Dasra in 2013 14(Annual Report)

IN 2013-14

To make common cause with humanity, you have to consider India with a fifth of our fellow beings. For India your first stop has to be Dasra. In my opinion social impact investing is no different than for-profit investing. You need to understand the market, identify the organizations and invest in the ones that can deliver the impact. Dasra with its unique model of robust research, detailed due diligence and collaborative giving, is such an organization.

Hemant Patel,Philanthropist and Dasra Giving Circle member

DASRA IN 2013-14

Tarun Jotwani,Chairperson, Dasra Board

Foreword, ChairpersonWhen I came onto Dasras Board six years ago, I was excited to be joining a thought leader in the field of strategic philanthropy, offering new and innovative ways to transform the social sector in India. What I did not know then was that Dasra was ahead of its time - making the case for using clear goals and measurements to enable sustainable change; channeling growth capital to support new ideas and fresh thinking; and building ecosystems to connect philanthropists, social entrepreneurs, and other stakeholders.

The past year has been a time of growth and change at Dasra. We have made great strides in our mission of effecting social change, and we are grateful that we are starting to be widely recognized for our impact and approach. We have dug deeper and cast our net wider. We have gotten better at pinpointing effective social organizations, nurturing them, and directing targeted funding to enable them to deliver impact at scale.

This report highlights the significant work that Dasra has done over the past year. Dasra helped to secure commitments of INR 72 crore (~USD 12 million*) towards 59 social organizations in the sector. Partnerships have been critical for Dasra to make such strides. Existing supporters such as Omidyar Network and Kiawah Trust were joined by several others including USAID, Piramal Foundation, and Hindustan Times. Additionally, we continued to see philanthropists drive change in the social sector through significant grants via Dasra Giving Circles.

Dasras multiplier effect goes far beyond the funding that we channel. We strive to empower the social organizations that are breaking the cycle of poverty in our communities. We welcome others to build on the work we do to develop thriving ecosystems across India. On behalf of Dasras board, we would like to thank all of our stakeholders for such passionate support, and hope that many others will join us on our journey.

Thank you,

DASRA IN 2013-14

* This report uses an INR/USD exchange rate of 60, unless otherwise indicated.

DASRA IN 2013-14

Deval Sanghavi,Founding Partner, Dasra

It has been 15 years since Neera and I embarked on a journey to change the face of philanthropy in India. What started as a realization that the social sector needed more than short-term grants and small-scale impact grew into a model that is transforming the effectiveness of funders, the programs of social organizations, and the lives of millions of Indians.

Dasra, which means enlightened giving in Sanskrit, has a mission to create large-scale change in the Indian social sector. And after fifteen years of working with social organizations, philanthropists and foundations, media, and government agencies, we feel that we are in a unique position to effect this change. The conversation in the social sector now needs to center around building thriving ecosystems.

But what does building an ecosystem look like? This past year, Dasra worked with ARMMAN, an organization that is piloting revolutionary mobile health systems to provide mothers the information they need to stay healthy during pregnancy and childbirth. The reality is bleak: a mother dies during childbirth every eight minutes in India, and one out of five newborn children survive through their first month. It was through Dasra Philanthropy Week that Johnson & Johnson, a founding member of Mobile Alliance for Maternal Action (MAMA), learned of the Dasra model and partnered with us and ARMMAN. Dasra is currently working with organizations as well as non-profits, technology providers, and research institutions to provide mobile health services to reach over a million mothers in urban slums across India by 2017.

Our work with ARMMAN, and other similar cases, proves that India has tremendous potential, and that by acting collectively we can harness this potential to champion real and lasting impact.

You will see in the pages of this report that the Dasra model makes a difference. We are confident that the life chances of the 800 million Indians who live on less than USD 2 a day can be improved. But we cannot do this alone and we cannot wait any longer.

Thank you for joining us in transforming lives like never before,

Committed to social organizations

(~USD 37 million)

Social organizationsprovided with

capacity building

Stakeholdersengaged

Media articles

INR 220 crore 900 4,000 400

Foreword, Founding Partner

From founding until March 2014

DASRA IN 2013-14

IMPACT OF DASRAKnowledge Creation 9Capacity Building 17

Funding & Collaboration 23

WHY DASRA EXISTS

ITable OfContents

II

1

9

FINANCIALS, GOVERNANCE& TEAM

Financial Statements 41Dasra Board 43Supporters 44

Knowledge Partners 45Our Team 47

DASRA GIRLS ALLIANCE

III

IV

33

THE ROAD AHEAD

V4939

1 DASRA IN 2013-14

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SECTION I

2

Deepa loves Mathematics. Not a usual favorite among 10 year olds. English is a bit hard, she admits, poring over homework. A grade 4 student, Deepa is among the children who has continued attending school.

With its low quality of education, poorly trained teachers and abysmal condition, school is often a frustrating experience for children like Deepa. Where and who can she learn from? Her parents cannot help with her studies. Life itself is an everyday challenge. Living in a 4ft by 8ft home in Parel she has little access to even basic necessities.

School has, over the past year, become her ray of hope. From a bleak, uninspiring environment, it is transforming into something Deepa looks forward to, thanks to her Shradha didi. Shradha and other teachers from non-profit Muktangan work towards training teachers from the same neighborhoods as the students, creating empowered change agents.

3SECTION IWHY DASRA EXISTSSECTION

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4Besides access to education, there are several fundamental issues withholding marginalized children such as Deepa from realizing their potential. Similarly, there are several core issues withholding promising social organizations from achieving their potential.

As a developing nation, India has to overcome crippling social inequities such as inadequate nutrition, violence against women, human trafficking, child marriage, poor quality of education and many more. Only then can India write an inclusive growth story.

Hearteningly, today, more than ever, Indians are willing to become stakeholders in this path to progress. In addition to the government, people and organizations in their individual capacity are making concerted efforts to address these issues. While charity has always existed, more people are now being strategic about giving their money, time and energy to improve lives.

So where is the impact?

Indeed, there is progress. However, these initiatives have yet to show appreciable results. The problem isnt a lack of intent or financial resources, but the absence of partnerships and scale. Often various stakeholders addressing a social issue are found operating with a short-term focus, in silos and with limited engagement with each other. Its something that is typical of what Dasra calls the surviving ecosystem. At its core, this kind of surviving ecosystem will simply never be productive enough.

While Deepa may have started going to school again, will she keep going? Even if she does, will she be given an education that matters? And most importantly, will she really learn skills that will help her change her life?

What is the alternative?

Its often the simple ideas that prove to be brilliant and radical. Dasras concept of a thriving ecosystem is exactly that. It refers to an environment that not only enables each stakeholder to perform at an optimum level individually, but also helps them to collaborate effectively with other stakeholders, thereby delivering a stronger, collective impact on a targeted social issue. Dasra believes that it is such an approach that will make a poignant difference in the lives of the disadvantaged in India.

SECTION IWHY DASRA EXISTS

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5For social initiatives to realize their goals, the operating environment has to undergo a change. And that is where Dasra has chosen to make its mark. Since its inception, 15 years ago, Dasra has worked to achieve its goal of bringing in social change by re-engineering ecosystems - transforming them from surviving to thriving.

A Surviving Ecosystem: An environment that has limited exchange of knowledge and little collaboration if any resulting in promising initiatives remaining too small to make any significant impact.

SECTION IWHY DASRA EXISTS

FUNDERS- Lack information about issues and credible social organizations- Short-term and individual funding- Give anonymously, limiting their influencing power

- Limited visibility on credible social organizations- Fewer partnerships

- Small-scale- Founder-driven- Unable to sustain growth- Limited collaboration

SOCIAL ORGANIZATIONS

GOVERNMENT

- Ad-hoc coverage of development issues

MEDIA

- Knowledge created is either unavailable or lacks practical applicability

ACADEMIA

CORPORATES- Few engage with the development sector- Ad-hoc short-term perspective

DASRA IN 2013-14

FUNDERS- Make decisions based on knowledge and evidence- Longer-term and collaborative funding for sustained development- Influence giving among peers increasing overall philanthropic spend

- Adopts effective models for scale-up- Partners with social organizations to ensure impact- Creates an enabling environment for private sector to engage in social issues

- Clear strategies, robust systems, right skills- Collaboration with peers and others- Access to resources funding, expertise, networks

SOCIAL ORGANIZATIONS

GOVERNMENT

- Provides systematic and sensitive coverage of issues and effective organizations

MEDIA

- Knowledge is open source and integrated with practice

ACADEMIA

CORPORATES- Leverage their core competencies to address social challenges- Provide resources beyond funding expertise, technology, managerial mentoring

6

A Thriving Ecosystem: An environment that allows for all stakeholders to perform their individual roles optimally and collaborate with each other effectively for greater and deeper impact.

WHY DASRA EXISTSSECTION I

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SECTION I

HOW DOES DASRA TRANSFORM SURVIVING ECOSYSTEMS TO THRIVING ECOSYSTEMS?

WHY DASRA EXISTS

7 DASRA IN 2013-14

Publishes research that presents issues and proven solutions through detailed analysis and engagement with experts

Identifies credible social organizations through a comprehensive diligence process, and works to strengthen their strategic plans

KNOWLEDGE CREATION

Facilitates peer-learning based programs to the leaders of social organizations, providing them access to knowledge and resources.

Provides direct support to high potential, emerging social organizations enabling them to achieve scale

CAPACITY BUILDING

Promotes collaborative giving platforms and builds partnerships to direct large-scale funding

Convenes leading stakeholders including funders, government and social organizations to leverage individual strengths for collective action

Engages with leading national and regional media houses to mainstream development issues and promote strategic philantrophy in India

FUNDING & COLLABORATION

8WHY DASRA EXISTSSECTION I

DASRA IN 2013-14

Continuous application of these three elements will make ecosystems thrive. Dasra believes that actively shaping powerful partnerships will touch and transform lives like never before.

Dasras vision is to transform ecosystems from a state of surviving to thriving. This will enable all stakeholders to collectively contribute the best they possibly can. Only then will Deepa have a better quality of life as will the 800 million Indians who deserve the same.

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SECTION II

Dasra leverages over 15 years of sector knowledge and experience of having engaged with 900 social organizations and over 1,000 corporates, philanthropists and foundations to create knowledge that enables more strategic and effective giving.

Dasras research reports are a culmination of detailed analysis, expert engagement and a comprehensive diligence process of existing social programs in priority development sectors. Each report provides a comprehensive landscape of an issue, key opportunities and profiles of credible, impactful social organizations that should be funded to create change. Dasra then works closely with a select set of these organizations to build robust strategic plans that will help them achieve impact at scale.

KNOWLEDGE CREATION for more effective giving

> KNOWLEDGE CREATION CAPACITY BUILDINGFUNDING & COLLABORATION

PART I

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11

DASRA IN 2013-14 / KNOWLEDGE CREATIONSECTION II

Highlights from 2013-14

7RESEARCH REPORTS

76SITE VISITS CONDUCTED

918ORGANIZATIONS MAPPED

104ORGANIZATIONS PROFILED

EXPERTS ENGAGED

94

DASRA IN 2013-14

Dasras working model is unique - you provide not only money but more importantly strategic support - which we need more than money.

Stanzin Tsephel, BORDA, CDD Society, featured in Dasra's report on Urban Sanitation

KNOWLEDGE CREATION / DASRA IN 2013-14SECTION II

12DASRA IN 2013-14

With a large number of registered NGOs in India, understanding the key issues and who to support through your philanthropy can be bewildering. Dasra's research reports on charitable sectors, due diligence of charities and on-going management assistance brings confidence to donors that their funding is making a real difference.

Maya Prabhu, RBS Wealth Division

DASRA IN 2013-14 / KNOWLEDGE CREATION SECTION II

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14

Dasras research this year focused on the issues of adolescent girls, women and children. From empowerment to protection, Dasra approached various issues that need to be tackled on priority. The following are some of our research reports, all of which can be accessed on the Dasra website.

Featured: 10 established and 13 emerging social organizations

Sport has the potential to be so much more than just play it can be used as an important tool to improve learning levels, enhance health indicators and foster gender equality within communities.

Over 2012 and 2013, Australian Sports Outreach Program (ASOP) entrusted Dasra with the responsibility of mapping the landscape of sport for development in India as a first step to involving local philanthropy to sustain the momentum started by ASOP.

On initiating research, Dasra realized that sport for development was hardly a formal sector in India. There was limited India-specific research, no databases that identified programs of social organizations and little data on the impact these programs had on marginalized communities.

Dasra, through its comprehensive sector mapping process (given below), identified 74 existing social programs and studied their interventions to draw on-ground insights. Further, Dasra interviewed over 20 experts from organizations such as ICRW, Global Fund for Children, Ministry of Youth Affairs and Sports, UNICEF and USAID, to understand macro trends regarding funding strategies, challenges and opportunities for impact. The combined learning was leveraged to identify key approaches that funders should adopt to strategically use sport for development in India.

For a space as nascent as this one, Dasras report added significant value by consolidating and analyzing knowledge to be used as a tool for action.

Identifying and enabling tomorrows leaders

Through its rigorous process of due diligence, Dasra identified 74 social organizations, and of those shortlisted 12 unique and impactful models for site visits. Dasra visited each of these organizations and contributed~120 man hours per organization to understand their models and witness the program and its impact, first hand. Based on a range of factors such as the organizations focus, management vision, and ability to scale, Naz Foundation was chosen for its Goal program. Goal seeks to empower underprivileged girls ages 12-20 with life skills, communication, and leadership through the team sport of netball.

Dasra supported Naz Foundation to develop a robust three year business plan that would enable the Goal program to expand its beneficiary outreach from a total of 9,000 over the past six years, to 30,000 over the next three years. Additionally, Dasra will help Naz Foundation implement a partner training model in India, thereby enabling them to scale across the country.

WHAT KNOWLEDGE DID DASRA CREATE THIS YEAR?

POWER OF PLAY: sport for development in India

CASESTUDY

DASRA IN 2013-14

DASRA IN 2013-14 / KNOWLEDGE CREATION SECTION II

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No Private Matter | Confronting Domestic Violence in IndiaFeatured: 13 social organizations

Nearly 70% of women in India face domestic violence, an issue that remains largely unacknowledged and unaddressed. No Private Matter highlights the need for a multi-stakeholder response that involves strengthening the law, building capacities of communities to respond to victims and changing behaviors of young men and boys to prevent this human rights abuse.

Empowering Adolescent Girls in IndiaFeatured: 17 social organizations

In spite of accounting for nearly 11% of the population, adolescent girls are a largely neglected population leaving them vulnerable to early marriage, violence and unemployment. Empowering Adolescent Girls in India highlights the rationale for investing in girls, focuses on their issues, and encourages non-state actors such as corporates, funders and media to direct attention to them.

Zero Traffick | Eliminating sex trafficking in IndiaFeatured: 13 social organizations

15 million girls and women in India are victims to the scourge of sex trafficking. Although this trade is conducted across India, Dasras research revealed a strong trafficking route running from West Bengal as a source area to Maharashtra as the destination. Zero Traffick recommends that funders adopt the 4P framework Prevention, Protection, Prosecution and Partnership and invest in high-potential non-profits profiled in the report to end sex-trafficking.

Indian Philanthropy Report 2014

Published by Bain & Company in collaboration with Dasra, this report emphasizes that building a vibrant ecosystem that addresses maternal and child health by 2035 is a reasonable proposition. The report identifies gaps and opportunities and suggests a strategy to achieve these goals.

Voting Counts | Liberty and Equality for All

Voting Counts provides an overview of governance in India; emphasizing the need for free and fair elections for a successful democracy. The report was used to initiate a dialogue with individuals and foundations interested in promoting good governance in India.

Be Bold, Take Action | CSR and the Companies Act 2013

Co-authored with Prof. Marc J. Epstein (Rice University) and Prof. Kristi Yuthas (Portland State University), this strategy guide helps corporates understand the Corporate Social Responsibility (CSR) rules under the Companies Act, 2013 and effectively use their funding and resources to maximize societal benefits.

OTHER REPORTS PUBLISHED:

DASRA IN 2013-14

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SECTION II

KNOWLEDGE CREATION > CAPACITY BUILDINGFUNDING & COLLABORATION

Capacity building at Dasra focuses on enabling the best in class to thrive. Dasra identifies the most effective social organizations and enables them to accelerate their growth so that they can impact more lives, faster. Dasra works with social organizations in two ways:

Leadership Development Programs

Dasra Social Impact is a peer-learning based initiative targeted at leaders of social organizations to enable them to grow strategically and achieve scale. The programs bring together leading social organizations and funders to discuss current trends, opportunities and future direction for the sector. Additionally, they focus on aspects of institution building such as business strategy, fundraising, impact assessment and talent management.

Customized Support

Organizations enter Dasras portfolio at a stage when they are poised to scale their impact. Over a period of 3-5 years, Dasra builds their institutional capacity to sustain a growth trajectory leading to sector leadership. Dasra works closely with the founders and senior management of each organization to plan and implement its growth strategy, build second-in-line leadership, institutionalize key systems and processes, and evaluate impact.

Dasra has been a strategic partner of SNEHA bringing a wide range of support to the organization. Theyve helped with budgeting, staff training, bringing new donors on board and providing SNEHA several platforms to talk about our work.

They are role models as NGO partners because they truly take the trouble to understand ground realities and provide valuable inputs and support to help the organization find solutions.

CAPACITY BUILDINGto impact more lives, faster

PART II

DASRA IN 2013-14

Vanessa D'Souza,SNEHA

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SECTION IIDASRA IN 2013-14 / CAPACITY BUILDING

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11WORKSHOPS CONDUCTED

190UNIQUE ORGANIZATIONS

UNIQUE PARTICIPANTS EXPERT FACULTY

Dasra conducted 11 workshops for 251 participants from 190 organizations. Some of the experts that shared their perspectives and insights during these workshops included representatives from Girls Not Brides, ICRW, MacArthur Foundation, WSSCC and WASH United. External faculty included representatives from organizations such as McCann Erickson, DSP BlackRock and Magic Bus India.


251 29The Dasra Social Impact program gave me focus - understanding the way forward and how to get there; it gave me confidence - I planned, defended and owned my own business plan; and it strengthened my eco-system - a support group of peers, mentors, advisors, investors and believers.

Vijaya Pastala,Under the Mango Tree, Participant in DSI program, Cohort 4

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SECTION II

Nine organizations were part of Dasras portfolio of which seven recieved customized support through 2013-14 and two new organizations Naz Foundation and ARMMAN were added during the year. Organizations that have been in the portfolio for at least two years have, on average, seen a 9x growth in direct beneficiaries reached, a 5x growth in team size and a 7x growth in program budget. Highlights from 2013-14 include:

CRORE

INR

% %

THOUSAND

DASRA IN 2013-14

9ORGANIZATIONS IN DASRA

PORTFOLIO

3.6AVERAGE PROGRAM BUDGET

(~USD 600,000)

GROWTH IN OUTREACH(DIRECT BENEFICIATIES)

GROWTH IN PROGRAM BUDGETS

143

TOTAL BENEFICIARIES REACHED

730

52

SECTION II

MilaapParticipant in DSI program, Cohort 5

Established in 2010, Milaap is an online crowd funding platform that channels short-term microloans to Indias poor at rates 50% cheaper than existing microcredit institutions in India. While the money is lent by givers across the world, Milaap works with field partners who help the enterprise identify borrowers who would qualify for repayable loans. Funding is provided in five sectors: enterprise development, vocational training/education, water, sanitation and energy.

Since participating in the Dasra Social Impact program in 2010-11, this social enterprise has grown to 15,000 beneficiaries in 2013-14. Milaaps scale up is complemented by an excellent loan repayment rate of 99.06%. Currently present in 11 states, Milaap works with 23 field partners and has grown significantly from 2010-11 to 2013-14:

The Dasra effect: Following are some results outlining Milaaps growth since it participated in DSI.

Organizations budget grew 10x to INR 2.4 Cr. (~USD 400,000)Team size grew ~7x to 20Number of beneficiaries grew 60x to over 15,000

CASESTUDY

1

One of the biggest strengths of the program was the peer learning aspect where you get to interact and learn from fellow entrepreneurs with vast amounts of experience. The program really helped us take our learning from the pilot culminating into Milaap winning its first institutional investment from Village Capital. Even after that, we've been able to tap into the programs resources and alumni network on an on-going basis.

Anoj Viswanathan,Milaap

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Dasra is one of the strongest advocates of Educate Girls' work. This year marks 5 years of Dasra's steadfast support to us. With their funding and capacity building support, we have expanded our impact footprint in over 4,000 villages and almost 8,000 schools.

Safeena Husain,Educate Girls

Dasra has enabled Educate Girls to push itself beyond what the organization thought was achievable. The support from the Dasra team has been tremendous in areas such as strategy, organization building and fundraising. The power of this strategic approach to philanthropy to create large scale change and impact millions of lives is inspiring.

Michael Pollack,Destrier Capital, Funder to Educate Girls

Educate Girls (EG)Participant in multiple DSI programs and part of Dasras porfolio since 2010

EG is a non-profit based in Rajasthan. Established in 2005, the organization mobilizes school and community reform to improve girls education through a sustainable low-cost model.

Dasras Girl Power report culminated in the selection of EG into Dasras portfolio. Over the next three years, Dasra helped EG develop and implement its expansion strategy, identify the strengths and gaps in its organization structure and strengthen its leadership and management. Dasra also helped EG develop a stronger governance structure and co-identify board members. Finally, it designed a fund-raising strategy for EG which included the development of relevant collateral as well as introductions to potential funders.

While the accelerator program coached various members of EGs senior management and program staff, Dasra advised EG on the strategic direction of the organization.

The Dasra effect: Following are some results outlining EGs growth since it joined Dasras portfolio.

CASESTUDY

Organizations budget grew 14x to INR 7.6 Cr. (~USD 1.27 million) Number of children impacted grew 8x to ~570,000Number of schools grew 10x to 5,000 (going up to 8000 the following year)Number of districts covered grew from 1 to 3

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Dasra believes in the power of many. Driving strategic funding, convening stakeholders for collective action and directing media attention to the sector sum up the third pillar of Dasras strategy.

FUNDING AND COLLABORATIONfor greater scale

KNOWLEDGE CREATION CAPACITY BUILDING> FUNDING & COLLABORATION

PART III

72(~USD 12 MILLION) RAISED

41FUNDERS

59SOCIAL ORGANIZATIONS

INR

CRORE

FROM FOR

1,500FUNDERS ENGAGED

600PARTICIPANTS AT DASRA

PHILANTHROPY WEEK

134ARTICLES IN LEADING

PUBLICATIONS

24DASRA IN 2013-14

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SECTION IIDASRA IN 2013-14 / FUNDING & COLLABORATION

Strategic GivingDasra works with a variety of funders corporates, foundations, impact investors, bilateral and multilateral agencies, and individual philanthropists - who are committed not only to giving but also to well-informed decisions, consistent engagement with one another and with social organizations. A unique model of giving is the Dasra Giving Circle which brings together individual donors to create a community of givers who make funding decisions and support selected organizations through a process of consensus building and cross-learning.

Dasra helped secure commitments of INR 72 Cr. (~USD 12 million) from 41 funders

Eg: Piramal Foundation committed INR 15 crore (~USD 3 million*) towards organizations that work with adolescent girls, mothers and children (see case study)

Eg: 17 philanthropists collec-tively committed a total of INR 8 crore (~USD 1.3 million) towards Dasra Giving Circles to support 4 organizations

Eg: Comic Relief committed INR 11 crore (~USD 1.8 million) towards 10 organizations that address child vulnerabilities

MacArthur Foundation committed INR 3 crore (~USD 500K) to Lend-A-Hand India that focuses on skills development among youth

16 crore (11 funders)16 crore (6 funders)

40 crore (24 funders)

FOUNDATIONS CORPORATES PHILANTHROPISTS & FAMILY FOUNDATIONSBy type of funder:

INDIA UNITED STATES EUROPEBy location of funder:




* using a INR/USD exchange rate of 50, which was the rate at the time of formation of Dasra Girl Alliance

DASRA IN 2013-14

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SECTION II

We narrowed our selection of potential partners to Dasra as they have a sound understanding of what is needed in the Indian non-profit sector for organizations to start making a greater impact. - Kamela Usmani,

Comic Relief

The Piramal Foundation is focused on developing innovative solutions around primary healthcare. Being a partner in the Dasra Girl Alliance is an opportunity to support an ecosystem built around maternal and child health, and adolescent girls.

Paresh Parasnis,Piramal Foundation

* using a INR/USD exchange rate of 50, which was the rate at the time of formation of Dasra Girl Alliance

DASRA IN 2013-14

Piramal Foundation: Private Sector Engagement in the Dasra Girl Alliance

Piramal Foundation is among the largest corporate foundations in India, with a significant focus on its healthcare project, Piramal Swasthya. In 2014, Piramal Foundation joined USAID, Kiawah Trust and Dasra in an alliance that is geared towards the empowerment of adolescent girls, and the health needs of mothers and children in India. Piramal Foundation has committed INR 15 crore (~USD 3 million*) over five years to the alliance. The alliance will help Piramal Swasthya expand its geographic outreach and strengthen government programs in states prioritized by USAID, thereby enabling deeper impact.

Comic Relief

During 2013-14, UK-based foundation, Comic Relief partnered with Dasra to select 10 social organizations that address child vulnerability in Mumbai and Delhi, and committed a total of INR 11 crore (~USD 1.8 million) over a period of 3 years. Dasra helps each grantee organization design its plan and create an annual impact report. Dasra also facilitated a peer-learning workshop to encourage sharing and communication among these 10 organizations that are striving towards the same end.

CASESTUDY

CASESTUDY


Dasra Giving CirclesDasra Giving Circles (DGCs) offer a unique platform that convenes a community of givers. Each DGC brings together 10 givers who pool in equal amounts of funding to support one social organization. In addition to the funding, givers provide strategic guidance, access to networks, and resources. This multiplier effect creates an impact that is 10 times greater than would be possible individually.

Connect with the best of social organizations, identified through Dasras rigorous research and diligence process Collaborate with like-minded funders, to collectively commit resources to social change and make it happenStrengthen the selected organization by providing growth funding and managerial support. This support serves as a catalyst for the organization to build a stronger team, refine its program and raise additional funding, resulting in greater scale and deeper impact

6DGCs CONVENED,

SUPPORTING ONE SOCIAL ORGANIZATION EACH

65DGC MEMBERS

12DGC MEMBERS IN MULTIPLE CIRCLES

17.3INR CROREINR

CRORE

COMMITTED THROUGH DGCs (~USD 2.9 MILLION)

52.3 ADDITIONAL COMMITMENTS

RAISED AFTER INITIAL DGC FUNDING(~USD 8.7 MILLION)

27 DASRA IN 2013-14

As a giving circle member with several circles I cant think of a better way to make a difference.Hemant Patel,

Philanthropist and Dasra Giving Circle member

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DGC for MuktanganDasras Making The Grade report identified high-impact organizations working to improve public education in Mumbai. In 2011, Dasra brought together ten givers to each contribute INR 30 lakh (~USD 50,000) and form a DGC that voted to fund and scale Muktangans teacher education program, an initiative to empower low-income community members to become trained teachers in public schools.

The DGC viewed the highly-innovative teacher training program as being able to impact a large number of children. The initial funding of INR 3 crore (~USD 500,000) along with Dasras hands-on support, helped Muktangan not only strengthen its program, but also develop the organizational strategy and managerial capacity to scale it.

Beyond this initial support, DGC members continued to engage with Muktangan by hosting events, volunteering at schools and using their networks to be able to form partnerships with philanthropists, foundations and corporates, resulting in an additional INR 9.5 crore (~USD 1.6 million) of funding by March 2014, which is expected to increase to INR 26 crore (~USD 4.3 million) by March 2015.

Teachers trained over just the past three years will improve educational outcomes for more than 100,000 children over their careers, creating the kind of sustainable, large-scale change that is needed to reform the education system.

The capacity building and strategy planning support have established a core team within Muktangan that realizes and accepts the responsibility of maintain the growing organization and fulfilling the larger role that lies ahead. We may have given birth to Muktangan, but it is thanks to Dasra that it has really come of age and become ready to face the educational world.

Sunil Mehta,Muktangan

CASESTUDY


29 DASRA IN 2013-14

Our overall experience at DPW was excellent. The panels and speakers were relevant and interesting and Nancy and I learned a great deal from them. By participating in DPW, I gained a better understanding of the social sector in India, an opportunity to interact with many interesting people and an appreciation of how Dasra is playing an important role in improving people's lives.

Stephen Thorington,Philanthropist and Dasra Giving Circle Member

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Dasra Philanthropy Week 2014

Dasras growing credibility translated into its strong convening power at Dasra Philanthropy Week (DPW) 2014. Given Dasras commitment to building an ecosystem for adolescent girls, DPW 2014 was geared towards this theme. More than 600 guests and over 60 high-profile speakers were hosted across the three days of DPW 2014. Speakers included: Roshni Nadar Malhotra (HCL), Jennifer and Peter Buffett (NoVo Foundation); John Beed (USAID); Ashish Chauhan (BSE); Marten Pieters (Vodafone India); Nadir Godrej (Godrej Industries).

Sessions with these speakers were interspersed with motivating stories from the ground, spoken live by the very people who converted the challenges they faced into opportunities for a better life. At the event, a day each was dedicated to corporates, foundations and impact investors, and philanthropists to discuss among their peers their unique experiences of supporting solutions to Indias development challenges.

CASESTUDY

Dasra Girl Power Awards

Dasra launched Indias first ever awards for adolescent girl empowerment in India. Given the limited and scattered work done with adolescent girls in India, the award helped identify social organizations working with this underserved group and provided an interface with each other as well as with current or potential funders.

Three social organizations IHMP, CULP and Vacha Charitable Trust - received INR 15 lakhs (~USD 25,000) each from the Kiawah Trust and Hemendra Kothari Foundation for their excellent work in promoting health, education and life skills respectively. Dasra invited all 17 finalists (selected from 196 applicants) to the Bombay Stock Exchange as a part of DPW 2014, and partnered with Hindustan Times to provide these social organizations with editorial coverage and visibility.

DASRA IN 2013-14

ConveningsDasras philanthropy forums, such as Dasra Philanthropy Week, are among Asias largest such events. They bring together leading social organizations, corporates, foundations, bilateral and multilateral agencies, and individual philanthropists to discuss priority development challenges, showcase strong social organizations, and highlight the role of local, private sector giving.

Additionally, Dasra recognizes social organizations, giving them the opportunity to apply for funding and support. It also provides sector experts with platforms to learn about each others work and exchange experiences and ideas to convert this learning to action.

During the year, Dasra hosted and interacted with over 2,500 stakeholders from across the ecosystem to foster joint action on priority social issues. Key events hosted by Dasra were the Dasra Philanthropy Week and Dasra Girl Power Awards.


MediaDasra and its work with various stakeholders to build the development sector ecosystem was covered through 134 articles in leading print and online publications including Times of India, Hindustan Times, Mint, Business India, The Entrepreneur, NextBillion and Rediff News.

In the wake of the Uttarakhand floods in 2013, Star India, one of the countrys largest television networks, raised funds through television campaigns and a live fundraising event. Dasra was the knowledge partner for these efforts, recommending social organizations that would focus on the rehabilitation of flood victims.

Hindustan Times (HT), one of Indias leading newspapers, became the primary media partner for the Dasra Girl Power Awards. Editorial coverage was provided to the 17 finalists of the Awards, as well as an article that highlighted the importance of investing in adolescent girls.

31 DASRA IN 2013-14

In 2014, Dasra collaborated with the business newpaper Mint to develop a series of opinion pieces by global and Indian leaders on the theme of empowering adolescent girls. The series placed focus on issues such as child marriage, menstrual hygiene, domestic violence and education of the girl child.

Guest columnists for the series included Jennifer and Peter Buffett (Novo Foundation), Dr. Swati Piramal (Piramal Enterprises), Dena Kimball (Kendeda Fund), Akhil Gupta (Blackstone Group), Roshni Nadar Malhotra (HCL and Shiv Nadar Foundation) and Priya Paul (Apeejay Surrendra Park Hotels).

CASESTUDY

At Hindustan Times, we take great pride in raising critical issues of national interest. Our association with the Dasra Girl Power Awards helped us raise the issue of Adolescent Girl Empowerment and highlight the phenomenal work of various NGOs in this area to our readers. We are determined to sustain this asso-ciation and to continue to strive to bring about a significant change in the lives of these 113 million daughters of India.

Shantanu Bhanja,HT Media

FUNDING & COLLABORATION / DASRA IN 2013-14SECTION II

32DASRA IN 2013-14

33

DASRA GIRLALLIANCE

DASRA IN 2013-14

DASRA IN 2013-14

SECTION III

34

E

In March 2013, Dasra launched the Dasra Girl Alliance (DGA) a five-year initiative with USAID and Kiawah Trust. The Piramal Foundation joined this alliance in March 2014. This multi-stakeholder initiative will direct funding of INR 150 crore (~USD 30 million*) to empower adolescent girls, mothers and children in India.

Our vision is very simple. We would like every girl to have an education, to be healthy and to be safe, have skills, have a choice about her life and the ability to make those choices. It is very simple but not straightforward.

One of the things that is going to make the biggest difference to creating these opportunities for girls is creating knowledge for the sector, bringing funding, educating donors, and building collaborations across donors, NGOs, governments.

The Dasra Girl Alliance has all these elements and more. The great thing is that this is no longer just our dream. The DGA has enabled us to join forces with like-minded organizations other funders, NGOs, agencies and to direct our joint efforts to a common cause, ultimately creating greater and deeper impact than all of us individually could.

Lynne Smitham, Kiawah Trust

* using a INR/USD exchange rate of 50, which was the rate at the time of formation of DGA

SECTION IIIDASRA GIRL ALLIANCE

Consider this:

By the age of 15, 51% of girls do not attend school

Adolescent mothers will lose USD 400 billion as potential income over their lifetimes, 8 times the combined profits that Indias top 100 companies generate

780,000 babies under 28 days of age die of preventable causes every year

And now consider this:

Girls are essential agents of change in breaking the cycle of poverty and deprivation: By investing in their potential through education and delayed marriages, multiple issues such as maternal mortality, child survival, and gender-based violence can be resolved and the cycle of poverty can be broken. Educated and healthy girls become healthy mothers who in turn produce healthy children. Focusing programs on girls translates into better futures for women, children and families thereby creating intergenerational impact. And yet, adolescent girls form the most underserved sector in the spectrum of social issues. Dasra aims to change this by building an ecosystem that ensures a world where girls are safe, seen and celebrated.

How can the status quo be challenged?

Till date, activities in the RMNCH+A (Reproductive, maternal, newborn and child health + adolescents) space in India have been discrete, scattered, with little or no collaboration. The DGA is a pioneering attempt to build a thriving ecosystem that works towards:

Increasing age of marriage for girls to 18 years and that of pregnancy to 21 years Reducing maternal mortality by 25%, child mortality by two-thirds, maternal anemia by 10% and malnutrition by 25% Increasing enrollment in schools and vocational training by 20%

35 DASRA IN 2013-14

What does DGA plan to achieve by 2018?

To change the lives of over one million adolescent girls, mothers and children by 2018

DASRA GIRL ALLIANCESECTION III

36DASRA IN 2013-14


A partnership with Dasra fits into USAIDs approach of working with the private sector and focusing on innovative solutions to traditional challenges. Dasras unique model enables funders to become more strategic in their giving. Engaging the private sector to bring large-scale social change was the reason USAID chose to partner with it.

The RMNCH+A Alliance aims to build an ecosystem to improve health outcomes for mothers and children and to empower adolescent girls in India. By 2018, the Alliance aims to support innovative, high impact interventions, direct increased funding to the RMNCH+A sector and build multi-stakeholder partnerships that will improve the lives of one million adolescent girls, mothers and children.

United States Agency for International Development (USAID)

Awareness on key issues, solutions and businessmodels21 research reports

Support to organizations working with adolescent girls, mothers and children200 organizations

Increased funding to the sector INR 150 crore (~USD 30 million*)

Diverse base of funders66 funders

Events, forums and roundtables 5,000 stakeholders

Mainstreaming through print, online and social media300 articles

SECTION IIIDASRA GIRL ALLIANCE


DSP BlackRock believes that it is crucial to invest in adolescent girls, given how valuable a resource they are and how little they have been served traditionally. In Dasra, we found the perfect partner to raise awareness about this issue as well as provide the right avenues for investing in it. Through the Girl Power Awards, Dasra was able to engage a national audience and direct funding of INR 45 lakh (USD 90,000*) to the three winners of the Awards.

- Aditi Kothari,DSP BlackRock Investment Managers

37 DASRA IN 2013-14

RESEARCH REPORTS PUBLISHED HIGH POTENTIAL SOCIAL ORGANIZATIONS IDENTIFIED FOR FUNDING

COMMITTED BY PIRAMAL FOUNDATION TOWARDS

THE DGA (~USD 3 MILLION*)

DIRECTED TO SOCIAL ORGANIZATIONS

(~USD 8.6 MILLION*)


15INR

CRORE43

INR

CRORE

SOCIAL ORGANIZATIONS ATTENDED DSI PROGRAMS

6 6

- WAS THE THEME OF DASRA PHILANTHROPY WEEK 2014- PROMOTED THROUGH THE DASRA GIRL POWER AWARDS

- MAINSTREAMED THROUGH PARTNERSHIP WITH HT MEDIA

DASRA GIRL ALLIANCESECTION III

38DASRA IN 2013-14

Adolescent GirlEmpowerment

3 57


39 DASRA IN 2013-14

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SECTION IV

40

FINANCIALS,GOVERNANCE

& TEAM

SECTION IVDASRA FINANCIALS

FINANCIAL STATEMENTSDasra in India is registered as Impact Foundation (India) and is incorporated under Section 25 of the Companies Act, 1956.

Impact Foundation (India) is registered under Section 12A of the Income Tax Act, 1961, and with the Director of Income Tax (Exemptions) under Section 80G. Impact Foundation (India) is registered under Section 6 (1) (a) of the Foreign Contribution (Regulation) Act, 1976.

41

BALANCE SHEET (All amounts are in INR)

EQUITY AND LIABILITIESShareholders Funds

As on 31 March, 2014 As on 31 March, 2013

(A) Reserves And Surplus

Capital ReserveSurplus / (Deficit) of Income over Expenditure

Corpus Fund

0 691,18868,571,903 56,168,825

65,693,327 21,108,327

Non-Current Liabilities

(A) Long-Term Borrowings 26,391,917 55,405,738

2,423,550 937,663

1,240,989 610,990

516,644 265,089

164,838,330 135,187,820

4,936,527 2,940,139

426,644 114,725

14,557,338 506,000

139,647,822 130,018,820

5,248,143 1,594,305

21,857 13,831

164,838,330 135,187,820

Current Liabilities

(A) Accounts Payables

(B) Other Current Liabilities

(C) Short-Term Provisions

TOTAL

ASSETS

Non-Current Assets

(A) Fixed Assets

Tangible Assets

Intangible Assets

(B) Other Non-Current Assets

Current Assets

(B) Short-Term Loans And Advances

(A) Cash And Cash Equivalents

(C) Other Current Assets

TOTAL

DASRA IN 2013-14

DASRA FINANCIALSSECTION IV

42

STATEMENT OF INCOME AND EXPENDITURE (All amounts are in INR)

INCOMEGrants And Donations

For year ended 31 March, 2014 For year ended 31 March, 2013

Bank Interest 11,711,073 7,815,335

142,849,896 84,105,755

154,560,969 91,921,090Total Income

Total Expenditure

EXPENDITURE

1,647,247 653,859

142,157,891 94,448,796

12,403,078 (2,527,706)

6,216,932 5,340,233(iv) Operating Expenses

12,196,432 10,332,667(iii) Knowledge Creation

Depreciation And Amortization Expense

Other Expenses

72,051,189 43,882,919(i) Capacity Building50,046,091 34,239,118(ii) Funding And Collaboration

EXCESS OF INCOME OVER EXPENDITURE

DASRA IN 2013-14

DASRAS BOARD

DASRA BOARD

43

NAME OF BOARD MEMBER DESIGNATION AND ORGANIZATION

Aditi KothariAmitava MukherjeeAnkur Sahu

Arpan Sheth

Boris Siperstein

Charly Kleissner

Deepa Narayan

Karthik Mahalingam

Lynne Smitham

Imran Amed

Neera Nundy (Executive)

Mallika Singh

Matthew Spacie

Deval Sanghavi (Executive)

Tarun Jotwani (Chairperson)

Sukhvir Basran

Executive Vice President, DSP BlackRock Investment ManagersFounder, Aquatar Securities

Co-Head (Merchant Banking Division - Asia Pacific), Goldman Sachs

Partner, Bain & Company

Partner, Lighthouse Funds

Co-Founder, KL Felicitas Foundation

Researcher, author and academic

Principal (Investments), Omidyar Network India Advisors

Co-Founder, Kiawah Trust

Founder and Editor, Business of Fashion

Founding Partner, Dasra

Director (Legal), Omidyar Network India Advisors

CEO and Founder, Magic Bus

Founding Partner, Dasra

Founding Partner, TKG Investment Group

Counsel, Hogan Lovells International LLP

SECTION IV

DASRA IN 2013-14

DASRA SUPPORTERS

44

SUPPORTERSDasra received support from several organizations over the past year, some of which are:

Bain & CompanyBNP Paribas Wealth Management

Bombay Stock Exchange Limited

Comic Relief

DSP BlackRock

ICICI Foundation

INK Talks

Halloran Philanthropy

Godrej Industries

Johnson & Johnson

Kiawah Trust

MintOmidyar NetworkPiramal Foundation

Signet FoundationShiv Nadar Foundation

USAID

Vodafone Foundation

SECTION IV

DASRA IN 2013-14

The Humming Bird Trust

Kamonohashi Project

KNOWLEDGE PARTNERS

KNOWLEDGE PARTNERSDasra drew upon the technical expertise of several experts, including representatives from:

45

BreakthroughAsia Foundation

British CouncilComic Relief

Ford Foundation

Global Fund for Children

ICRW

International Justice Mission (IJM)

Ministry of Women and Child Development

Ministry of Youth Affairs and Sports

Ministry of Home Affairs

International Organization On Migration (IOM)

National Commission for Women

MacArthur Foundation

Plan India

OXFAM

Planning Commission of India

UN WomenUnited Nations

UNICEF

UNODC

USAID

SECTION IV

DASRA IN 2013-14

DASRA SUPPORTERS

46

SECTION IV

DASRA IN 2013-14

47 DASRA IN 2013-14

OUR TEAMSECTION IV

48

OUR TEAMDasra is proud to have a team of over 70 passionate and committed change-makers who help create impact in the social sector. Our team members come from a range of backgrounds including social work, media, technology, and investment banking; Dasra harnesses their diverse skills to provide customized services for all our partners.

The Dasra team includes graduates of Indian Institute of Management, Indian Institute of Technology, Harvard Business School, Princeton University, and many more Indian and international universities. Team members have worked with organizations such as Teach for India, Deloitte, J.P. Morgan and The Economic Times. Founding Partner Neera Nundy is a member of the Executive Committee of Aspen Network of Development Entrepreneurs (ANDE); Founding Partner Deval Sanghavi was a Founding Board member of Magic Bus and Villgro.

During their time at Dasra, all team members receive opportunities for professional development to best engage with the multiple facets of the social sector. Since our founding, Dasras Fellowship program has offered recent graduates and those new to the social sector the opportunity to immerse themselves for up to one year in one of Dasras departments and receive extensive mentoring. Dasras alumni have gone on to make significant strides within the social sector by founding organizations such as Mirakle Couriers and Ankur Capital.

Over the past two years, the size of the Dasra team has increased threefold, which reflects the success of our ecosystem model as well as the tremendous challenges that need to be addressed within the development sector in India. We work together to adapt, grow, and innovate to take on these challenges with expertise, humility, and a sense of humor.

DASRA IN 2013-14

OUR TEAMSECTION IV

Dasras team has created a strong impact on our work and approach and made us rethink and change the direction of our intervention. I believe that a few hours of meeting with Dasras team saved us a few years of field work.

Stanzin Tsephel,BORDA, CDD Society

49 DASRA IN 2013-14

Thank you for reading Dasras 2013-14 Annual Report. Dasra strives to improve the life chances of 800 million Indians, and we know that to do so mandates collective action from all of us.

The Dasra model is about building ecosystems. After its first year, the Dasra Girls Alliance proves that mobilizing philanthropists, corporates, government, and social organizations together can positively impact more lives than when any of those stakeholders act alone. Dasras model is working, and we are ready to expand to even more ecosystems, including governance and livelihoods.

We also see the nature of giving changing dramatically in India. The new Companies Act mandates that 2% of company profit be directed towards corporate social responsibility (CSR). Dasra sees CSR as an opportunity not only for new funds to enter the sector, but also for NGOs to have access to much-needed corporate skills. Dasra is in a unique position to bring together corporates and leaders from the social sector to jointly identify and address the challenges of development.

While there are more opportunities for partnership and funding, to really move forward, we also need to invest in the leadership of social organizations. Through Dasra Social Impact programs, we will continue to help founders and senior management develop growth plans and invest in human capital. These individuals are already bringing innovative solutions to complex social problems, and by building their capabilities as leaders, they will effect even greater change.

We are excited about what lies ahead for Dasra, but we are only a small part of whats needed to transform India. Join us this year and be a catalyst for social change!

Neera NundyFounding Partner, Dasra

50DASRA IN 2013-14

www.dasra.org

@dasraindia/dasracompany/dasra [email protected]

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Dasra in 2013 14(Annual Report)