approach 3.1 Environmental Management System 3.2 Other Management Systems such as on Occupational Health & Safety, Quality Management Systems 3.3 Systems set up to meet international initiatives like Equator Principles, Charters such as International Chamber of Commerce Business Charter for Sustainable Development, Codes of conduct of the Buyers for meeting Eco-labels etc. 4. Innovation: Trends/ incremental change in past three years (viz. January 1 2009, 2010 & December 31, 2011) in the following areas 4.1 Material use efficiency 4.2 Water use efficiency 4.3 Energy use efficiency 4.4 Reduction on waste & emissions through adoption of cleaner technologies, recycle, recovery and reuse 4.5 Eco-design of products, packaging and strategic product distribution 5. Performance beyond compliance 5.1 Social Responsibility (Social/ Community Initiatives) 5.2 Extended Producer Responsibility over supply chain 5.3 Sustainability Reporting & Public Disclosure 5.4 Effort towards reduction of Green House Gas (GHG) Emissions Applicants are encouraged to visit the following websites to see good examples of industrial practices on environmental management: World Business Council for Sustainable Development: http://www.wbcsd.org/templates/TemplateWBCSD5/layout.asp?MenuID=1 UNEP Division of Technology, Industry and Economics http://www.unep.fr/en/ International Institute for Sustainable Development http://www.iisd.org/ IFC Sustainability – Environment, Health and Safety Guidelines http://www.ifc.org/ifcext/sustainability.nsf/Content/EnvironmentalGuidelineshttp://www.ifc.org/ifcext/sustainability.nsf/Content/EnvironmentalGuidelines 9.2 Assessment Criteria for Urban Local Bodies Urban local bodies would be evaluated based on the following five broad criteria: 1. Institutional capacity, Training, Awareness and Reporting 1.1 Environmental Cell, Its structure, function and reporting, Staff strength and Qualifications 1.2 Training on environmental matters of the personnel in the Cell and across the ULB 1.3 Awareness programmes carried out on environment for staff of ULB and communities 1.4 Reporting & Communication: e.g. Environmental Status Report (ESR) 2. Water supply 2.1 Initiatives for improving sustainability of existing water resources 2.2 Percent of unaccounted water 2.3 Water supply service level (Per capita water supply, Supply duration, Supply pressures, Equity in water supply) 2.4 Attainment of water quality standard at various points of delivery 2.5 Energy consumed per unit of water supplied 3. Sewerage & Sanitation 3.1 Percent of population catered to by underground sewer network 3.2 Percent of treated sewage that meets the applicable legal standard 3.3 Percent of slum population having access to pay & use toilet 3.4 Percent of sewage recycled or used for beneficial purposes such as land irrigation 3.5 Energy consumed per unit of swage collected and treated 4. Solid waste management 4.1 Percent of solid waste collection out of total solid waste generation 4.2 Percent of solid waste disposed to landfill out of total solid waste generation 4.3 Percent of solid waste converted into compost 4.4 Percent of collection & treatment of biomedical waste at common facility. 4.5 Status on the collection & disposal of construction & demolition waste. 5. Green initiatives Green initiative could include Eco-housing policy, promoting eco-friendly Ganapati Utsav, facilitating local initiatives such as ALMs (Advanced Locality management) in Mumbai,, Reduction of GHG emissions etc. Applicants are encouraged to visit the following websites to see good examples of practices of some of the ULBs on environmental management ICLEI- Local Governments for Sustainability http://www.iclei.org/ Best Practices for Improving Living Environment http://www.bestpractices.org/ Eco-cities India http://www.ecocities-india.org/ 10.0 RULES AND REGULATIONS i. Please provide all measurements in MKS system only. ii) Please provide the data with respect to per unit of production. E.g. For Textile: -per meter of cloth and for Dyes:- per ton of product iii) Please be precise in furnishing the information. iv) Please provide data for the last three calendar years (2009, 2010 & 2011) v) Use additional sheets, if necessary. vi) Decision of the MPCB ’on Vasundhara Award based on the recommendation of Technical Committees is final and no appeal or correspondence will be entertained. vii). MPCB shall not accept any kind of liability, loss or damage due to disclosure of information made by the Applicant to its Technical Committee members. MPCB will take reasonable precautions however to maintain confidentiality/ secrecy of information by requesting appropriate undertaking from the members of the Technical Committee . viii. All completed application forms shall be submitted in duplicate with relevant attachments ix). Application materials will have to be submitted only one time and not revised or supplemented. x) Application materials submitted will not be returned xi). MPCB and the Award Committee reserves the right to change the award criteria, at any time, if required or appropriate xii) Any attempts made to influence the members of the Technical Committee will lead to disqualification of the Applicant xiii). Shortlisted award applicants will may be invited to make presentation of their costs to Award Committee. xiv). Team members from MPCB consisting members of Award Committee and staff of MPCB may visit the premises/ site of the final round of shortlisted applicants for better understanding and for verification of the information. xv). The expenses to be incurred by the applicants for submitting the application, providing additional information that may be called for by the Jury/ Award Committee/ Member of the Assessment Team, for receiving of award, etc. shall be borne by the applicant. 11.0 NON-DISCLOSURE AND CONFIDENTIALITY Names of applicants, information, data and results of assessment will be kept confidential. Such information would be available to only to those officials/ members of award committee directly involved in assessment and administrative process. Please be assured that such information would not be used for any investigative or litigation purposes by the MPCB. MPCB proposes to publish a compendium of good practices based on the information provided by the Award winning Applicants. MPCB on discussions and consent of the Award winning Applicant will process such information in releasing such a compendium. 12.0 APPLICATION FEES There are no fees for participation/ application for all categories. 13.0 APPLICATION FORMS Please download the Application Form from website of MPCB: http://www.mpcb.gov.in Completed application form with relevant attachment shall be submitted in duplicate. 14.0 LAST DATE FOR SUBMISSION OF APPLICATION S. No. Category Last Date of Submission of Application i. Industry 07.05.2012 ii. Urban Local Bodies 07.05.2012

The application received after Last Date Submission will not be considered. 15.0 ADDRESS FOR CORRESPONDANCE Sealed applications complete in all respects and in duplicate with cover marked as VASUNDHARA AWARD 2012 should reach the following address:
The Member Secretary, Maharashtra Pollution Control Board, Kalpataru Point, 3rd Floor, Opp. Cineplanet, Near Sion Circle, Sion (E), Mumbai – 400 022
For any clarification, information or help, applicant may contact: Mr. Sanjay Bhuskute, Public Relation Officer, Maharashtra Pollution Control Board, Kalpataru Point, 3rd Floor, Opp. Cineplanet, Near Sion Circle, Sion (E), Mumbai – 400 022 Tel: (022) 2402 0781/ 2401 0437 Mobile No. 9869440185 **************************************************** URL: http://www.mpcb.gov.in/vasudharaaward12/Guidebook_VasundharaAward2012.pdf

The disabled/differently abled must be treated with respect and given opportunities to earn a fair livelihood

The disabled as an economic resource Can corporate India leverage the inherent tenacity and leadership quality of the educated disabled?
India has a very unique talent pool of an estimated three million educated disabled. What makes them so unique? The educated disabled have demonstrated tremendous resilience and have been toughened by the challenges of inadequate school facilities, lack of accommodating transport infrastructure and yet have graduated from high schools and colleges. This segment of society reflects an enormous 'can-do' attitude and is equipped with tremendous staying power which corporate India can leverage. Corporate India could derive better business value in terms of higher productivity, reduced attrition and lowered training costs by employing this talented pool within existing corporate jobs. Today, the average employment rate of disabled people in the private sector is only 0.28%. The public sector showed an employment rate of 0.54% even though the population of the disabled in the country exceeds 6%. The inherent reasons for the lack of sensitivity on behalf of the corporate sector are a matter of concern. But, it hasn't helped that the government too has fallen behind its plans. 'Scheme of Incentives to Employers in the Private Sector for providing Employment to Persons with Disabilities (PwD)', which was launched in 2008, was meant to create 1,00,000 jobs annually for the disabled. It has barely created a few hundred. The ministry of social justice and empowerment also seems unable to motivate the private sector through incentives that encourage the employment of the disabled. The government has agreed to reimburse the employers' contribution to the provident fund for disabled employees earning up to R25,000 for the first three years. R1,800 crore was sanctioned for this scheme under the 11th Five Year Plan. The revised estimate for 2009-10 was R3 crore, of which only R1 crore was released.
The orthodox routes of disability management focused around welfare, reservations, concessions, subsidies and other short-term practices have clearly failed to deliver results. India has a large and unique population of educated disabled with excellent leadership skills, staying capacity and unparalleled productivity. Can the past be set aside and can corporate India realise the business value of the three million educated disabled? Large enterprises with foresight and taking a cue from western world, where the disabled fare are already part of the mainstream, are working towards leveraging this positive slice of the demographic pie. Companies such as Wipro, Tata, Mindtree, GenPact, Symphony Services and Mphasis have recognised that the disabled can solve many persistent human resource problems and are hiring the disabled in encouraging numbers. Across all sectors companies can employ people with disabilities that map to specific jobs. For instance, the BPO industry has greater than 50% attrition of current employees due to mismatch of job aspirations. Back-end data processing can be handled by majority of physically disabled or those with speech and hearing impairment. Recently, Gitanjali Gems Ltd announced a training centre in Hyderabad that would provide jobs to 1,000 PwDs. Others are creating similar examples in a bid to use a resource that has so far remained hidden. Today's economy has the ability to deliver a win-win solution for the disabled in society and for corporate India. Businesses have begun to recognise the wealth that exists in PwDs. They are putting in place processes and support systems that can fine-tune this talent to meet their needs. It is a momentous change silently taking place within the folds of corporate India. Organisations like the Wadhwani Foundation are propelling the change with their mission of mainstreaming the educated disabled in corporate India. The Foundation is driving training and placement of 1,00,000 disabled (in five years) into sustainable high quality jobs within corporate India. They hope that the companies will recognise the business value through these initial hires and recruit the remaining educated millions, making it a self-sustaining model. The Foundation works with companies to identify functional areas and required competencies for potential jobs within the enterprise; it then recruits and trains candidates in these competencies; and finally it facilitates placement and provides post-placement support to the company and the candidate. By matching skills to abilities of disabled candidates and providing targeted, market -linked vocational training that is relevant to the needs of employers, it enables PwDs to offer higher quality of work over a sustained period of time. The Foundation's approach, which is replicable, has delivered success in a wide variety of industries such as business process outsourcing, remote infrastructure management, retail sales and facilities management.
On the other hand, industry bodies such as Nasscom have established programmes to pursue their member companies to make offices disabled friendly and are conducting advocacy campaigns around business value of employing the disabled. Today's corporate responsibilities are being redefined and businesses must work towards better integration with the societies they serve. As corporate India becomes more sensitised and addresses the needs of the disabled to create sustainable business advantage, this is going to be one of the most significant trends of the decade.

The author Ajay Kela, is president & CEO, Wadhwani Foundation URL: http://www.financialexpress.com/news/the-disabled-as-an-economic-resource/943345/0