Karthik Jayakumar is the Founding Partner of K Legal Firm based in Chennai. He completed his law degree at the School of Excellence in Law and has extensive experience in corporate transactional matters including mergers and acquisitions, legal advisory for start-ups, private equity, joint ventures and other services Karthik started the session by explaining the proposed CSR draft amendment and its implications forthe social sector. Definition of CSR Karthik explained that the proposed amendments define Corporate Social Responsibility more inclusively, specifying particular exceptions. These exceptions are as follows: Activities undertaken in the normal course of business of the company Any activity undertaken by the company outside India Contribution of any amount directly or indirectly to any political party Activities that significantly benefit the employees of the company and their families Definition of CSR policy CSR policy refers to a statement containing the approach and direction for selection, implementation, and monitoring
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David Nash is the Senior Flood Resilience Alliance Manager of Z Zurich Foundation. Prior to this, he was the CEO of Banyan, a well-respected organisation in Chennai working in the mental health space. He is also a mentor at AuxoHub. David Nash started the session by pointing out the effects of quarantine and lockdown around the world,touching upon how worries about income were becoming increasingly important to the general population. He flagged off the effect that this struggle would have on the social sector, recognising that the first impact would likely be on the inflow of donations. Given the reduction in disposable income amongst the generation population, charitable donations would likely see a fall. According to Nash, social sector organisations would face several challenges due to the current situation: Drying up of resources While many organisations have support from institutional donors and government funds, the reduction in individual supporters could
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Over the last couple of years, I have developed a deep sense of passion for work in social change and development; be it education, peace-building, or equality. When an opportunity came my way to work as an external consultant for AuxoHub, an organisation that looks at providing support services to actors in the social sector and works with NGOs as well as corporates, I was immediately excited (although it wasn’t exactly something I had done before). During the course of my initial interactions with the team at AuxoHub, I was introduced to the organisation’s work, brought up to speed on previous projects and given more details about the project I would be working on. I was struck by how meaningful and impactful the work is. It also made me realise that, in order to bring about social development, we needed players working together in different areas. Companies like AuxoHub bridge
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Social sector organisations in India are committed to doing great work on ground. Many work closely with their intended beneficiaries engaging with multiple stakeholders– coordinating between the communities they work with, the government, and other partner organisations– all the while ensuring that they do not drop the ball on administrative and funding activities. Juggling these activities is not only daunting but also becomes more challenging for a fledgling organisation with limited staff. Image credits: Chris Teresa Varghese, St. Xavier’s College To an organisation which is already short-staffed and struggling to do good work while staying afloat, the idea of monitoring projects or evaluating them after completion can become the straw that breaks the camel’s back if not approached correctly. Trends show the growing prominence of monitoring and evaluation (M&E) activities in improving projects, planning projects better, increasing impact and objectively measuring the impact that a project has had. A survey
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AuxoHub was born from the realization that How Things Are does not automatically equate to How Things Must Be. Working in the social sector in various capacities for over the last dozen years, the standard pain points of the industry were quickly internalized. The single most universal of them all was resource mobilization, with a particular shortage of funding resources. The social sector in India, independent of vertical or geography, seemed to be in a constant tussle for funding – as sponsorships, donations, grants, project allocation, what have you. Month on month, year on year, managements brainstormed, cut corners, recommitted themselves to leaner structures and higher efficiency, and pulled through. Month on month, year on year, they pulled through fuelled solely by one thing – their commitment to not let anything get in the way of their core business; change-making. On the other hand, in 2014, India became one of
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