Revenge of the Planet

In a twist of fate that seems like it was ripped straight from the pages of a dystopian novel, Planet Earth has decided it’s time for a little payback. And who can blame it? After decades of exploitation, pollution, and blatant disregard for its well-being, the Earth is ready to reclaim its throne. So, buckle up and prepare for the “Revenge of the Planet,” a wild ride through the hilarious and dramatic consequences of our environmental neglect.

The year was 2030, and Earth had been dealing with humanity’s nonsense for centuries: automobile humming, factories puffing, and smartphones buzzing, plastic in the oceans, air full of smog and pollutants, and forests reduced to sad little patches that looked like Mother Nature’s receding hairline. While we humans went about our business, basking in the glow of smartphones and conveniently ignoring every climate report ever written, the planet finally had enough. It was time for some cosmic payback.

First came the heatwaves. When the sun started sizzling eggs on car hoods and air conditioners were breaking down in sheer exhaustion, we should’ve known something was up. Earth wasn’t playing anymore. Then came the incessant rain, cyclones and Hurricanes. Thousands of cities and villages got flooded killing all in their wake: humans, animals, trees, cars, houses, all were game for the planet’s rage. As glaciers melted at a pace faster than your average deadline in an office setting, and wildfires spread like trending tweets, humans start to notice. Our beloved beaches? Now more like lava zones.

As Earth’s revenge gained momentum, the animals began organizing. Rats—usually content with minor mischief like digging up flower beds—became stealth operatives, chewing through power lines and cutting off electricity to entire neighbourhoods. Birds, tired of dodging skyscrapers, formed tactical squadrons to stage mass air raids on unsuspecting pedestrians. Pigeons, already seasoned in the art of airborne attacks and eating through aircon units, took their missions to new heights, dive-bombing with precision accuracy.

Mother Earth had one last ace up her sleeve: technology. Since humans had become so dependent on gadgets, she decided to hit us where it hurt. Phones suddenly started overheating for no reason, GPS systems began suggesting scenic routes through uncharted forests, and voice assistants became strangely passive-aggressive.

Hey, Siri, what’s the weather today?”

Why don’t you go outside and find out for yourself, you lazy carbon footprint.”

By the time forests started sprouting overnight and the Arctic ice declared “We’re back!” humanity finally took notice. Governments convened emergency meetings to address the phenomenon, though the politicians were quick to blame each other.

“We need to plant more trees!” one leader shouted.

“But the trees are literally attacking us,” another replied.

Meanwhile, while we sat glued to our screens, watching the chaos unfold, the bees are buzzing in the background. That’s right, our fuzzy little friends are holding clandestine meetings, plotting a revolt. “We’ll stop pollinating crops if they don’t start recycling!” one bee declares, and with that, the price of avocados skyrockets, pushing millennials to the edge of madness. Who knew that eco-awareness could double as a financial crisis?

After a series of failed peace talks with the ocean (which responded with a tsunami every time someone brought up offshore drilling), humans collectively realized: we were in deep compost!

Just as it seemed like Earth would forever reign supreme, a surprising thing happened. Humans finally got their act together. It’s time for a Renaissance! Countries began cooperating—trading carbon offsets instead of insults. Renewable energy became the norm. Plastic was replaced by biodegradable alternatives, and landfills shrank faster than your favourite sweater. People rally together armed with reusable bags and solar panels. Urban gardens sprout up like mushrooms after a rain, while communities bond over composting workshops. It’s a revolution of education, where every child learns how to plant a tree faster than their parents can say, “Remember when we just used to throw things in the landfill?” In the end, Earth called off her revenge, not because she couldn’t win, but because she wanted to see what we’d do next. As for humanity, we learned the hard way that Earth isn’t just a rock floating in space—it’s a vengeful force of nature with a wicked sense of humour. And if we want to stay on its good side, we’d better treat it right.

Disclaimer: The opinions expressed are those of the author and do not purport to reflect the views or opinions of any organization, foundation, CSR, non-profit or others

Importance of family counseling in entrepreneur selection

A person requires to possess both ‘can do’ attitude and aptitude for business to start on an entrepreneurial journey. But is that enough? Often an entrepreneur’s success is celebrated as an individual, but seldom the support system in the form of family and friends are discussed due to which the entrepreneur has achieved success. This is irrespective of the nature and size of business, geography, gender and backgrounds of the entrepreneur, and investment that goes in the venture.

While there’s no age to starting a business, the development programs I am working with focuses on women and girls in the age group of 18-50 years from poor and low-income households in the rural areas, with a desire to be self-employed and in future create employment for the youth in their respective villages. Selection processes of such aspiring entrepreneurial women vary depending on the model and approach of the programs. For the conventional businesses existing vocational skills and basic business acumen is analyzed, for others apart from these qualities, level of confidence, ability to invest their time, efforts, and money, general awareness, and other aptitude tests are conducted to measure the eligibility. What remains common across, and I believe is one of the most crucial factors for them to succeed from the word go is the support of their families, which remains the backbone of their ventures during and after the programmatic support. Therefore, post shortlisting of a potential entrepreneurial candidate, family counselling becomes the ultimate decider for her to join the program. And no, it has nothing to do with patriarchy. It’s same for any gender, and I think anywhere in the world. I have been a serial entrepreneur in my past, and have experienced in firsthand that without family support, I could have only done so much.

Family background including the size, type, and economic status can influence entrepreneurs’ and, therefore, entrepreneurship development. Even if the entrepreneurial spirit doesn’t necessarily run in the family, their support plays a vital role in an entrepreneur’s journey. Through their belief, encouragement, constant motivation, and involvement, families provide a nurturing environment for entrepreneurial growth.

In the process of meeting the family at their house in the village and discussing about their current livelihood and income sources, level of education in the household, aspirations and future plans, nature of relationship with the potential entrepreneurial candidate, sharing about the program, and earning their commitment of being the wind  beneath the wings of their daughters, daughters-in-law, wife, and in turn building trust is the main agenda of the family counselling. This support is the most important step and measure for induction of an aspiring candidate in our entrepreneurship program. Garnering this support is half the battle won for the aspiring entrepreneur.

The hard work has to be of the entrepreneur, but families give financial assistance and provides the seed capital for the start-up, provides emotional assistance keeping the morale high during those challenging and difficult times that every entrepreneur undergoes, promote the venture in their long curated networks both within and outside their villages through word-of-mouth, volunteer their time at the business to attend to customers and promotion, and more importantly celebrate even the small moments of joy together.

Apart from money and market, family support is the third pillar of the tripod, which drives entrepreneurial success.

If you want to know more about designing rural women entrepreneurship projects and/or learn about family-counselling for rural entrepreneurship, feel free to connect.

(First published on LinkedIn on 6th March 2024)

Navigating the Road to Sustainability for Nonprofits in India

Source: Idea taken from Foraker group model

Sustainability has become a buzzword across industries, and for nonprofits in India, it’s more than just a trend—it’s a necessity! Sustainability in the nonprofit sector is a critical issue that encompasses not only environmental stewardship but also financial stability, organizational resilience, and long-term impact. Nonprofits, by their nature, are dedicated to addressing social, economic, and environmental challenges, often with limited resources and high expectations. With India’s rapid economic shifts and evolving social landscape, understanding and overcoming these hurdles is essential for nonprofits striving to make a lasting difference.

Key Challenges Facing Nonprofits in India

1. Funding Instability:  One of the most significant challenges facing nonprofits is financial instability. Nonprofits rely heavily on donor contributions, government grants, and CSR grants, which can be unpredictable and subject to economic fluctuations. Furthermore, many donors prefer to fund specific projects rather than general operations, leaving nonprofits vulnerable to financial shortfalls. The global economy, changing donor priorities, and a lack of diversified income streams often impact an organization’s ability to plan and execute long-term projects. This gets further compounded by competition among nonprofits for limited resources.

Nonprofits must constantly innovate and demonstrate their impact to attract and retain donors. This requires significant investment in fundraising and partnership strategies, donor relations, and marketing, which are resource-intensive and divert attention from core mission activities, often resulting in chicken-egg situations.

2. Administrative and Operational Inefficiencies:  Many nonprofits in India struggle with limited administrative resources and inefficient operational practices. Limited resources lead to outdated technologies, inefficient processes, and a lack of professional expertise. Inefficiencies in management, compliance, accounting, and reporting undermine the effectiveness of programs and reduce transparency, negatively impacting stakeholders and donors’ trust. This is more challenging for smaller organizations with limited administrative capacity.

3. Regulatory and Compliance Maze: Managing the complex regulatory landscape in India is challenging for nonprofits. Compliance with legal requirements, such as the Foreign Contribution Regulation Act (FCRA) and the Goods and Services Tax (GST), requires careful attention to detail and significant administrative effort. Changes in regulations and stringent reporting requirements add to the administrative burden. Staying compliant while adapting to new regulations can strain organizational resources and divert attention from mission-critical activities.

4. Capacity Building and Skill Gaps: The nonprofit sector often faces challenges related to human resources. There is a growing need for skilled professionals who can handle strategic planning, fundraising, and program management, leading to organizational sustainability. The sector often faces challenges in attracting and retaining skilled professionals due to budget constraints and lower salaries compared to the private sector.

Capacity building requires investing in learning and development for employees. However, many organizations lack the resources to provide comprehensive training programs or to hire experienced professionals. This often limits their ability to effectively manage programs, drive strategic initiatives, and ensure organizational growth.

5. Measuring Impact: Measuring and presenting evidence-backed impact is essential for donor confidence and organizational effectiveness. Nonprofits need to develop robust monitoring and evaluation frameworks to assess the outcomes and effectiveness of their programs. However, many organizations struggle with setting up these systems due to limited resources and expertise.

 Strategies for Enhancing Sustainability

1. Diversifying Funding Sources: To address funding instability, nonprofits need to explore multiple revenue streams. This includes engaging in social entrepreneurship and blended finance opportunities, establishing partnerships with businesses, leveraging online crowdfunding platforms, and digital fundraising. Creating a diversified funding base helps in reducing dependency on a single source and enhances financial stability.

2. Leveraging and Embracing Technology: Technology offers significant opportunities for enhancing operational efficiency and reach. Digital tools can streamline administrative processes, improve data management, and facilitate better communication with stakeholders through online platforms and social media. Adopting technology also opens avenues for online fundraising and virtual program delivery such as webinars, workshops, and training.

3. Building Stronger Partnerships: Collaboration with other nonprofits, governmental agencies, and private sector organizations can amplify the impact of initiatives and improve sustainability. Strategic partnerships can provide access to additional resources, expertise, and networks. Strategic alliances can also lead to cost savings through shared services and joint initiatives. By working together, organizations can leverage each other’s strengths, reduce duplication of efforts, and achieve greater impact.

4. Investing in Human Capital: Prioritizing the development of human resources is crucial for organizational growth and sustainability. Nonprofits should invest in training and capacity-building programs for their staff and volunteers through training programs, workshops, and professional development opportunities. Creating a culture of continuous learning and career advancement opportunities can enhance program delivery, improve management practices, organizational resilience, and employee retention. Leadership development is particularly important for long-term sustainability. Cultivating strong leaders within the organization can drive strategic planning, innovation, and effective decision-making.

5. Enhancing Transparency and Accountability: Building trust with stakeholders through transparency and accountability is essential for long-term success. Nonprofits should adopt the best practices in financial management, regularly publish impact reports, and engage in open communication with donors and stakeholders. Transparency not only attracts more funding but also strengthens community support. Implementing robust internal controls and conducting regular audits can help maintain financial integrity and accountability. Additionally, engaging stakeholders in decision-making processes and soliciting feedback can enhance organizational credibility and responsiveness.

6. Adopting Sustainable Practices: Integrating sustainability into program design and organizational operations can drive long-term impact. Nonprofits should consider the environmental impact of their activities and seek to minimize their footprint. This might involve adopting green practices, such as reducing waste, conserving energy, and promoting eco-friendly initiatives. Sustainable practices also include ensuring the long-term viability of programs. This involves designing initiatives that can be sustained over time, building local capacity, and fostering community ownership. By promoting sustainability within programs, nonprofits can create a transformative impact.

The road to nonprofit sustainability is full of challenges, but with innovation, partnership, and a commitment to continuous improvement, nonprofits can navigate these challenges and continue to make a meaningful impact on society.  As the sector is continuously evolving, embracing sustainability will be key to ensuring that nonprofits can adapt to changing circumstances continue to remain steadfast in their mission, and drive positive social change for years to come.

Disclaimer: The opinions expressed are those of the author and do not purport to reflect the views or opinions of any organization, foundation, CSR, non-profit or others

Impact Funding in the time of COVID-19

Photo source: The New Humanitarian

The global pandemic COVID-19 has triggered the most severe economic recession in nearly a century and is causing enormous damage to people’s health, jobs, and well-being. It has changed the social sector landscape and will continue to impact the sector for the next few years. In the short term, since March 2020, change in the funding trends is already being witnessed by non-profits, especially of the CSR in India, with majority of them contributing to the PM Cares, CM Relief Funds and contributions towards local relief work like food and PPE distribution. The unexpected crisis created due to migrant labour returning to their home states, we are witnessing some of the bigger CSRs channeling their funds towards ‘Rehabilitation during and post COVID-19’ phase with a focus on re-skilling, sustainable livelihoods and job creation, BCC, and food & nutrition security.

Until the next 12-18 months, there will be opportunities for partnerships under the ‘rehabilitation lens’ across geographies, but more focused on states like Bihar, Uttar Pradesh, Madhya Pradesh, Chhattisgarh, Odisha, Assam, and Jharkhand. Apart from relief & rehabilitation, Health (preventive health, strengthening local health systems at block and village levels, and co-morbidity diseases like TB, HIV/AIDS, Diabetes, etc.) and Education (especially working with a sudden increase in out-of-school-children due to in-migration, and skilling School teachers in rural and sub-urban India in virtual classrooms, course development and delivery, and digital communication) are other areas, where donor funds are potentially going to be invested. In other areas, especially environment and climate change (unless CSRs & foundation’s core focus is environment), it is bound to be severe funding cuts (40%-60% from pre-COVID times) over short to mid-term.

Non-profits need to continue building strong partnership with their existing CSR Partners, to continue getting support to even those projects that are not COVID aligned, and build new partnerships using COVID aligned models. It is expected that Government funding will increase and so will partnership opportunities in most of the areas like livelihoods, education and health using innovative implementation mechanisms and digital communication. The World Bank has announced large assistance programs for India, which will be implemented through state governments and may bring non-profits with the opportunities of large partnerships between now and 2025. The current changed funding trend will more or less continue in 2021. However bigger CSR and foundations will see a potential downside of 30-50% in their funding allocations.

As restrictions are being eased world-wide, the path to global economic recovery remains highly uncertain with 6-7.5% negative growth in 2020, it is expected to climb back to around 2.8-3% in 2021 and move slowly towards recovery. In the long run, 2022-25, when both national and international economies are strongly on the recovery path, it is expected that several international aid agencies, which had stopped direct funding in Indian development sector, once again will open a window for 3-5 years of funding, and number of funding opportunities for India and other developing countries will increase. Historically, post mega disaster comes the golden period of funding for impact sector. It is a phase, and it too shall pass. Together, we will continue to drive change and together we will prevail.

Disclaimer: The opinions expressed are those of the author and do not purport to reflect the views or opinions of any organization, foundation, CSR, non-profit or others.

Old Rao Dhaba on NH 8

photo (7)As a frequent road traveler to Alwar starting early morning from Delhi, I often make a pit-stop at Dharuhera, Rewari for breakfast. NH-8 is dotted by several highway dhabas, and the most common name among them is ‘Rao’ with different prefixes & suffixes. The most authentic and oldest one is called ‘Old Rao Hotels & Caterers‘, which is 24 X 7 super busy joint and its parking lot is filled with small and big cars. It’s a large yet simple eating joint with plastic tables and chairs, and an photo (9)open kitchen, and you are not going to find the servers in neat uniforms. However if you are looking for some fresh and hot food desi style, this place offers good value for money. I have had numerous breakfasts and have tried them for a few dinners too. The dishes that I always stick to here are Aaloo Paranthas & Curd for breakfast, and Butter Paneer & Naan for dinner. Their stuffed bread offerings are good and mouth watering. Breakfast for four would cost around Rs 500.

My Rating: 3/5 (Taste, Service, Ambience, Value for money, Variety)

Must Try: Stuffed Parantha, Butter Paneer