Introduction:-: A Study On Investment Management in Ngo'S"At Prachodana Hassan

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN
1. INTRODUCTION:Non-governmental organization (NGO) is a legally constituted organization created by natural or legal persons that operates independently from any form of government. The term originated from the United Nations (UN), and is normally used to refer to organizations that are not a part of the government and are not conventional for-profit business. In the cases in which NGOs are funded totally or partially by governments, the NGO maintains its non-governmental status by excluding government representatives from membership in the organization. The term is usually applied only to organizations that pursue wider social aims that have political aspects, but are not openly political organizations such as political parties. NGOs are defined by the World Bank as "private organizations that pursue activities to relieve suffering, promote the interests of the poor, protect the environment, provide basic social services, or undertake community development . A non-governmental organization (NGO) is a legally constituted organization created by natural or legal persons that operates independently from any government and a term usually used by governments to refer to entities that have no government status. In the cases in which NGOs are funded totally or partially by governments, the NGO maintains its non-governmental status by excluding government representatives from membership in the organization. The term is usually applied only to organizations that pursue some wider social aim that has political aspects, but that are not overtly political organizations such as political parties. Unlike the term "intergovernmental organization", the term "non-governmental organization" has no generally agreed legal definition. In many jurisdictions, these types of organization are called "civil society organizations" or referred to by other names.
Types of NGOs
NGOs are basically classified as a. Community based NGOs - Created by people's own interest. Main objective of these organizations is to help urban people and aware those to understand their rights and provide required services. b. Citywide NGOs They include various organizations related to sports, education and association of community based organizations.
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c. National NGOs - These are professional organizations. Function of these NGOs is to support local NGOs d. International NGOs Main function of this NGOs is funding to local NGOs, implementing various projects. There are large numbers of types of NGOs. Some of them are as follows * BINGO-Business-friendly International NGO * CITS-Its function is to motivate youth towards research and development. * CSO-Civil Society Organization-It includes various civil and social organizations. * ENGO-Environmental NGO-Creates relationship between government and other organizations. * GONGO-Government operated NGOs * INGO-International NGOs * QUANGO-Quasi-autonomous NGOs * TANGO-Technical assistance NGOs * MANGO-Market advocacy NGOs
Working of NGOs
It works according to diagram
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(source financincial management for NGOs) Four Tiers Of NGOs Flow Of Working 1. First tier - Primary tier which function is funding. It is main source of funding. It includes government bodies, international agencies or individuals etc. 2. Second tier Main function of this tier is to distribute the funds provided by first tier. 3. Third tier This tier includes NGOs. Its function is to link with fund applicant. 4. Fourth tier This tier represents the recipient of funds provided by NGOs. LEGAL AND REGULATORY FRAMEWORK AND TAX ISSUES
REGARDING NGOs An association of persons with a non-profit motive can be established in the following manner under the relevant laws: a) b) c) As a charitable trust [the laws are analysed below] As a society under the Societies Registration Act, 1860 As a non-profit company under Section 25 of the Companies Act, 1956. A trust is defined in Section 3 of the Indian Trusts Act, 1882 as an obligation annexed to the ownership of property, and arising out of a confidence reposed in and accepted by the owner or declared and accepted by him for the benefit of another, or of another and the owner. According to Section 8 of the Indian Trusts Act, 1882, the subject matter of a trust must be property transferable to the beneficiary. It must not be merely a beneficial interest under a subsisting trust. The Indian Trusts Act, 1882 is concerned with private or family trusts. In the case of an NGO, the nature of the trust will naturally have to partake a public character, as the beneficiary of a public trust is the general public. An instrument of trust or a trust deed is the legal document that reflects the trust, whether public or private. There is also a Central or a Federal legislation which is entitled, the Charitable and Religious Trusts Act, 1920. Its Preamble states that this is an Act to provide more effectual control over the administration of charitable and religious trusts. This further recites the following clause as its Preamble:
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Whereas it is expedient to provide facilities for the obtaining of information regarding trusts created for public purposes of a charitable or religious nature, and to enable the trustees of such trusts to obtain the directions of a court on certain matters, and to make special provision for the payment of the expenditure incurred in certain suits against the trustees of such trusts. There are certain States in India, for example, Maharashtra and Gujarat which have the Bombay Public Trusts Act, 1950, whose object is to regulate and make better provisions for the registration of public religious and charitable trusts. Under the Bombay Public Trusts Act, 1950, all charitable and religious institutions require registration and also fall under the supervision of the Charity Commissioner of the State. Some of the other States have their own laws, for example, Bihar Hindu Religious Trusts Act, 1950, the Madras Hindu Religious and Charitable Endowments Act, 1959, Madhya Pradesh Public Trusts Act, 1951, Orissa Hindu Religious Endowments act, 1951, Travancore-Cochin Hindu Religious Institutions Act, 1970, Rajasthan Public Trusts Act, 1959, Uttar Pradesh Hindu Public Religious Institutions [Prevention of Dissipation of Properties Temporary Powers] Act, 1962, Andhra Pradesh Charitable and Hindu Religious Institutions and Endowments Act, 1966. With reference to Muslims, there are the Wakf Act, 1995, the Mussalman Wakf Act, 1923, the Mussalman Wakf Validating Act, 1913 and the Mussalman Wakf Validating Act, 1930. An NGO can also be formed as a society under the Societies Registration Act, 1860. Section 1 of this law states that any seven or more persons associated for any literary, scientific or charitable purpose, or for any such purpose as is described in Section 20 of this Act [the Societies Registration Act], may, by subscribing their names to a memorandum of association, and filing the same with the Registrar of Joint Stock Companies form themselves into a society under this Act. A society provides a corporate structure to the NGO; however, the formalities concerning its formation are rather elaborate, as compared with a trust. The third option for the formation of an NGO is what is popularly described as a Section 25 company under the Companies Act, 1956. Section 25 is relevant and is quoted hereafter: 25: Power to dispense with "Limited" in name of charitable or other company
(1) Where it is proved to the satisfaction of the Central Government that an association:(a) is about to be formed as a limited company for promoting commerce, art, science, religion, charity or any other useful object, and.. (b) intends to apply its profits, if any, or other income in promoting its objects, and to prohibit the payment of any dividend to its members, the Central Government may, by licence, direct that the association may be registered as a company with limited liability, without the addition to its name of the word "Limited" or the words "Private Limited". (2) The association may thereupon be registered accordingly; and on registration shall enjoy all the privileges, and (subject to the provisions of this section) be subject to all the obligations, of limited companies in the service field. .. (3) Where it is proved to the satisfaction of the Central Government(a) that the objects of a company registered under this Act as a limited company are restricted to those specified in clause (a) of sub-section of the above . (b) that by its constitution the company is required to apply its profits, if any, or other income in promoting its objects and is prohibited from paying any dividend to its members, the Central Government may, by licence, authorise the company by a special resolution to change its name, including or consisting of the omission of the word "Limited" or the words "Private Limited"; and section 23 shall apply to a change of name under this sub-section as it applies to a change of name under section 21. (4) A firm may be a member of any association or company licensed under this section, but on the dissolution of the firm, its membership of the association or company shall cease. . (5) A license may be granted by the Central Government under this section on such conditions and subject to such regulations as it thinks fit, and those conditions and regulations, shall be binding on the body to which the license is granted, and where the grant is under sub-section (1), shall, if the Central Government so directs, be inserted in the memorandum, or in the articles, or partly in the one and partly in the other.
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[(6) It shall not be necessary for a body to which a license is so granted to use the word "Limited" or the words "Private Limited" as any part of its name and, unless its articles otherwise provide, such body shall, if the Central Government by general or special order so directs and to the extent specified in the directions, be exempt from such of the provisions of this Act as may be specified therein. . . (7) The licence may at any time be revoked by the Central Government, and upon revocation, the Registrar shall enter the word "Limited" or the words "Private Limited" at the end of the name upon the register of the body to which it was granted; and the body shall cease to enjoy the exemption granted by this section: Provided that, before a licence is so revoked, the Central Government shall give notice in writing of its intention to the body, and shall afford it an opportunity of being heard in opposition to the revocation. [(8)(a) A body in respect of which a licence under this section is in force shall not alter the provisions of its memorandum with respect to its objects except with the previous approval of the Central Government signified in writing. (b) The Central Government may revoke the licence of such a body if it contravenes the provisions of clause (c) In according the approval referred to in clause (a), the Central Government may vary the licence by making it subject to such conditions and regulations as that Government thinks fit, in lieu of, or in addition to, the conditions and regulations, if any, to which the licence was formerly subject. . .
(d) Where the alteration proposed in the provisions of the memorandum of a body under this sub-section is with respect to the objects of the body so far as may be required to enable it to do any of the things specified in clauses (a) to (g) of subsection (1) of section 17, the provisions of this sub-section shall be in addition to, and not in derogation of, the provisions of that section.] (9) Upon the revocation of a licence granted under this section to a body the name of which contains the words "Chamber of Commerce", that body shall, within a period of three months from the date of revocation or such longer period as the Central Government may think fit to allow, change its name to a name which does not contain those words; and-
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(a) The notice to be given under the proviso to sub-section (7) to that body shall include a statement of the effect of the foregoing provisions of this sub-section; and (b) Section 23 shall apply to a change of name under this sub-section as it applies to a change of name under section 21. (10) If the body makes default in complying with the requirements of sub-section (9), it shall be punishable with fine which may extend to [five thousands rupees] for every day during which the default continues. Taxation of NGOs: This is a very vast and complex area and it may be naturally beyond the scope of this Concept Note to elucidate the salient provisions of the Income-tax Act, 1961insofar as these pertain to NGOs. Briefly stated, an important principle under the Income-tax Act, 1961 is that NGOs in India that have a public charitable purpose are not liable for the payment of income tax, provided certain statutory conditions are fulfilled. The taxation of an NGO formed or created for a charitable or a religious purpose or for the promotion of science, literature, education sports, fine arts is governed mainly by Sections 11, 12, 12A, 12AA and 13 and some clauses of Section 10 of the Income-tax Act, 1961[7]. NGOs which are not covered under any of these sections are assessable under Section 164. ROLE OF NGOs IN INDIA ESPECIALLY IN THE AREA OF PUBLIC INTEREST LITIGATION There has been a plethora of decisions by the Supreme Court of India in the realm of what is popularly described as Public Interest Litigation. The role of the NGO as an instrument of reform, a catalyst for change and a key player in the battle for human rights in the jurisprudence of the Supreme Court is central to the development of Public Interest Litigation in India. In Public Union for Civil Liberties vs. State of Tamilnadu and others [8],The Supreme Court considered the sensitive issue relating to the rehabilitation of bonded labor. The court notes the role of the NGO in the following trenchant quotation [9]: In modern days, civil society is playing a greater role in nation-building exercise. The commendable roles played by NGOs in very many situations strengthen the confidence of general public in NGOs. The State may not always be in
a position to reach out to the needy. As we have experienced in the past, civil society could efficiently fill up this gap. Now it is time for more interaction between civil society and State machinery in implementing social-service schemes. The services of philanthropic organizations or NGOs could very well be utilized for rehabilitating released bonded laborers. The State could give necessary financial assistance under proper supervision, the case of Vishaka and others vs. State of Rajasthan and others. [10] One of the most celebrated cases in India especially in the context of prevention of sexual harassment of working women in the workplace. The Supreme Court has laid down salutary guidelines in this regard. It is equally significant that this case was filed in the Supreme Court by social activists and an NGO, with the aim of focusing attention towards this social aberration and assisting in finding suitable methods for realization of the true concept of gender equality and to prevent sexual harassment of working women in all workplaces through judicial process, to fill the vacuum in existing legislation.In Council For Environment Legal Action vs. Union Of India. [11] A Public Interest Litigation was filed by a registered voluntary organization regarding economic degradation in coastal areas. I this case the Supreme Court issued appropriate orders and directions for enforcing the laws to protect the ecology. In a recent case that dealt with the laws of surrogacy, Baby Manji Yamada vs Union of India [12], the Supreme Court considered the case of a habeas corpus petition filed by the petitioner, a surrogate child through her Japanese grandmother. What is interesting in this case is that the Supreme Court noted that there was an earlier writ petition filed by an NGO, called Satya, in the Rajasthan High Court in the form of a habeas corpus petition as well. In the proceedings before the Supreme Court, the Solicitor General took exception to certain statements made in the counter affidavit of Satya, [respondent No. 3 in the petition before the Supreme Court] and urged that the NGOs stand in the High Court was not in good faith and was not in the public interest. The Supreme Court stated that it did not wish to go into the locus standing of Respondent No. 3, [Satya], and/or whether bona fides are involved or
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not. It disposed of the petition filed by the baby through her grandmother, with certain directions. (Source Investment management for NGO2004) The recent judgment in the case of Naz Foundation vs Union of India passed by the Delhi High Court decriminalizing homosexuality, was also filed by an NGO. This has been a path breaking decision, and although a Special Leave Petition has been filed in the Supreme Court of India challenging the judgment, there remains no manner of doubt about the role of the NGO in spearheading this sensitive litigation. What emerges from the catena of cases decided by the Supreme Court is the fact that the NGOs have galvanized and moved the public conscience of India and have been responsible for bringing about change even in the legal jurisprudence of India. These reflect the truth of Mahatma Gandhis vision when he spoke those famous words, Be the change you want to see in the world. FUNDING FOR THE NGOs Funding for the NGOs can be done through grants-in-aid from the Central or State Governments, private institutional support or grants from companies, family foundations, et al. External funding from overseas is reflected in the Foreign Contribution Regulation Act, 1976, which is briefly considered below. FOREIGN CONTRIBUTION REGULATION ACT, 1976 AND ITS
IMPLICATIONS VIS-A-VIS NGOs The Foreign Contribution Regulation Act, 1976 lays down strict regulations with regard to foreign contributions which expression has been defined in Section 2(1)[c] of this law in the following terms: 2(1)(c) "foreign contribution" means the donation, delivery or transfer made by any foreign source,) (i) of any article, not being an article given to a person as a gift for his personal use, if the market value, in India, of such article, on the date of such gift, does not exceed one thousand rupees; (ii) (ii) of any currency, whether Indian or foreignKARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE Page 9
(iii) (iii) of any foreign security as defined in clause (i) of section 2 of the' Foreign Exchange Regulation Act, 1973; (46 of 1973.) Explanation.-A donation, delivery or transfer of any article, currency or foreign security referred to in this clause by any person who has received it for many foreign, source, either directly, or through one or more persons, shall also be deemed to be foreign contribution within the meaning of this clause. The expression, foreign source has also been defined in the following terms: 2(1)(e) "foreign source includes(i) The Government of 'any foreign country or territory and any agency of such Government, (ii) any international agency, not being the United Nations or any of Its specialised agencies, the World, Bank, International Monetary Fund or such other agency as the Central Government may, by notification in the Official Gazette, specify in this behalf, (iii) a foreign company within the meaning of section 591 of the Companies Act, 1956, (1 of 1956.) and also includes- (a) a company which is a subsidiary of a foreign company, and (b) a multi-national corporation within the meaning of this Act, (iv) a corporation, not being a foreign company, incorporated in a foreign country or territory, (v) a multi-national corporation within the meaning of this Act, (vi) a company within the meaning of the Companies Act, 1956, (1 of 1956.) if more than one-half of the nominal value of its share capital is held, 'either singly or in the aggregate, by one or more of the following, namely: - (a) Government of a foreign country or territory, (b) citizens of a foreign country or territory, (C) corporations incorporated in a foreign country or territory, (d) trusts, societies or other associations of individuals (whether incorporated or not), formed or registered in a foreign country or territory, (vii) a trade union in any foreign country or territory, whether or not registered in such foreign country or territory,
(viii) a foreign trust by whatever name called, or a foreign foundation which is either in the nature of trust or is mainly financed by a foreign country or territory, (ix) A society, club or other association of individuals formed or registered outside India, (x) A citizen of a foreign country, but does not include any foreign institution which has been permitted by the Central Government, by notification in the Official Gazette, to carry on its activities in India The most important section in the present context is Section 6 of the Foreign Contribution Regulation Act, 1976, which is relevant for an NGO. It is quoted in its entirety: 6 Certain associations and persons receiving foreign contribution to give
intimation to the Central Government. 1[(1) No association [other than an organization referred to in sub-section (1) of section 5] having a definite cultural, economic, educational, religious or social programme shall accept foreign contribution unless such association,-(a) registers itself with the Central Government in accordance with the rules made under this Act; and (b) agree to receive such foreign contributions only through such one of the branches of a bank as it may specify in its application for such registration, and every association so registered shall give, within such time and in such manner as may be prescribed, an intimation to the Central Government as to the amount of each foreign contribution received by it, the source from which and the manner in which such fore such foreign contribution was received and the purposes for which and the manner in which such foreign contribution was utilised by it: Provided that where such association obtains any foreign contribution through any branch other than the branch of the bank through which it has agreed to receive foreign contribution or fails to give such intimation within the prescribed time or in the prescribed manner, or give any intimation which is false, the Central Government may, by notification in the Official Gazette, direct that such association shall not, after the date of issue of such
notification, accept any foreign contribution without the prior permission of the Central Government. (1A) Every association referred to in sub-section (1) may, if it is not registered with the Central Government under that sub- section, accept any foreign contribution only after obtaining the prior permission of the Central Government and shall also give, within such time and in such manner as may be prescribed, an intimation to the Central Government as to the amount of foreign contribution received by it, the source from which and the manner in which such foreign contribution was received and the purposes for which and the manner in which such foreign contribution was utilised by it.] (2) Every candidate for election, who had received any foreign contribution, at any time within one hundred and eighty days immediately preceding the date on which he is duly nominated as such candidate, shall give, within such time and in such manner as may be prescribed, an intimation to the Central Government as to the amount of foreign contribution received by him, the source from which and the manner in which such foreign contribution was received and the purposes for which, and the manner in which, such foreign contribution was utilised by him. There are also special rules, entitled, the Foreign Contribution (Regulation) Rules, 1976,which accompany the above law and are helpful in laying down the procedure for the implementation of the Act. FINANCIAL ACTION TASK FORCE [FATF] AND INDIA PREVENTION OF MONEY LAUNDERING ACT, 2002 While it is beyond the scope of this Concept Note to discuss in detail the implications of FATF and India, it may just be worthwhile briefly adverting to this very significant international body. FATF is an inter-governmental body whose purpose is the development and promotion of national and international policies to combat money laundering and terrorist financing. The FATF[13] is therefore a 'policy-making body' created in 1989 that works to generate the necessary political will to bring about legislative and regulatory reforms in these areas.
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India is a Member of the APG (the Asia Pacific Group on Money Laundering), a FATF-style regional body. India is working with the FATF towards becoming a FATF Member. India became an FATF Observer in February 2007. India has the Prevention of Money Laundering Act 2002, whose object is described in its Preamble as An Act to prevent money laundering and to provide for confiscation of property derived from or involved in, money-laundering and for matters connected therewith or incidental thereto. It has recently been amended by the Amendment Act No. 21 of 2009. The Reserve Bank of India, has, on 22nd December 2009 issued stringent guidelines, appended below[14]which set out inter alia the RBIs concerns and efforts to combat the financing of terrorism. THE ROLE OF THE NGO CRITICAL IN INDIA Undoubtedly, in a country that is replete with paradox and enigma as is India, the NGO retains a crucial and critical role. In a speech delivered at a conference of the Asia Pacific Jurists Association, former Chief Justice of India, Justice Y K Sabharwal has pithily summarized the role of the NGO in the following passage, which is quoted hereafter: The emergence of NGOs represents an organised response by the civil society, especially in those areas in which the State has either failed to reach or done so inadequately. The importance of Public Awareness and NGOs involvement in environmental protection is acknowledged worldwide. It was also highlighted in RioConference in 1992. UNCED supported NGO involvement in an unprecedented manner. On 29 April 1999, the United Nations Secretary General, Kofi Annan, while addressing the NGOs Forum on Global Issues, specifically recognized the importance and role of NGOs and said that NGOs have a long and proud history of fighting against tyranny and providing humanitarian assistance to the victims of conflict and natural disasters. NGOs armed with e-mail and Internet has been proved more powerful than landmine. The Nobel Committee has recognized their work, awarding its peace prize to NGOs, the Church and academic groups and others. But NGOs have also come in for a less welcome sort of recognition. They have been denied access to meetings and information.
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NGOs have been taking a number of steps to promote discussion and debate about environmental issues, outside the broad spheres of popular media and the educational system. Advocacy and awareness is especially crucial in promoting concepts such as sustainable development, natural resource conservation and the restoration of ecosystems. NGOs can sensitize policy makers about the local needs and priorities. They can often intimate the policy makers about the interests of both the poor and the ecosystem as a whole. In providing training facilities, both at community and government levels, NGOs can play a significant role. They can also contribute significantly by undertaking research and publication on environment and development related issues. It is necessary to support and encourage genuine, small, local level NGOs in different parts of the country which can provide much needed institutional support specific to the local needs. NGOs can make the following contributions: Conducting education and citizen awareness programmes in the field of environment; fact-finding and analysis; filing public interest litigations; innovation and experimenting in areas which are difficult for government agencies to make changes in; providing expertise and policy analysis providing factual and reliable information with a network of professional expert staff; remaining independent while passing relevant information to the public and governmental bodies; solidarity and support to environmental defenders; Working in collaboration with the government for capacity building and
promotion of community participation in environmental awareness and protection; and working out at the grassroots level and reaching far-flung areas with or without the government invitation. In the ultimate analysis, India needs NGOs to keep a watchful and vigilant eye on the growth of this economic and political giant called India, a country that is undoubtedly a world player in the 21st century. To echo the sage words of our venerable Mahatma Gandhi, the NGOs represent the change that we wish to see in the world, and especially in India. (Source: Historical Evolution of NGOs: NGO Proliferation in the Post-Cold War Era)
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Ramni Taneja is a Member of the Editorial Board of Women in Law. The Founder of Women in Law is Dr Linda Spedding, who is a distinguished international lawyer. Ramni Taneja helps Dr Spedding in the India Chapter of Women in Law. Attention of all the Payment System Operators authorized under the Payment and Settlement Systems Act, 2007 (PSS Act) is invited to the terms and conditions subject to which the Certificates of Authorisation were issued specifying inter-alia to adhere to the provisions of the Prevention of Money Laundering (Amendment) Act and the rules framed there under. 2. In terms of Prevention of Money Laundering Act, (PMLA), 2002, as amended
by Prevention of Money Laundering (Amendment) Act, 2009, all the Payment System Operators have been brought under the purview of PMLA, 2002. Therefore, detailed instructions on Know Your Customer (KYC) norms/Anti-Money Laundering (AML) standards/Combating the Financing of Terrorism (CFT) in respect of cross-border inward remittance activities, in the context of the Financial Action Task Force (FATF) Recommendations on Anti Money Laundering (AML) standards and on Combating the Financing of Terrorism (CFT) have been prescribed. 3. Accordingly, guidelines on obligation of Payment System Operators under
PMLA, 2002 as amended by Prevention of Money Laundering (Amendment) Act, 2009 are given in Annex-I and Annex-II. All Payment System Operators should have in place a proper policy framework on Know Your Customer, Anti-Money Laundering and Combating the Financing of Terrorism measures with the approval of their Board. 4. These guidelines would also be applicable mutatis mutandis to all the agents and sub-agents of the Payment System Operators in India and it will be their sole responsibility to ensure that their agents and sub-agents also adhere to these guidelines. 5. Payment System Operators should bring the contents of this circular to the notice of their constituents concerned. 6. The directions contained in this circular have been issued under Section 18 of the PSS Act and non-compliance with the guidelines would attract penal provisions of the Act concerned or Rules made there under.
1.1 STATEMENT OF THE PROBLEM:A problem statement is a concise description of the issues that need to be addressed by a problem solving team and should be presented to them (or created by them) before they try to solve the problem. When bringing together a team to achieve a particular purpose provide them with a problem statement. A good problem statement should answer these questions: 1. What is the problem? This should explain why the team is needed. 2. Who has the problem or who is the client/customer? This should explain who needs the solution and who will decide the problem has been solved. 3. What form can the resolution be? What is the scope and limitations (in time, money, resources, and technologies) that can be used to solve the problem? Does the client want a white paper? A web-tool? A new feature for a product? A brainstorming on a topic? The primary purpose of a problem statement is to focus the attention of the problem solving team. However, if the focus of the problem is too narrow or the scope of the solution too limited the creativity and innovation of the solution can be stifling. In project management, the problem statement is part of the project charter. It lists what's essential about the project and enables the project manager to identify the project scope as well as the project stakeholders. A research-worthy problem statement is the description of an active challenge (i.e. problem) faced by researchers and/or practitioners that does not have adequate solutions available including the argumentation for its viability based on solid peerreviewed sources as well as theoretical foundation. The research-worthy problem statement should address all six questions: what, how, where, when, why, and who. On the other hand, a statement of the problem is one or two sentences claim that outlines the problem that the study addresses. The statement of the problem should briefly address the question: What is the problem that the research will address?
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In the present day financial markets, investment has become complicated and is both art and a science. One makes investments for a higher return than what he can get by keeping the money in a commercial or co-operative bank or even in an investment banks. The professional management of assets, such as real estate, and securities, such as equities, bond and other debt instruments, is called investment management. Investment management services are sought by investors, which could be companies, banks, insurance firms or individuals, with the purpose of meeting stated financial goals. Among The most pressing questions (problems) facing the non-government, not-for-profit organizations (NGOs) financial sustainability and investment of funds in financial markets in the changing environment The most important findings of the research work are risk in investment of funds risk free assets to invest the funds financial limitations of the non government organizations and financial problems of the organizations etc. NGOs are investing funds in government bonds securities and guilt edge funds the total risk of investment is very less but the returns also very less, financial sustainability is a crucial task to NGOs. Investment is managerial process it involves relationship ranging from the very nave through the highly sophisticated investment strategies .investment relies in part on formal principles developed in academic disciplines and part on intuition and judgment forged through time on investment.
1.2 NEED FOR STUDY:The business of investment has several facets, the employment of professional fund managers, research (of individual assets and asset classes), dealing, settlement, marketing, internal auditing, and the preparation of reports for clients. The largest financial fund managers are firms that exhibit all the complexity their size demands. Apart from the people who bring in the money (marketers) and the people who direct investment (the fund managers), there are compliance staff (to ensure accord with legislative and regulatory constraints), internal auditors of various kinds (to examine internal systems and controls), financial controllers (to account for the institutions' own money and costs), computer experts, and "back office" employees (to track and
record transactions and fund valuations for up to thousands of clients per institution). The need for the study as follows. Asset allocation The different asset class definitions are widely debated, but four common divisions are stocks, bonds, real-estate and commodities. The exercise of allocating funds among these assets (and among individual securities within each asset class) is what investment management firms are paid for. Asset classes exhibit different market dynamics, and different interaction effects; thus, the allocation of money among asset classes will have a significant effect on the performance of the fund. Some research suggests that allocation among asset classes has more predictive power than the choice of individual holdings in determining portfolio return. Arguably, the skill of a successful investment manager resides in constructing the asset allocation, and separately the individual holdings, so as to outperform certain benchmarks (e.g., the peer group of competing funds, bond and stock indices). Long-term returns It is important to look at the evidence on the long-term returns to different assets, and to holding period returns (the returns that accrue on average over different lengths of investment). For example, over very long holding periods (e.g. 10+ years) in most countries, equities have generated higher returns than bonds, and bonds have generated higher returns than cash. According to financial theory, this is because equities are riskier (more volatile) than bonds which are themselves more risky than cash. Diversification Against the background of the asset allocation, fund managers consider the degree of diversification that makes sense for a given client (given its risk preferences) and construct a list of planned holdings accordingly. The list will indicate what percentage of the fund should be invested in each particular stock or bond. The theory of portfolio diversification was originated by Markowitz (and many others). Effective diversification requires management of the correlation between the
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asset returns and the liability returns, issues internal to the portfolio (individual holdings volatility), and cross-correlations between the returns.
1.3 SCOPE OF STUDY :Investment management in NGOs is cover the area of investment, strategies, tools along with the risk free return , risk free assets to invest the fund, and cash management of the organizations, portfolio management, funds management and this research builds an intention models for investments of funds in different sectors and different investment securities and bonds etc. For an investment to be acceptable to a firms financial management it must provide a positive answer to the question Will the acquisition of this asset increase the value of the organization or owners equity? If the investment meets this requirement, then by definition the present value of the investment exceeds its cost. Conversely, in order for a firms (organizations) management to choose only those investments which meet this maximization of equity value criterion, they must choose only those investments whose present value to the owners exceeds the cost of investment. However to determine the capitalized value of an asset the firms financial management must be able to estimate the cash flows. Investment management in NGOs focuses on how to implement investment goals in light risk return tradeoff. And the techniques, vehicles and strategies for planning implementing and maintaining the optimal allocation of funds of an institution (NGOs) in The changing environment, and this empirical study focuses on cash management, portfolio management risk and returns tradeoff, in NGOs investments and prepare financial models to improve the scope and crate more value to the organizations. The research will be concentrated on organizations cash flows, sources of funds, cash management, investment strategies of the organization to analyze parameters that determine the financial power of the organization. The study is to identify sources of cost savings in Fixed Price Projects and also to study how these savings are utilizes in a effective manner.
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This study helps to NGOs to implement investment goals in light risk return tradeoff, techniques, vehicles and strategies for planning implementing and maintaining the optimal allocation of funds.
1.4 OBJECTIVES OF STUDY:Every individual practices investment management to some degree, including budgeting, saving, investing and spending. However, an investment manager is one who specializes in placing money in diverse instruments in order to accomplish predetermined goals. Investment managers are also widely known as fund managers. Investment managers may specialize in advisory or discretionary management .When an investment manager merely offers suggestions regarding where to invest money and when to sell securities, the practice is known as advisory investment management. Based on the above mentioned issues, the following objectives were framed for the study: Analyze the investment trends of NGOs in the changing environment Setting investment objectives: Formulating the investment plan& Establishing the portfolio strategy: Intention model for NGOs investment alternatives
1.5 RESEARCH METHODOLOGY:This research is based secondary data, collected through discussion with respective authorities, researcher articles availed in journals websites, and books. For collecting secondary data websites are used. Graphical methods are used for better presentation of data and detailed analysis examining only a part of it . The intention model is to be developed intends to make explicit the most important variables consider when NGOs invest funds. The model is developed from theories and empirical works .To facilitates the analysis several statistical methods were used:
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For evaluation of risk beta and sigma and alpha, betas are used and different portfolio models used to evaluate the portfolio of the investment. Statistical techniques used. Port folio models are constructed with the help of using single index model.
1.6 LIMITATION OF THE STUDY:The main limitations of this study is as follows The area of study is focus on the few Non- Government- Organization. Only focuses on investment and financial related aspects off the organization
1.7 SCHEME OF RESEARCH :The study is based on the observations and the literature revive and the employs the theoretical concepts and it is an conceptual study . A conceptual definition is an element of the scientific research process, in which a specific concept is defined as a measurable occurrence. It basically gives you the meaning of the concept. It is mostly used in fields of philosophy, psychology, communication studies. This is especially important when conducting a content analysis. An operational definition is a demonstration of a process such as a variable, term, or object in terms of the specific process or set of validation tests used to determine its presence and quantity.
2. INVESTMENT MANAGEMENT IN NGO:KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE Page 21
Investment is managerial process it involves relationship ranging from the very nave through the highly sophisticated investment strategies .investment relies in part on formal principles developed in academic disciplines and part on intuition and judgment forged through time on investment. Investment management is often used synonymously with fund management. Moreover, terms like asset management, wealth management and portfolio management are used, with a thin line differentiating them. Asset management is often used for the management of collective investments, which refers to investing money on behalf of a large group of clients in a wide range of investment options. Investment management in NGOs explains how to implement investment goals in light risk return tradeoff, and it describes the techniques, vehicles and strategies for planning implementing and maintaining the optimal allocation of funds of an institution (NGOs)in the changing environment, and this empirical study focuses on cash management, portfolio management risk and returns tradeoff , in NGOs investments etc. It finds out the risk free assets to invest funds and prepare intention model for investment of funds for the non government organizations to achieve the financial sustainability. Investment management is considered by some to be a science while others consider it an art. Of course, the remainder considers it both a science and an art. Academia has much fascination for the subject and has addressed investment management and its many parts from various points of view; and published thousands of books over the years. Others more enterprising have started providing e books as well. Despite this abundance of books it is but a few writer and authors who may be considered authority on the subject matter; the remaining authors would find their rightful place with regard to the specific aspect of investment management they may choose to address.
The Investment Process

As investors, we would all like to beat the market handily, and we would all like to pick "great" investments on instinct. However, while intuition is undoubtedly a part of the process of investing, it is just part of the process. As investors, it is not surprising that we focus so much of our energy and efforts on investment philosophies and strategies, and so little on the investment process. It is far more interesting to read about how Peter Lynch picks stocks and what makes Warren
Buffett a valuable investor, than it is to talk about the steps involved in creating a portfolio or in executing trades. Though it does not get sufficient attention, understanding the investment process is critical for every investor for several reasons: The investment process outlines the steps in creating a portfolio, and emphasizes the sequence of actions involved from understanding the investors risk preferences to asset allocation and selection to performance evaluation. By emphasizing the sequence, it provides for an orderly way in which an investor can create his or her own portfolio or a portfolio for someone else. The investment process provides a structure that allows investors to see the source of different investment strategies and philosophies. By so doing, it allows investors to take the hundreds of strategies that they see described in the common press and in investment newsletters and to trace them to their common roots. The investment process emphasizes the different components that are needed for an investment strategy to by successful, and by so doing explain why so many strategies that look good on paper never work for those who use them. The process always starts with the investor and understanding his or her needs and preferences. For a portfolio manager, the investor is a client, and the first and often most significant part of the investment process is understanding the client?s needs, the clients tax status and most importantly, his or her risk preferences. For an individual investor constructing his or her own portfolio, this may seem simpler, but understanding one?s own needs and preferences is just as important a first step as it is for the portfolio manager. The next part of the process is the actual construction of the portfolio, which we divide into three sub-parts. The first of these is the decision on how to allocate the portfolio across different asset classes defined broadly as equities, fixed income securities and real assets (such as real estate, commodities and other assets). This asset allocation decision can also be framed in terms of investments in domestic assets versus foreign assets, and the factors driving this decision. The second
component is the asset selection decision, where individual assets are picked within each asset class to make up the portfolio. In practical terms, this is the step where the stocks that make up the equity component, the bonds that make up the fixed income component and the real assets that make up the real asset component are picked. The final component is execution, where the portfolio is actually put together, where investors have to trade off transactions cost against transactions speed. While the importance of execution will vary across investment strategies, there are many investors who have failed at this stage in the process. The final part of the process, and often the most painful one for professional money managers, is the performance evaluation. Investing is after all focused on one objective and one objective alone, which is to make the most money you can, given the risk constraints you operate under. Investors are not forgiving of failure and unwilling to accept even the best of excuses, and loyalty to money managers is not a commonly found trait. By the same token, performance evaluation is just as important to the individual investor who constructs his or her own portfolio, since the feedback from it should largely determine how that investor approaches investing in the future.
Figure 1 summarized investment process
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(Source: investment management process by punithavathi)
3. INDUSTRY PROFILE:Non governmental Organisations (NGOs) as we know them today are generally thought to have come in to existence around the mid nineteenth century. It was only about a century later that the importance of NGOs was officially recognized by the United Nations. At the UN congress in San Francisco in 1968, a provision was made in article 71 of the charter of the United Nations frame work that qualified NGOs in the field of economic and social development to receive consultative status with economic and social council. The development of modern NGOs has largely mirrored that general world of history, particularly after the Industrial Revolution .as far NGOs have existed in some form or another back as 25000 years ago. Since 1850, more than 100,000 private. Non-profit Organisations with an international focus have been founded. The growth of NGOs really took off after the second world war , with about 90 international NGOs founded each year , compared with 10 each year in the 1890s .Only about 30 percent of early international NGOs have survived ,although those Organisations after the wars have had better survival rate. Many more NGOs with local, national or regional focus have been created, through like their international counterparts, not all have survived or have been successful. International Non Governmental Organisations have a history dating back to at least 1839. It has been estimated that by 1914 there were 1083 NGOs International important in the anti- slavery movement and the movement for womens suffrage, and reached a peak at the time of the World Disarmament Conference. However, the phrase non governmental organisation only came in to popular use with the establishment of the United Nations in 1945 with provisions in Article 71 of chapter 10 of the United Nations. Charters for a consultative role for Organisations which are neither governments nor member states consultative status. The definition of "international NGO" (INGO) is first given in resolution 288 (X) of ECOSOC on February 27, 1950: it is defined as "any international organization that is not founded by an international treaty". The vital role of NGOs and other "major groups" in sustainable development was recognized in chapter 27 of Agenda 21, leading to
intense arrangements for a consultative relationship between the United Nations and non-governmental organizations. Rapid development of the non-governmental sector occurred in western countries as a result of the processes of restructuring of the Welfare further globalization of that process occurred after the fall of the communist system Washington stem and was an important part of the Washington consensus. Globalization during the 20th century gave rise to the importance of NGOs. Many problems could not be solved within a nation. International treatise and international organizations such as World Trade Organizations were perceived as being too centered on the interests of capitalist enterprises. Some argued that in an attempt to counterbalance this trend, NGOs have developed to emphasize humanitarian issues, development aid and sustainable development. A prominent example for this is the world is the World Social Form held annually in January in Davos Switzerland. The fifth world Social Forum in Porto Alegre, Brazil in January 2005 was attended by representatives from more than 1,000 NGOs. Some have argued that in forums like these, NGOs take the place of what should belong to popular movements of the poor. Others argue that NGOs are often imperialist in nature, that they sometimes operate in a racial zed manner in third world countries, and that they fulfill a similar function to that of the clergy during the high colonial era. The philosopher Peter Halward argues that they are an aristocratic form of politics. Whatever the case, NGO transnational networking is now extensive.
3.1 Indias NGOs Profile (HISTORY OF INDIAN NGOs)

India has a long history of civil society based on the concepts of daana (giving) and seva (service). Voluntary organizations that are voluntary in spirit and without profit-making objectives were active in cultural promotion, education, health, and natural disaster relief as early as the medieval era. They proliferated during British rule, working to improve social welfare and literacy and pursuing relief projects. During the second half of the 19th century, nationalist consciousness spread across India and self-help emerged as the primary focus of sociopolitical movements. Numerous organizations were established during this period, including the Friend-in-Need Society (1858), Prathana Samaj (1864), Satya Shodhan Samaj (1873), Arya Samaj (1875), the National Council for Women in India (1875), and the
Indian National Conference (1887). The Societies Registration Act (SRA) was approved in 1860 to confirm the legal status of the growing body of nongovernmental organizations (NGOs). The SRA continues to be relevant legislation for NGOs in India, although most state governments have enacted amendments to the original version. Christian missionaries active in India at this time directed their efforts toward reducing poverty and constructing hospitals, schools, roads, and other infrastructure. Meanwhile, NGOs focused their efforts on education, health, relief, and social welfare. A firm foundation for secular voluntary action in India was not laid until the governmental development agencies were established around this time, such as the Peoples Action for Development of India. Foreign-trained Indians entered civil society in greater numbers, leading to a professionalization of the sector. India witnessed a rapid increase in and diversification of the NGO sector as a response to the national political scenario and increasing concern about poverty and marginalization. Both welfare and empowerment oriented organizations emerged during this period, and development, civil liberties, education, environment, health, and livelihood all became the focus of attention. With community participation as a defined component in a number of social sector projects during the 1970s and 1980s, NGOs began to be formally recognized as development partners of the state. Their work was increasingly characterized by grassroots interventions, advocacy at various levels, and mobilization of the marginalized to protect their rights. The process of structural adjustment begun in the early 1990sand the more recent approach of bilateral and international donors channeling funds directly through the government, NGO networks, and large corporate NGOshave somewhat pushed peoples organizations into the background. Small, spontaneous initiatives at the community level, as a response to social and economic exploitations at the community level, are no longer the hallmark of the NGO sector.
3.2 ORGANIZATION PROFILE:PRACHODANA ORGANISATION HASSAN Prachodana organization (center for social services) is a development organization, engaged in building a new civil society in India through its grassroots
to policy-level action in Health, Education and Community Development sectors. Acting as a key promoter-facilitator in the communitys efforts towards self-reliance and empowerment, organization is developing local, innovative and cost-effective solutions to sustain community-driven progress. Buying in support from the community, working in healthy partnership with the government and corporate sectors and sharing its experiences with like-minded organizations have been the hallmark of organization evolution over the past 18 years. Social Service Society is an NGO registered under the Societies Registration Act, 1860, meant for social and charitable services to the humanity. It caters to the poor and marginalized, especially to the people of socially and economically weaker sections of the society without any discrimination of caste, creed, community, religion, gender, etc. One of the services undertakes is Food for the Hungry, to provide one square meal for those who are suffering from starvation and are finding it difficult to fill their empty stomachs. We can see such needy persons in the surroundings -- may be they are wanderers at streets, patients in hospitals, inmates in orphanages, rehabilitation centers, old-age homes, slums or otherwise. Providing meals to the hungry is a great virtue and an act of love, concern & charity before the Lord and the humanity. The Activities of the organisation are, community organization, formation and strengthening of SHGs, formation of cluster federations for the SHGs, IGP activities, awareness trainings on PRI, Legal AID, Live stock, Leadership capacity building, finance management, child rights, children programme, formation of children panchayath, bridge school for the child labor children, strengthening of the SDMCs, Health programme on, HIV/AIDS, small family norms, Eye checkup camps, construction of eco san latrin, watershed activities, watershed committees, earthen bunding, bund sowing, form ponds, vermi compost, CCTs, nursery raising, and planting, Sujala watershed activities, under pri minister draught relief programme, Micro finance activities, Jeevanamadura insurence program from LIC, protection of child rights and anti child trafficking programme, Tuberculosis diseases control programme etc. This protesting child trafficking and it creating awareness for child trafficking and it produces articles to create awareness in association with
KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE Karl Kbel
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Institute for Development Education (KKID), Coimbatore, and Tamil Nadu. The brief introduction of the article as follows Not for Sale: Report of the National Workshop on Child Trafficking in India Centre for Social Service Hassan, Karnataka & Karl Kbel Institute for Development Education Anaikatty Road, Mankarai Coimbatore 641 108
Introduction
Child trafficking is one of the worst forms of human rights violations. It affects millions of children worldwide. United Nations estimates suggest that globally trafficking in women and children is an operation worth $10 billion annually. And it is still increasing. The definitions on trafficking used all over the world are countless. In a general sense, Child trafficking is the movement of children from place to place through force, coercion or deception into situations of economic and/or sexual exploitation. Trafficking is nothing but modern-day slavery with prostitution as its most recognized form and purpose. That children are trafficked for labor, domestic work, organ transplants, begging, drug peddling, marriages, adoption, camel jockeying, circus and other forms of entertainment in large numbers is only hardly known.
The Root Causes

The root causes of trafficking in children are multiple and complex. In most developing countries today, globalisation has severed the traditional socio-economic relations and the growth of tourism has rendered women and children vulnerable. A disintegration of the rural communities and the grim reality of the poor and the marginal people, lack of employment opportunities for adults, low social status of the girl child, a general lack of education and awareness make people easy victims of trafficking, particularly in the South Asian countries. A religious and cultural
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tradition in the form of devadasi system, which means the dedication of young girls to gods and goddesses (euphemistically known as temple prostitution) in places like northern Karnataka, sanctifies and institutionalizes this crime. Beliefs that sex with virgins and young children is safe and can heal sexual disorders only add to the problem. Situations of emergency natural disasters and political conflicts also make children vulnerable to trafficking. One of the biggest hurdles in stopping child trafficking is the lack of public awareness and acceptance of this crime. Inadequate legislation and weak law enforcement make it easier for the traffickers to operate. India is a country of both transit and destination. Unlike Sri Lanka, where the Government has come down heavily on pedophilic activity, India is still considered a soft state. There is a considerable degree of internal trafficking across state borders as well as cross-border trafficking from India to Gulf States and to South-East Asia. India is both a supplier as well as a consumer. The procurement and sale of these children is undertaken in an organised manner by organised syndicates or individuals and, sometimes, informal groups including relatives and parents. A deep-rooted social stratification within Indian society means that children belonging to the underprivileged sections are the most vulnerable. The impact globalisation and liberalisation have on these parts of society are increasing poverty, unemployment and forced migration, and disintegrating traditional family systems coupled with growing consumerism and individualism. Trafficking has become a lucrative business. The growing co modification of women and children makes them vulnerable to being trafficked. Nearly half the children born in India remain unregistered. In many cases, when a child goes missing, the case goes unreported. According to police sources, of the 15,000 children that are reported missing every year, only 22 per cent get traced. Some are sold by their families; some get lured with promises of a job or a marriage and quite a few lands up in illegal activities like begging, organ trade, smuggling, drugs, sex tourism (including paedophilia). There have been studies on trafficking, based on available data, newspaper reports and information through NGO initiatives, but most of them focus on trafficking for the sex industry this applies to child trafficking too. Prostitution is a billion-dollar industry in the SAARC (South Asian Association for Regional Cooperation, comprising India, Pakistan, Bangladesh, Sri Lanka, Nepal, Bhutan and
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Mauritius) region. At a conservative estimate, about 200 girls and women enter prostitution daily. But this is only the tip of the iceberg. At a conservative estimate, about 200 girls and women enter prostitution daily and this is only the tip of the iceberg. There is little or non-systematic documentation on the other forms such as labour, organ trading, adoption, illegal marriages or entertainment. Putting numbers to the magnitude of the problem in India is an impossible task as there is little reliable quantitative data on the overall problem of child trafficking in India. Within India, women and children are trafficked for forced labour, forced prostitution, and forced marriage. Illegal trafficking in human organs also takes place, as does illicit adoption of infants and children. A researcher of the National Human Rights Commission conducting research on child trafficking in India stated in January 2004 that, on average, 30,133 children disappear every year. 27 percent of the missing children are never found. Girls are trafficked within the country for forced marriage. Girls from West Bengal (particularly Murshidabad and Chaubis Pargana) have been sold in Haryana for marriage. Here, only one example shall be mentioned: a 16-year-old girl was tricked into boarding a train and was taken from Murshidabad to Delhi, where an agent sold her to a 40-year-old man for marriage. When the girl refused to marry the man, he and his family beat her. After the girl was confined in the mans house for 4 days, police, who had been tipped off by neighbors, rescued her. Child sex tourism has been recognised only recently in India. Until April 1991, there was very little awareness of organised sexual abuse and exploitation of children in the country. India is estimated to have between 300,000 and 500,000 children being victims of commercial sexual exploitation. It is believed that foreign sex tourists may be switching to India because of its lax laws, its cheap and abundant supply of young girls working in the commercial sex industry, and a perceived lower prevalence of HIV/AIDS. In spite of the abundance of vulnerable children, there is no consensus on the prevalence of child sex tourism in India, though the problem does indeed exist. But it is not only that children are trafficked for sexual reasons. Another precarious area where boys and girls are treated as goods is illegal adoption: Babies are sold within India, usually for Rs. 40,000 to Rs. 60,000.
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India has one of the worlds largest underground markets in human organs. Though commercial trading in organs was banned in 1994, it is believed that regulation has merely pushed the trade underground to a market controlled by organized crime gangs. Veritable organ bazaars operate out of private clinics, especially in cities such as Mumbai (Bombay) and Chennai (Madras). According to a 2002 report, 2,000 Indians sell their kidneys every year, mostly to affluent Westerners, who fly to India for the surgery. In a Chennai (Madras) slum in South India, a U.S. anthropologist met five local women, each of whom had sold one kidney for US$1,200 (in 1999). Most of them were low-paid domestic servants, whose husbands were in trouble or in debt. They had sold their kidneys after a financial crisis. During the interviews, the women claimed that they would do it again if they could as shown above, the reasons for trafficking are numberless and may be listed as follows: On Gender: Child marriage, polygamy, incompatible or pseudo marriages. Dowry demand. Unequal power relations and discrimination in the family by gender and age. Negative attitude towards women and the girl child. Socialisation which devalues the girl child.. Social stigma against single, unwed, windowed women. Incest. Inadequate government policies in favor of women. Women released from jail/hazat are given to the guardians/custodians without Proper/legal verification. The malpractice of providing affidavit for women entering into the profession of prostitution without verification of age. Lack of shelter for women in distress. Complications of restoring to law are both expensive and time consuming for women victims. On Religion Misinterpretation of religion regarding women. Religious fundamentalism.
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On Socio-economic reasons Break up of traditional joint family and the emerging unclear families; easy divorce. Complications out of conditionality and fraudulent practices in marriages/ after marriages. Physical as well as mental illness, contagious diseases turning women as outcastes. Frustration in love, failure in conjugal life. Enticements for better life e.g., job, prospect of marriage. Globalisation and export oriented growth model, consumerism. Increased dependency of the guardians on the income of their girl child. Natural disasters making families homeless and disintegrated. Acute poverty forcing parents to abandon their children. Inadequate rural development projects for women and unemployed. Lack of social security and safety. Inefficiency of the law enforcement agency. Corruption amongst the members of the law enforcing agencies. Non-registration of female domestic help. The three-day workshop held at the Karl Kbel Institute for Development Education (KKID), organised by (a child development agency in Hassan, Karnataka) and supported by the German Federal Ministry for Economic Cooperation and Development (BMZ) and by Karl Kbel Stiftung (KKS), Germany, from October 24 to 26, 2005 set for itself a limited agenda, namely: Understand and study the various ramifications of human trafficking, particularly child trafficking, as it occurs in India. Take an informed position on the issue of child trafficking, and explore possibilities of integrating the concern into the present ambit of work among KKS partners in India. Draft an outline Plan of Action with a long-term perspective.
Purpose of the Workshop
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Expected Outcomes Documentation of learnings and insights. Embark on a medium/short-term course of action based on the preparation of perspectives gained. Social Service Society is an NGO registered under the Societies Registration
Act, 1860, meant for social and charitable services to the humanity. It caters to the poor and marginalized, especially to the people of socially and economically weaker sections of the society without any discrimination of caste, creed, community, religion, gender, etc. Social Service Society works to build a new civil society in India through its grassroots to policy-level action in health, education, and community development. To promote communities efforts toward self-reliance, Social Service Society strives to develop local, innovative, and cost-effective solutions to sustain community-driven progress. The organization is primarily dedicated to providing services to poor and marginalized communities. In the area of health including maternal and child health care, eye care, and such HIV/ AIDS services as testing, counseling, and anti-retroviral (ARV) treatment. Social Service Society also carries outreach activities related to reproductive and child health, water and sanitation, and tuberculosis control. The organizations research and advocacy work focuses on health, education, and the right to information. Social Service Society has conducted social audit work in the past and has started to include health sector public expenditure tracking in its work, as well.
Objectives of the organization

Social Service Society is a development organization, engaged in building a new civil society in India through its grassroots to policy-level action in Health, Education and Community Development sectors. Acting as a key promoter-facilitator in the communitys efforts towards self-reliance and empowerment. Social Service Society is developing local, innovative and cost-effective solutions to sustain communitydriven progress. Children at the forefront to support Charity endeavor Social Service Society is also rooted to its slogan When you give to the poor it is like lending to the Lord and the Lord will pay back which is
reflected in its program design and delivery, transactions with its stakeholders, resource utilization, disclosures and openness to public scrutiny. Buying in support from the community, working in healthy partnership with the government and corporate sectors and sharing its experiences with likeminded organizations have been the hallmark of Social Service evolution over the past 18 years. The main aim of the Social Service t is to provide equitable, high-quality healthcare through sustainable mechanisms, with active community involvement and in line with the organizational interpretation of core values. Supporting the local heads through give first preference in employment opportunities Create awareness about health in tribal people Helps tribal people to achieve there financial sustainability Provide quality education. And avoid discrimination among people.
3.3 VISION AND MISSION OF THE QUALITY POLICY:Vision

Vision statements reflect the ideal image of the organization in the future. They create a focal point for strategic planning and are time bound, with most vision statements projected for a period of 5 to 10 years. The vision statement communicates both the purpose and values of the organization. For employees, it gives direction about how they are expected to behave and inspires them to give their best. Shared with customers, it shapes customers understanding of why they should work with the organization.
Developing a Vision Statement

1. The vision statement includes vivid description of the organization as it
effectively carries out its operations. 2. Developing a vision statement can be quick culture-specific, i.e., participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent experiences around daydreams,
sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational vision. 3. Developing the vision can be the most enjoyable part of planning, but the part where time easily gets away from you. A Prachodanas vision is to transform the society to bring Equality, justice, peace and ensure that every one lives with dignity. Social Services visions a Transform the society to bring equity justice ,peace and ensure at everyone likes with dignity ,towards fulfilling this, all the development efforts of Social Service were strategically realigned to focus on primarily three Program Areas- Health Education &Community development and one Program Support Area- Development Support team.
Mission
MISSION STATEMENTS A Mission Statement defines the organization's purpose and primary objectives. Its prime function is internal to define the key measure or measures of the organizations success and its prime audience is the leadership team and stockholders. Mission statements are the starting points of an organisations strategic planning and goal setting process. They focus attention and assure that internal and external stakeholders understand what the organization is attempting to accomplish. MISSION AND PURPOSE Mission and purpose are used interchangeably, though at theoretical level, there is a difference between two. Mission has external orientation and relates the organization to the society in which it operates. A mission statement helps the organization to link its activities to the needs of the society and legitimize its existence. Purpose is also externally focused but it relates to that segment of the society to which it serves; it defines the business which the institution will undertake.
To help self help groups for the development of rural women
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Prachodana is dedicated to bring about awareness in the community, organize vulnerable sections ,empower them through training exposure .seminars and workshops and build network and linkage and through these to achieve sustainable developmental change in education, health, environment socio-economic-political status through participatory approaches.
3.4 ORGANISATION BACKGROUND:A is one of the non Government Organisation It is one of the award Organisation from NABARAD for the best performance in community organization, promotion and linkage of SHGs in the State. Organisation is working with rural poor, mainly with women and children, Agriculture farmers, land less laborers and also natural resource management activities. In addition to this we conduct various awareness training programmers Organization is working in two Districts namely Hassan and Kodagu. It works with the involvement of the community based on their need. 3.5 OBJECTIVES OF THE ORGANISATION:1. To work towards gradual reduction of school dropout and child labor system. Subsequently eliminate child labor system by using preventive measures, rehabilitation processes through awareness, non-formal education, intensive training, institutional capacity building. So that the community at large will be able to deal with the problem of school dropouts. 2. To work towards the reduction and elimination of poverty especially women, youth, landless laborers and marginal farmers. 3. To provide and develop the level of awareness, organization capacity, leadership potential of the marginalized and oppressed groups of people. So that they will learn and grow by taking their own responsibilities, initiatives and sustain the development thus brought about. To work towards building broad based linkages, net-works and support systems across the beneficiary community, non government development
through
organization of the poor, deprived and weaker sections of the society,
organizations, government service sectors, finance institutions, issue based local,regional,national and international groups.
3.6 REORGANIZATION:-
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State award for the best performance in SHG promotion and linkage with the Bank by NABARD in the year 2001-2002 State award from Government through Women and child Welfare Department for the best performance in working with Women and Children in 2008 -2009
3.7 ORGANIZATION ACTIVITIES:PAST AND PRESENT ORGANIZATION ACTIVITIES:
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1. Self-help groups (SHG) formations, trainings & Linkage, formation of Cluster Federations for the SHGs. Formation of Common interested groups(CIGs) for the farmers. 2. Vocational Trainings for the youths such as computer, tailoring, Radio and TV repair, Automobile training. 3. Conducting trainings on Legal Aid, Panchayath Raj, Live stock Management, Child rights, Book keeping, Leadership capacity building, Small family norms, on Agriculture,etc. 4. Non-formal education canters for child labourers & Dropout children 5. Health & Nutrition Education classes & programme 6. Rehabilitation of child labour and dropout children and eradication of child labour system. 7. Soil and water conservation and forest management, such as Earthen bonding, bund sowing, formation of farm ponds, raising nursery plants and planting, water ways, waste wares, formation of watershed construction of vermin compost, Social forestry programme, Horticulture programme, construction committees. Trainings etc. 8. Mobilizing support from Government departments, Banks and NABARD for the groups. 9. Awareness generation programs on AIDs, Environment and Social aspects. 10. Running Pre primary centers in the village. 11.Nattividya convention, (identification of traditional village level Nattividyas.) 12.Organizing eye camps on cataract cases with the support of DBCS(District Blindness Control Society)/ Mission Hospital 13. Income generation programmes for the SHG members. 14. Running bridge schools for the school dropouts, non-school going children and child laborers.
3.8 AREA OF OPERATION :working in 426 villages of Hassan and Kodagu Districts.
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1260 SHG has been formed formed and Registered
and 20160 families were covered in these
SHG.25 Cluster federations and on District level Federations for Women SHGs have
Organization budget for the past three years are as follows. Year 2009-10 2010-11 2011-12 Expenditure 11,923,180 17,029,321 60,82,621
(Source: Prachodana year book2011-12) STAFF DETAILS: Sl No 1 2 3 Particular Full time staff Paid volunteers Other volunteers TOTAL Total No. of staff 39 11 4 50 Male 28 -4 32 18 Female 11 11
(Source: Prachodana year book 2011-12)
3.9 NET WORKING : The Director and secretary of the Organization is involved in various network in District and state level as. Member in FEVORD-K ( Federation of Voluntary Organization Karnataka) Board member in MICKNET-K( Micro Credit Network Karnataka) Board member in SAFE ( State Alliance for Education.) Secretary in District level NGO network ( SEVA SANGAM)
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Former State Convener for CACT-K( Campaign Against Child TraffickingKarnataka). District Convener for CACL-K(Campaign Against Child Labour-Karnataka) Member in District level SGSY committee at Hassan Member in District level SGSY committee at Kodagu. Advisory committee member for the District level Sarva Siksha Abhayana Member in District level child labour rehabilitation committee at Hassan. Member in NGO IDEA International level Net work on savings and credit.
3.10 FUNDING SUPPORT : Support Mobilized from State and Central Government : 1. NABARD for SHG promotion, training, EDP training 2. CAPART for leadership capacity building and strengting of federations 3. Zilla Panchayat of Hassan for SHG promotion of BPL members and micro watershed 4. Zilla Panchayat of Kodagu- for SHG promotion of BPL members 5. Women & Child Welfare Dept EDP training ( tailoring) 6. HDCC BANK, HASSAN SHG promotion and training 7. Labour Dept. Hassan Child Labour survey 8. Horticulture Dept. Training on horticulture 9. Govt. Health Dept. RCH Programme 10. Govt. NEAC Dept. National environment awareness campaign 11. District Blindness Control Society- for Eye Checkup camps
Support Mobilized from International funding Agencies: 1. IGSSS Germany- Community Organisation and Leadership capacity building for SC/STs 2. KKS, Germany Youth, Women & Child Development 3. I.L.P. USA Child Laborers Rehabilitation Programme 4. CARITAS, - Community Organization and sustainable development
5.ANDHERI HILFE BON, Germany Child labor rehabilitation programmes Training Resources and Expertization: 1. Book keeping and SHG audit 2. SHG and Federation trainings 3. Training on Panchayat Raj 4. Training on Child rights/Child Traffikcing 5. Training on Children Panchayath Assets: 1. Four Wheeler Jeep 2 2. Two-Wheeler Motorbikes- 11 3. Computer sets 12 4. Land & Building Office cum Bridge school building 5. Furnitures and fixtures 6. T.V sets-3 Nos 7. VCR,VCD, LCD, Lap Tap List of Board members for A Prachodana Organization Name and address of Age Occupation Designation the members Mrs. Susheela Mr.Paul Mr.C.C.Poulose Mrs.Tara Durani Mr. Narayanamurthy Mr.Kumaraswamy Mrs.Asha 48 47 46 44 49 46 35 Social Work Private school teacher Social Work Private school teacher Private school teacher Social worker Health worker Chairman Vice Chairman Secretary Treasurer Member Member Member
Sl No 1 2 3 4 5 6 7
Experience 23 years 24 years 22 years 20 years 20 years 26 years 21 years.
3.11 INFRASTRUCTURAL FACILITIES:Governing body The governing body is responsible for all policy level decisions of Social Service. There are seven members in the governing body. The members are not paid any remuneration are any travel reimbursement for undertaking the responsibilities associated with their roles in the board.
organization provides quality of training and conduct different educational and awareness programmes for their employees and it provides basic facilities like traveling, food and education facilities for the employees in the organization. The Team The achievements of the organization would not have been possible without the hard work and commitment of the staff. The spirit, creativity, talent, dedication, perseverance and excellence of 212 member strong team and the community participation is praiseworthy. The development support team which supports guides and synergizes the organizational efforts toward achieving its strategic goals and objectives increased from 9 members to 15 members. The organization believes in catalyzing local candidates and provides encouragement, training and opportunities for the local candidates to join the team.
Achievements and Award Major achievements and awards to social service are SUJALA award in the year 2008 from Indian government, NABARD award from Indian Government for proper planning, children welfare awards from Karnataka government. Work flow model A workflow consists of a sequence of connected steps. It is a depiction of a sequence of operations, declared as work of a person, a group of persons, an organization of staff, or one or more simple or complex mechanisms. Workflow may be seen as any abstraction of real work. For control purposes, workflow may be a view on real work under a chosen aspect, thus serving as a virtual representation of actual work. Central govt SOCIAL SERVICE WORK FLOW MODEL &state govt Funding agencies
PRACHODN A
Advisors
Partners
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Health
Education
Community development
Employment Generation SELF HELP
TRAC
Agriculture development
GROUP
People Society
(Source: NGOs Management)
Health
Aims to provide equitable, high-quality healthcare team through sustainable mechanisms, with active community involvement and in line with the organizational interpretation of core values.
EDUCATION Education is the root of all sustainable development and an essential component of progress. In pursuit of its goal of a just and equitable society, has accorded prime importance to education at the basic level. It provides and facilitates quality education by joyful, experiential and child-centric means to children in the 6-15 age groups with a focus on human values, literacy, numeracy and vocational training.
Community based development

The Community Development Services (CDS) wing works to empower the community through awareness, education and action, hoping to create sustainable development and economic security. The objectives are: To form and support Self Help Groups in tribal areas. To provide vocational training and entrepreneurial skills to youth to create employment and prevent migration.
To facilitate the creation of basic infrastructure in rural and tribal households.
Training-Research-Advocacy-Consultancy (TRAC)
By virtue of its historical strengths, have become a powerhouse of knowledge and ideas and many service agencies have sought to benefit from this. The organization has therefore opened an exclusive Training, Research, Advocacy and Consultancy (TRAC) wing that seek to share its accumulated knowledge, experience, expertise and other intangible assets with sincere users everywhere. FUTURE GRWOTH AND PROSPECTOUS Completing 18 years is a mile stone for any organization and is no exception, has indeed demonstrated that there can be so much continuity too. Over the years we have been able to transition towards being a large collective of well meaning individuals who value and cherish democratic functioning. While have had share of challenges. while it could be easy to get carried away with the regnition and adulation that we have got over the last many years it all so need to be sensitive to the ever-dynamic situation around us. While completing 18 years is indeed a milestone, need to now focus on the next 25 years begins a journey of re-discovery. A rediscovery which will enable us to recommit to the community being at the center stage of the organisation existence: where quality, transparency and accountability becomes a way of life for each one of us: where governance and management standard become the benchmark for the sector, and where ideology rather than individual cherish becomes the prime mover of the orgnisation. An ideology that is responsive and sensitive to the changing social milieu and ensure that it stays free of the bondage of dogma and is all-inclusive. Only than can organisation truly and effective team of making vision a reality. A vision of making development matter of Right for every Indian. GROWTH Growth brings with it its own set of complexities and challenges. It also throws up the basic questions- of what is growth, and how much of it is desirable. It is necessary to draw the distinction between growth and maturation, as is done in
biological sciences. The increase in the physical dimensions that are measurable as size is important, but just as important is the less tangible component of maturation. It is our desire to ensure that institution grows, and at the same time, mature. Have tried to ensure that growth in size is not at the cost of the quality of our work, the depth of our interventions, and the heart with which we respond to emerging needs and situations. As more people join us with growth, the big task in front of us would be to bring them on to the same wavelength. Development cannot be achieved or understood in compartments. Health, education, socioeconomic stability, cultural inputs - all are but some of the facets of Development. One challenge which as Development workers and the community as the so-called beneficiaries face is that of compartmentalization of interventions. The interventions in Health will reach their intended goal, only with concerted efforts in the sectors of Education, which is similarly dependent on social awareness, and so on As organization grow in size, and as it add more numbers to the projects institution implement, the need to ensure Convergence is emerging as a key area of focus. Efforts to ensure that the right hand knows what the left hand is doing have been strengthened over the past year, and will need further attention. Some of the strategies adopted last year to bring in this convergence gave insights into streamlining the process in the coming days. According to the recently published reports of the Multidimensional Poverty index, the total number of Poor living in India is more than those living in all countries of Sub-Saharan Africa put together. Though the report makes for sad reading, it opens ones eyes to the harsh reality of today. It is time that all put in resources and efforts in a concerted way to achieve a synergistic impact.
SWOT ANALYSIS AND SOCIAL SERVICE:SWOT analysis is a classic strategic planning tool. Using a framework of internal strengths and weaknesses and external opportunities and threats, it provides a simple way to assess how a strategy can best be implemented. The tool helps planners be realistic about what they can achieve, and where they should focus. SWOT analysis provides the organizational strengths weakness and external
opportunities and threats and it helps to over come the problems through analyzing the overall organizational environment.
STRENGTHS : Fund lines:

The organization having good funding lines. This is most important strength of . The main sources of funding agencies are Public investors, Government, corporate sector etc and the foreign donations.
Commitment to positions
Has commitment and provide good health, education , Socio Economic Empowerment , Training-Research-Advocacy-Consultancy to backswords villages and tribal people in all over INDIA
Contacts & Partners:

The organization having lot of contacts and partners this will helpful to do services easily. Partners are provide support to the organization in funding, information, awareness S Strong grassroots links Field-based development expertise The ability to innovate and adapt Process-oriented approach to development broader social or Participatory methodologies and tools Long-term commitment and emphasis on sustainability T O Expansion Financial sustainability Effective fund Utilisation
W Limited financial resources
Low levels of self-sustainability Lack of understanding of the economic context
Government Policies
WEAKNESS:
The main weakness of the is the (NGOs) is the financial dependency of the donation, 98 percent of the income come from the donation and the remaining 2percent is self generated fund, if any additional required have to wait for the donation.
Lack of understanding the broader economic context: NGOs are non

profit organisation their main aim is to provide service to the society. They seeking only Serve the society and develop the community.
OPPORTUNITIES: Expansion: the major opportunities for are to expand the service to different
regions and districts and states through limited partnerships and partnership with different institution and organisation.
Financial sustainability: financial sustainability can be achieve by generating

funds rater than depending on donation and the other funds, and investing their funds in mutual fund and post office deposits etc.
THREATS:
Government policies: the main treat for the (NGOs) is government rules and regulation it s like a hindrance for the NGOs to achieve/attain financial goals .
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MCKENSYS 7S MODEL :
Mckensys 7S model that was created by the consulting company Mckensys and company in the early 1980 s .since then it ha s been widely used by practitioners and academics alike in analyzing hundreds of organizations.
STRUCTURE :
Business needs to be organised in a specific form of shape that is generally referred to as organisation structure. Organisations are structured in a variety of ways, dependent on their objectives and culture. The structure of the company often dictates the way it operates and performs. Traditionally, the businesses have been structured in a hierarchical way with several divisions and departments, each responsible for a specific task such as human resources management, service.
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Social Service Society is an NGO registered under the Societies Registration Act, 1860, meant for social and charitable services to the humanity. It caters to the poor and marginalized, especially to the people of socially and economically weaker sections of the society without any discrimination of caste, creed, community, religion, gender, etc. One of the services undertakes is Food for the Hungry, to provide one square meal for those who are suffering from starvation and are finding it difficult to fill their empty stomachs. To promote communities efforts toward selfreliance, strives to develop local, innovative, and cost-effective solutions to sustain community-driven progress. The organization is primarily dedicated to providing services to poor and marginalized communities. ORGISATIO N STRUCTURE A new organizational structure was adopted. The existing staff was realigned in accordance to the new structure. Their roles and responsibilities were clearly laid out. A salary revision brought a pay hike for the staff. New centralized pay roll software simplified the salary process.
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Governing Body
Development Support team
CEO Secretariat & Documentation cell
Organisational Management Areas (OMA) Finance Human resource Support service Public relations & fundraising Monitoring & Evaluation
Program Focus Areas (PFA) Health Education Community development TRAC
(Source: Prachodana Year book 2011-12) STRATEGY: The direction and scope of the company over the long term. is a development organization, engaged in building a new civil society in India through its grassroots to policy-level action in Health, Education and Community Development sectors. Acting as a key promoter-facilitator in the communitys efforts towards self-reliance and empowerment, is developing local, innovative and costeffective solutions to sustain community-driven progress.
SYSTEMS:
Formal and informal procedures that govern everyday activity, covering everything from management information systems. The Governing Body is
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responsible for all policy level decisions of . There are seven members in the governing body. The members are not paid any remuneration or any travel reimbursement for undertaking the responsibilities associated with their roles in the Board. However, they are paid for their services as employees / consultants in the organization.
SKILLS: The capabilities and competencies that exist within the company. What it does best the capabilities and competencies that exist within the company? What it does best. conducting training program i.e., both on the job training and off job training which increases the knowledge and skills of an employee for doing the job.
SHARED VALUES:
The values and beliefs of the organisation. The values and the beliefs of the as follows. Buying in support from the community, working in healthy partnership with the government and corporate sectors and sharing its experiences with like-minded organizations have been the hallmark of as evolution over the past 18 years Ultimately they guide employees towards 'valued' behavior. The organization believes in catalyzing local candidates and provides encouragement, training and opportunities for the local candidates to join the a team. Currently 72% of our staff is from communities work with.
STAFF:
The company's people resources and how they are developed, trained and motivated. The achievements of the organization would not have been possible without the hard work and commitment of the staff. The spirit, creativity, talent, dedication, perseverance and excellence of 249 member strong team and the community participation is praiseworthy. STYLE: The leadership approach of top management and the company's overall operating approach. In this organization use Participative style. Participative style mean the decision is taken by after consulting all levels of management i.e., top level,
middle level and lower level management. is a professionally managed organisation where we find both top down/ bottom up styles. In the company there exists a participative approach.
FUNDING SUPPORT
Support moblised from the stat and central government 1. NABARD : for SHG promotion training &EDP training 2. CAPART; for leadership capacity building strengthening of federation. 3. Zillah Panchyath of Hassan: for SHG promotion of BPL members and Micro Water shed. 4. Zillah Panchyath of kodagu: : for SHG promotion of BPL members 5. Women and child welfare department: EDP training (Tailoring) 6. HDCC BANK HASSAN: SHG promotion and training 7. Labor Department Hassan: Child Labor Survey 8. Horticulture Department : Training on Horticulture 9. Govt Health Dept: RCH programme 10. GOVT NEAC Department: National Environment awareness campaign
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ANALYSING THE STATEMENT OF INCOME AND EXPENDITURE of PRACHODANA
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financial Particulars 2010-2011 Amount (Rs)
Year 2011-2012 Amount (Rs)
I Registration Details Organisation registered under The Karnataka Societies Registration Act 1960 Foreign Contribution Regulation Act 1976 12A of the Income-tax Act,1961 II Position of Mobilization and 1063863 15,393,3 5,749,55 83,4510 40,439,1 3,636,03 1051763 132820 935349 812683 364265 101170 23,837,45 151,366,7 127,5292 25,113,78 152,925,7 127,8119
Deployment of Funds Total Liabilities Total Assets Total Funds sources of funds Restricted funds Designated funds General funds Application of funds Fixed assets and working capital in progress Investments Net assets 1507 33 573006 318036 260063 942734 195112
III Activity performance income General contribution Income services Interest received-total Earmarked Funds Others Total A Expenditure Development support Institution based services 10569805 3238037 1811373 5399302 10860900 1499353
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882916 and support 77155
601860 144327
from
activities
2429326 4610112
Source: LEARNING EXPERIENCE:The summer internship project work that was undertaken at Prachodana has provided a great under stand the opportunity of theoretical concepts and the practical experience. It helps to understand the working culture. Empoloyees at Prachodana were very co-operative and resourceful Helped in getting the required data. It was really a nice experience during the undergoing the project in Prachodana about the non profit organisation and the service oriented organisation working style, principles and the problems.
5.1 DATA COLLECTION:This research is based secondary data, collected through discussion with respective authorities, researcher articles availed in journals websites, and books. For collecting secondary data websites are used. Graphical methods are used for better presentation of data and detailed analysis examining only a part of it . The intention model is to be developed intends to make explicit the most important variables consider when NGOs invest funds. The model is developed from theories and empirical works .To facilitates the analysis several statistical methods were used: For evaluation of risk beta and sigma and alpha, betas are used and different portfolio models used to evaluate the portfolio of the investment. Statistical techniques used. Port folio models are constructed with the help of using single index model.
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ANALYSIS AND INTERPRETATION:This chapter presents the result of the study which includes the risk, returns, risk free investment avenues, portfolio construction and the asset allocation mode. And risk return calculated by using alpha beta, standard deviation. And
Objective 1
Analyze the investment rends of NGOs in challenging environment
Present investment trends of Non government organisation are investing the funds in only bank deposits and RBI bonds. Reserve Bank of India and Security exchange board of India remove the restrictions of NGOs investment. NGOs need to generate the more funds for bear to their routinable daily expenses and their financial sustainability. Non Government Organisations (NGOs) do not view themselves as businesses. Philosophically, NGOs are established to meet social and economic needs and to fill the gaps in society by addressing the concerns of the disadvantaged. Some may argue that they have socio-economic agendas rather than strictly economic ones. Although this has changed somewhat in recent years, traditionally their objectives do not involve making a profit. Many well-meaning attempts have failed because commercial partners did not respect the philosophy of the NGO and/or its objectives and approach. Investments are made in accordance with provisions under section 11 of Income Tax Act 1961.Investments of all the funds are pooled together. Each Participating fund enters& with draws from the pool based on fund movement. Investments are stated at cost with accrued interest. before 2010 NGOs have the restriction for their investments , they have no opportunities to invest fund in stock or bonds mutual funds ,only they has to invest in Banks and RBI Bonds but now the scenario is changed , RBI and SEBI removed the restrictions on NGOs investments ,now NGOs can invest in any where.
PRESENT INVESTMENT TREND OF PRACHODANA

In investments are made in accordance with provisions under section 11 of Income Tax Act 1961.Investments of all the funds are pooled together. Each participating fund enters& with draws from the pool based on fund movement. Investments are stated at cost with accrued interest. FD track of the
Face value 1600000 1600000 220000 279490 2012435 2024947 5000000 5000000 1500000 2500000 509385 500000 500000 502402 5098137 5000000 5000000 5024023 5048160 1001567 1007794 1000000 1000000 1006266 813120 816809 817641 818473 823315 828187 Interest on Fd 157600 Interest TDS 16233 Credited to Account 141367 Matured 1600000 Balance 0 1600000 0 279490 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 828187 From 10/9/2008 10/19/2009 3/5/2007 3/5/2010 3/21/2009 5/6/2009 2/3/2009 5/5/2009 8/4/2009 4/9/2009 2/16/2009 5/18/2009 7/17/2009 9/1/2009 2/14/2009 5/16/2009 7/15/2009 8/31/2009 10/16/2009 To 10/19/2009 10/19/2010 3/5/2010 3/5/2013 5/5/2009 6/24/2009 5/4/2009 8/4/2009 9/18/2009 4/18/2009 5/17/2009 7/16/2009 9/1/2009 10/17/2009 5/15/2009 7/14/2009 8/30/2009 10/15/2009 11/30/2009 4/5/2009 5/19/2009 7/4/2009 9/16/2009 12/3/2009 1/17/2010 2/2/2010 2/16/2010 4/18/2010 6/17/2010 9/15/2010
67331 0 13949 9480 87260 68562 8034 4110 7937 4110 2678 2691 79440 41096 26781 26909 27039 6942 4970 6301 6986 13171 4099 924 924 5380 5413 10324
7841 0 1437 977 8988 7062 828 424 818 423 276 269 8182 4233 2758 2772 2704 715 512 649 720 1317 410 92 92 538 541 1032
59490 0 12512 8503 78272 61500 7206 3686 7119 3687 2402 2422 71258 36863 24023 24137 24335 6227 4458 5652 6266 11854 3689 832 832 4842 4872 9292
220000
2012435 2024947 5000000 5000000 1500000 2500000 509385 500000 500000 502402 5098137 5000000 5000000 5024023 5048160 1001567 1007794 1000000 1000000 1006266 813120 816809 817641 818473 823315
4/5/2009 5/20/2009 7/5/2009 9/17/2009 12/3/2009 1/17/2010 2/2/2010 2/17/2010 4/18/2010 6/17/2010
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5000000 5141610 5199295 7500000 2500000 2529451 2544420 2559477 2500000 2529451 2548162 2588057 2618544 2000000 2000000 2009074 2018189 2000000 2000000 2022439 2000000 2000000 2025892 2000000 2029590
157451 64094 64813 98168 32723 16632 16730 31906 32723 20790 20943 33875 13200 10082 10082 10128 25158 13151 24932 24932
15841 6409 6481 10111 3272 1663 1673 3191 3272 2079 2094 3388 1320 1008 1008 1013 2516 1315 2493 2493
141610 57685 58332 88057 29451 14969 15057 28715 29451 18711 18849 30487 11880 9074 9074 9115 22642 11836 22439 22439
5000000 5141610
0 0 5199295 0 0 0 0 2559477 0 0 2548162 0 0 0 0 0 2018189 0 0 22439
7/15/2009 1/15/2010 4/16/2009 7/15/2009 10/14/2009 1/13/2010 3/14/2010 5/13/2010 10/14/2009 1/13/2010 3/29/2010 10/14/2009 1/13/2010 12/16/2009 2/5/2010 3/18/2010 5/3/2010 12/16/2009 12/16/2009 3/17/2010
1/14/2010 4/15/2010 7/15/2010 10/14/2009 1/12/2010 3/14/2010 5/13/2010 8/12/2010 1/12/2010 3/29/2010 6/12/2010 1/12/2010 3/5/2010 2/5/2010 3/17/2010 5/3/2010 8/2/2010 3/5/2010 3/17/2010 6/15/2010
7500000 2500000 2529451 2544420 0 2500000 2529451 0 2588057 2618544 2000000 2000000 2009074 0 2000000 2000000 2000000
28768
2876
25892
2000000
12/16/2009 4/1/2010 12/16/2009 4/15/2010
3/31/2010 6/1/2010 4/15/2010 8/13/2010
32877 33363
3287 3336
29590 30027
2000000
0 2029590
(Source: Prachodana accounts book and FD track management book) Made investment of all the funds in RBI bonds and Bank deposits only, because of the government restriction. In 2010 restriction was removed by RBI and SEB, now NGOs are searching for invest the funds in financial risk free area, because RBI. NGOs need to invest funds in risk free assets because they achieving financial sustainability through generating income, so now NGOs are looking most liquid and marketable risk free assets to invest the funds. Calculations of accrued interest Calculations for 10 years
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Days since last interest payment Accrued interest = --------------------------------------- -- * interest amount semiannual Days between the last and next coupon paymen
Accrued interest for 10000 face value of Canara bank deposit (FD) Interest rate 8.30% Number of year 5 maturity date at 20/03/ 2015 = 8%*6.463 +.681*14148 =9686.43 =9686.43+8 = 9694.43 INVESTMENT OBJECTIVE
An investment objective will typically not be completed by the investor until he or she has decided to use the services of the asset manager because this information is highly sensitive and is kept confidential. Portfolio managers will use the information obtained in an investment objective form to help create a customized portfolio within the client's risk profile. This form will be kept current as the client's goals change over the years, with new information being implemented into the client's portfolio and/or retirement plan. RISK AND RETURN
MEASURING THE RISK AND RETURN FOR ICICI PRUDENTIAL INFRASTRUCURE FUND (EQUITY SCHEMES)
Table showing the return of ICICI PRU Infrastructure Fund for 3 years
Year 1st Year Returns 4.82%
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2nd Year 3rd Year
-0.86% 17.79%
(Source: annual planner ICICI prudential )
Calculation for Standard Deviation and Co efficient of variation Year 1st Year 2nd Year 3rd Year Returns 4.82% -0.86% 17.79% 21.75 (Source: iciciyear planner MF ) Mean = 21.75 3 = Standard Deviation = 7.25 182.7686 3 = 7.80 Co efficient of Variation = = 7.25 7.80 100 Deviation -2.43 -8.11 10.54 (Deviation )2 5.9049 65.7721 111.0916 182.7686
= 107.58 Table showing the return of UTI Infrastructure fund for 3 years.
Year 1st Year 2nd Year 3rd Year
Returns 15.66% -1.45% 16.58% 30.79
Deviation 5.4 -11.71 6.32
(Deviation )2 29.16 137.12 39.94 206.22
(Source: UTI fund management 2011-21)
Mean
30.79 3
= 10.26
Standard Deviation
206.22 3 = 8.29
Co- efficient of Variation
8.29 10.26
100
= 80.79
INTERPRETATION: Infrastructure fund of ICICI Pru is a higher risk as its co-efficient of variation is
higher. The return also high but the risk is very high ,present performance may are may not be sustain in the future.
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2) Formulating the investment plan& establishing the portfolio strategy INVESTMENT AVENUES
MUTUAL FUNDS
NGOs can invest funds in mutual fund schemes. LICMF LIQUID FUND (an open ended Liquid scheme) money market and other Liquid mutual fund schemes LICMF LIQUID FUND Port folio as on 31/01/2011 Bonds /debenture Jsw steel Commercial paper Reliance capital Certificate of deposits Central bank of India Bank of Maharashtra UCO Bank Vijaya bank PR1+ P1+ P1+ P1+ 14.28 9.46 9.13 8.31 P1+ 0.00 Rating PR1+ %to net assets 5.25
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Oriental bank of commerce Andhra bank IDBI Union bank of India Canara bank Allahabad bank State bank of Travancore Dena bank Stat bank of Hyderabad Punjab national bank SBI Bank deposits Cash n call current assets and recivables
P1+ PR1+ P1+ P1+ P1+ A1+ P1+ P1+ A1+ PR1+ P1+
8.28 5.26 4.70 4.19 4.17 4.17 3.31 3.14 1.10 1.05 1.05
13.15
(Source: ICICI prudential year planner 2011-12) AAA,AA+P1+0R Equivalent Money market instruments 86.85 13.15
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Expense ratio
Mony morket and others AAA,AA+P1+0R Equivilent
UTI MONEY MARKET FUND:

FUND PERFORMANCE YEAR 1 2 3 4 5 RETURN (X) 4.92 4.98 6.34 6.50 6.69 29.43 DEVIATION -0.97 -0.91 0.45 0.61 0.80 DEVIATION2 0.94 0.83 0.20 0.37 0.64 2.90
( Source: UTI performance analyst ) Mean is 5.89 Sum of X ----------------------- = Number of years
29.43 --------------------= 5.89 5

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S.D =
2.90 `5
S.D= 0.34 Annualised returns may or may not be sustain in future
Asset allocation Asset

CDs/CPs Deposits NCA
Proportion
93.75 5.94 0.31
(Source: government bonds ICICI planner )
100 90 80 70 60 50 40 30 20 10 0
3-D Column 1
CD/CPS
DPOSIT
NCA
INTER PRETATION: THE UTI money market fund is positioned as a low risk, low volatility fund which aims at offering reasonable returns to investors looking to park short term surpluses. The fund attaches importance low credit risk, portfolio diversification and stability of returns. The level of risk is low because its standard deviation is less.
UTI SHORT TERM INCOME FUND

PERFORMANCE OF THE FUND PERIOD/YEAR 1 2 3 4 5 (Source: performance analyst UTI) CALUCULATION OF SD FOR MEASURING RISK PERIOD/YEAR 1 2 3 4 5 RETURN 5.32 6.50 7.74 7.50 7.78 27.35 (Source: performance analyst UTI) 27.35 Mean =-------------------= 5.47 5 S.D =15.68 5 S.D = 0.7919 DEVIATION x-x (5.47) -0.15 1.03 2.27 2.03 2.31 DEIATION2 0.023 1.06 5.12 4.12 5.36 15.68 RETURN 5.32 6.50 7.74 7.50 7.78
Asset Allocation in UTI Short Term Fund Proportionate of Asset Mix. The proportion of asset allocation shows in the following table
Asset / instrument CPs/CDs FRBs NCDs Govt securities
Percentage % 51.69 7.95 36.54 3.82
(Source: performance analyst UTI)
60 50 40 30 20 10 0 CP/CD FRBs NCDs Govt securities 3-D Column 1
FIGURE 2: Annualised return may are may not sustain in the future the level of risk associated with the UTI Short term Fund is very low, Standard deviation is 0.7919,liquidity of the fund is high ,it helps to generate the reasonable return with low risk along with high liquidity. Port folio of money market instruments and high quality debt.
LICMF INCOME PLUS FUND
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Standard deviation for measuring the level of risk

year 1 2 3 4 5 Return 5.65 6 7.04 7.10 7.30
Source: (Source: lic mutual fund performance analyst)
Year 1 2 3 4 5
Return 5.65 6 7.04 7.10 7.30 33.09
Deviation 6.610 -0.968 -0.610 0.43 0.49 0.69 2.21
Deiation2 0.94 0.37 0.18 0.24 0.48
Source: Calculation of mean and standard deviation MEAN 33.09 Mean = 5 S.D 2.21 5 S.D = 0.297
Standard deviation for LICMF INCOME PLUS FUND is 0.297
PROPORTION OF ASSET MIX:

Assets Bonds/ debentures Certificate deposits Cash and current assets

(Source:
Proportion 76.77 1.396 21.87
icici performance comparative catalogue)
80 70 60 50 40 30 20 10 0 Bonds CDs cash n asset East West North
Figure
LICMF INCOME PLUS FUND has very low risk its standard deviation is
0.297 and the rate of return is also moderate, liquidity of the fund is high and the most important aspect is the credit risk is low its asset under is management is 3632.40 cr.
LIC BOND FUND:

PERFORMANCE OF LICMF BOND FUND YEAR 1 2 3 RETURN% 4.99 6.25 8.00
Source: (Source: performance analyst LIC MF ) Standard deviation
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Year
1 2 3 Total
return 4.99 6.25 8.00 19.24
Deviation 6.413
-1.423 -0.163 1.587 Total
Deviation 2
2.02 0.026 2.52 4.566
Source: (Source: performance analyst UTI) Mean 19.24 M= 3 M= 6.4133
Standard Deviation S.D = 4.566 3 0.712
ASSET MIX
Asset Debt Certificate of Deposit Commercial paper/Bank deposit Cash N current assets (money market) Proportion 44.46 3.93 47.04 4.57
Source: (Source: performance analyst UTI and govt bond and MFs)
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50 45 40 35 30 25 20 15 10 5 0
East West North Debt Bank deposit
Figure LIC BOND FUND
LICMF BOND FUND has very low risk its standard deviation and the rate of return is also moderate, liquidity of the fund is high and the most important aspect is the credit risk is low.
Investment Avenues
Public sector provident fund 8.0 % interest rate per annum and the income tax exempt under section .80C Post office time deposit interest rate is 6.25% -7.5 %tax exempt under section 80L Bank deposits 10.50% interest rate available in karur vysya Bank 6years monthly income scheme 8.0%interest rate payable monthly and the tax exemption under section 80L NSC VIII issue 8.0% tax exempt under section 80 C
Financial model for NGOs investment

Financial assets
physical assets
becomes
Funds
marketable securities Cash Bank deposits LIC schemesNew issues Post office Bank certificates And deposits NSS ceriticates
NGOs
Debt market Govt bonds and securities M.F schemes
Money Gold market instruments Silver AndAnd other other metals
SUMMARY:
The primary objective of investment management is to secure a reasonable return on funds invested in assets other than loans while avoiding undue risk. This is accomplished by establishing parameters on investment quality, term to maturity and rate of return, and where investments are risk bearing, investment diversification. Investments are defined, for purposes of sound business and financial practices, to be assets of a credit union other than its loans, and other than its liquid assets held for operating liquidity needs. reviewed in this chapter: Financial instruments (debt and equity) Real estate (not including mortgages) Capital assets Investment in subsidiaries There are four broad categories of investments
In making investments decisions, a credit union must comply with the conditions and restrictions of the Act and Regulations, and in its investment policy NGOs arem made all their investments in government FDs and banks and this above study specifies that the NGOs can invest their funds in other mutual funds and other government and the private traditional plans. The above study clears that investment in Private mutual fund leads organisation to gain higher returns and it helps them to invest and utilize that fund in different well fare activities of the organisation and the investment avenues and the NGOs investment model evidenced that NGOs can invest the funds anywhere and gain returns,it provides clear picture of the investment opportunities , risk return level in that opportunities as well.
FINDINGS :KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE Page 75
This chapter summaries the major findings and suggestion as detailed bellow. NGOs facing the problem of financial sustainability RBI and SEBI remove the restriction of NGOs Investment NGOs facing the problem of lack financial expertise NGOs looking to invest funds in different sector in present financial market The very existence of a nonprofit investment fund poses a number of difficult questions that the institutions policy makers must continually reconsider. Presently NGOs invest funs in only Banks and RBI bonds only. NGOs need the government support for the funding and the activities Equity plans are very high risky Some Banks are providing high interest rate up to 10.25 ,10.50 ,9.5, 9,8.75% Etc Liquid mutual fund plans are very feasible the risk level is low and it helps to generate the moderate healthy return with low credit risk NGOs are suffering from the political pressures NGOs Fail to adopt the financial aspects in their operations They striving for the healthy development of the society. NGOs are using the old financial management techniques their adoption The cost of operation is increasing unnecessarily due to the Inefficient fund management The big problem is the rising the funds and allocated the rised funds in financial assets and financial instruments. NGOs facing fund rising problems.
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SUGGESTIONS:
LICMF bond fund gives good return along with the tax benefits and the lower credit risk ICICI prudential and all equity oriented funds have high standard deviation and co-efficient this instruments are very risky UTI open ended debt schemes have low risk and good returns The risk and return of the investment is based on past performance it may or may not sustain in the future. Ngo s are tie up with partners and the companies to attain goals NGOs striving to achieve financial sustainability through giving their lands to farmers for rent etc NSCVIII issues have the good returns and the tax exemption. NGOs can adopt the financial management models for their acconts and financial aspects Cost controlling techniques can be used for achieving operational excellence. Cost control is necessary and the effective utilization of the funds are required the organizations. Qualified professionals are required in the field of finance and accounts for the proper utiliastion of the fund and allocations of the funds There are many options are ther to the NGOs to invest their Savings and Gain return from it and also achieving Financial stability.
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CONCLUSSION:Investment management is considered by some to be a science while others consider it an art. Of course, the remainder considers it both a science and an art. Academia has much fascination for the subject and has addressed investment management and its many parts from various points of view; and published thousands of books over the years. Others more enterprising have started providing ebooks as well. Despite this abundance of books it is but a few writer and authors who may be considered authority on the subject matter; the remaining authors would find their rightful place with regard to the specific aspect of investment management they may choose to address. For an investment to be acceptable to a firms financial management it must provide a positive answer to the question Will the acquisition of this asset increase the value of the organization or owners equity? If the investment meets this requirement, then by definition the present value of the investment exceeds its cost. Conversely, in order for a firms (organizations) management to choose only those investments which meet this maximization of equity value criterion, they must choose only those investments whose present value to the owners exceeds the cost of investment. However to determine the capitalized value of an asset the firms financial management must be able to estimate the cash flows. I can conclude that from the above study is the NGOs are facing the problem of asset allocation the fund management. They fail to allocate the funds and proper utilisation of fund as well. Qand the NGO sare investing in only the Bank FDs and the RDs it Leads them to Low Returns , So they have adopt the financial model and the invest their savings in guaranteed investment schemes like LICLIQUIDMUTUAL FUND and the othe Companies tradition oriented plans,. From the above detailed study I can conclude that the NGOs investment management is very essential because all the NGOs are striving for the community development and the society development with using the funds from the different sources and they are invested the funds in the different financial instruments for earn
return and they invested that earnings in the different activities that involved in the well fare of the society increase the literacy level in the society. There are many financial instruments are there to invest funds but the NGOs are presently invested in the banks and government bonds only it leads them to the lower return for the longer term . The investment model suggests NGOs to invest funds in the different investment avenues for gaining the more returns. The above calculation parts shows the risk level and the returns level of the different funds and the avenues to invest the funds. Risk and return was calculated with the help of CO- efficient , mean , and the standard deviation.
Page 79
BIBLIOGRAPHY:-
bdel-Kader, M. G. and D. Dugdale. 1998. Investment in advanced manufacturing technology: A study of practice in large U.K. companies. Management Accounting Research (September): 261-284.
Accola, W. L. 1994. Assessing risk and uncertainty in new technology investments. Accounting Horizons (September): 19-35. Ackerman, R. W. 1970. Influence of integration and diversity on the investment process. Administrative Science Quarterly 15(3): 341-351. (JSTOR link). Adamany, H. G. and F. A. J. Gonsalves. 1994. Life cycle management: An integrated approach to managing investments, Journal of Cost Management (Summer): 35-48. (Summary). Al-Ajmi, J., N. Al-Saleh and H. A. Hussain. 2011. Investment appraisal practices: A comparative study of conventional and Islamic financial institutions. Advances in Accounting: Incorporating Advances in International Accounting 27(1): 111-124.
www.prachodana.com www.google.com www.ngos.com
Page 80
ANNEXURES:
Page 81
financial Particulars 2010-2011 Amount (Rs)
Year 2011-2012 Amount (Rs)
I Registration Details Organisation registered under The Karnataka Societies Registration Act 1960 Foreign Contribution Regulation Act 1976 12A of the Income-tax Act,1961 II Position of Mobilization and 1063863 15,393,3 5,749,55 83,4510 40,439,1 3,636,03 1051763 132820 935349 812683 364265 101170 23,837,45 151,366,7 127,5292 25,113,78 152,925,7 127,8119
Deployment of Funds Total Liabilities Total Assets Total Funds sources of funds Restricted funds Designated funds General funds Application of funds Fixed assets and working capital in progress Investments Net assets 1507 33 573006 318036 260063 942734 195112
III Activity performance income General contribution Income services Interest received-total Earmarked Funds Others Total A Expenditure Development support Institution based services 10569805 3238037 1811373 5399302 10860900 1499353
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882916 and support 77155
601860 144327
from
activities
2429326 4610112
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Introduction:-: A Study On Investment Management in Ngo'S"At Prachodana Hassan

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A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

2. INVESTMENT MANAGEMENT IN NGO:KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE Page 21

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

The Investment Process

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

Figure 1 summarized investment process

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

(Source: investment management process by punithavathi)

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

3.1 Indias NGOs Profile (HISTORY OF INDIAN NGOs)

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

The Root Causes

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

Purpose of the Workshop

KARNATAKA STATE OPEN UNIVERSITY MANASAGANGOTHRI MYSORE

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

Objectives of the organization

A STUDY ON INVESTMENT MANAGEMENT IN NGOSAT PRACHODANA HASSAN

3.3 VISION AND MISSION OF THE QUALITY POLICY:Vision

Developing a Vision Statement