janaagraha q2 report

Janaagraha Centre for Citizenship and Democracy

quarterly report

2010

Greetings from Janaagraha!

It gives us great pleasure to present to you the Janaagraha Quarter 2 Report. This document will take you through the Janaagraha Balanced Score Card, program highlights and the quarter financials.

The Balanced Score Card is a strategic management tool which is characterised by a mix of financial and non financial measures that are used to define targets. This assumes particular importance for Janaagraha as it deepens the process of measurement to aspects which do not relate only to financial metrics or profitability.

Each program at Janaagraha follows its own Balanced Score Card which is closely linked to the institutional one. You will see in the following pages some of the programmatic highlights for this quarter.

As an organisation committed to the values of transpar-ency and accountability, we have also put forward our financial statements for the period from July 2010- Sept 2010.

This report is an attempt to inform you of our activities and seek your advice and feedback. We are always open to suggestions and we look forward to hearing from you!

Warm Regards,Disha Barve

Communications [email protected]

Institutional Objective Strategic Theme Key Performance Indicator Unit Q2 10-11 Q2-Actuals FY 10-11

Make a measurable difference to quality of citizenship

Empower citizens using a net-plus-roots approach

No. of people registered as users on iJ platform

Num 5000 NA 25000

Make a measurable difference in the quality of Citizenship

Empower citizens using a net-plus-roots approach

% Readiness of Citizenship Index for Bangalore (CI)

% 20% 20% 100%

Make a measurable difference to quality of citizenship

Harness the spirit of voluntarism

Percentage of volunteer effort: voln person hrs / total person hrs

% 50% 50% 50%

Measurable change in Quality of Infrastructure and Services

Use Indices as simple tools to focus public opinion

% readiness of urban governance index

% 50% 30% 100.00%



Change in WISA score - overall city

% 5%


Improve government responsiveness and accountability

% completion of action items to include REED based reforms in union govt initiatives

% 20.00%



Change in WISA score - focus wards

% 10.00%

Make a measurable difference in the quality of Citizenship/Measurable change in Quality of Infrastructure and Services

Energize the ecosystem

Share of predefined "ecosystem stakeholders" who consider urban as one of India's key issues

%

50.00%


Energize the ecosystem

Share of predefined "ecosystem stakeholders" who consider Janaagraha as a thought leader in urban participation and urban solutions

%

50% 50%

100.00%


Muster the talent and resources required to scale and succeed

Overall structural adequacy % 79% 62%

100.00%


Muster the talent and resources required to scale and succeed

Overall financial adequacy % 100% 100% 100%

Institutional Objective Strategic Theme Key Performance Indicator Unit Q2 10-11 Q2-Actuals FY 10-11

Balanced Score Card

Mission

Jaagte Raho! inspires values of active citizenship in urban India by bringing out the citizens to vote in local, state and union elections; and by promoting par-ticipation in neighbourhood areas. It is a non-partisan campaign by Janaagraha Centre for Citizenship & Democracy.

The vision of Jaagte Raho! is improvement in the quality of political leadership, and ultimately the system of urban governance in India.

Janaagraha believes that there is great desire among urban citizens today, especially youth, to participate actively in various causes and play their roles in improv-ing Indian democracy. But what is missing is a platform that can bring together and effectively channel all these energies in a manner that creates a tangible impact. Jaagte Raho! hopes to provide such a platform.

Quarter highlights

The quarter started off on a historic note with the signing of an MoU between Janaagraha and the Election Commission of India (ECI). The MoU, titled B.E.S.T. – Bengaluru Electoral Systems Transformation, is the result of persistent and enduring advocacy efforts of the Jaagte Raho! programme with the ECI.

The objectives of project B.E.S.T. are -1) Achieve 100% accuracy in the voter list2 Maintain a clean voter list on an on-going basis

In keeping with the terms of the MoU, B.E.S.T. will be piloted in the Assembly Constituency of Shanthi Nagar, Bangalore for a period of six months. The project already in its second month has attained a brisk pace.

The 3 critical steps to the success of B.E.S.T. are Mobilisation, Training and Engagement. The hard work that goes into each of these steps has to be seen to be believed.

Mobilisation - The Field Associates (FA) carry street maps, go house to house and motivate people to sign up.

Training - The Outreach team along with the FAs, draws up a training schedule and conducts exhaustive sessions for all those interested.

Engagement - The newly inducted Area Voter Mitras (AVM) or citizen volunteers are then hand held through meetings and phone calls till they are well on their way to being active participants in making history!

Advisors to the B.E.S.T. Project - Mr. Naresh Gupta, ex-Chief Electoral Officer of Tamil Nadu is formally involved with Janaagraha as the Principal Advisor to provide guidance for the B.E.S.T. project. Co-ordination committee meetings with the Chief Electoral Officer in Karnataka are held regularly to update on the project as well as seek interventions wherever required.

Impact

In Q2, over 25 days in the month of September, 228 AVMs have been mobilised and 70 AVMs have been trained.

The 3 critical steps to the success of B.E.S.T. are Mobilisation, Training and Engagement.jaagte

raho

Sep 5, 2010

Ramesh and Swati Ramanathan with the Jaagte Raho! Team Contact | Uthara Narayanan, Programme Manager - B.E.S.T , [email protected]

IpaidABribe.com is Janaagraha’s unique initiative to tackle corruption by harness-ing the collective energy of citizens. Citi-zens can report on the nature, number, pattern, types, location, frequency and values of actual corrupt acts on this website. The reports will, perhaps for the first time, provide a snapshot of bribes occurring across your city. I Paid a Bribe (IPaB) will use them to argue for improving governance systems and procedures, tightening law enforcement and regulation and thereby reduce the scope for corruption in obtaining services from the government.

Citizens can register any recent or old bribes that they have paid. Also, they are urged to share experiences where they have resisted a demand for a bribe, or did not have to pay a bribe, because of a new procedure or an honest official who helped you. Since IPaB believes in systemic change, and not in targeting individuals, it guards the privacy of citizens who report their stories as well as those of the government officials.

Quarter highlights

Since its launch on August 15, 2010, this quarter has been a roller coaster ride for the IPaB team. IPaB held its first press conference on September 23, 2010 at the Press Club in Bangalore. Attended by 41 media houses, the venue came alive as Raghu and Swati revealed the initiative to the media.

The media was taken through the website, its activities and features such as ‘Bribe Patterns’, ‘Ask Raghu’ and ‘IPaB Impact’.

The primary objective of I Paid a Bribe (IPaB), to uncover the market price of corruption, has been well received with the website registering -

1339 I paid a bribe reports

30 I didn’t pay a bribe reports

61 I didn’t have to pay a bribe reports

278 Ask Raghu queries

Impact

In a positive step towards tackling corruption, Mr. Bhaskar Rao, Transport Commissioner requested I Paid a Bribe to give him a list of complaints registered against his department. In his capacity, he has issued 20 show-cause notices to senior officers based on the location of bribe paid.

Speaking at the occasion Swati said, “ IPaB is an Exchange Mandi where market prices are shared - market price of bribes i.e., - where, how much, whom. A visit to IPaB is like a confessional in a church, for the bribe giver and even to the bribe taker.”

I Paid a Bribe

Sep 23, 2010, Press Club, BangaloreSwati Ramanathan and T.R. Raghunandan at the Press Conference Contact | Awanti Bele, Operations Manager [email protected]

Mission

Bala Janaagraha is a uniquely designed citizenship education programme for children with the aim to:

• Develop good citizenship values in school children and nurture them to be responsible citizens• Develop knowledge and skills in school children and mould them to be informed citizens• Develop the idea of service and spirit of volunteerism in school children and guide them to be active citizens

Overview

The BJ programme is run annually from June through December and uses interactive classroom sessions and project work to help children discover the rights and responsibilities of a citizen in a democracy; to instill knowledge, values and skills essential to engineer a deep sense of ownership, accountability and love for the society they are a part of.

Three segments Of BJ Program are:

1) Classroom Sessions from July - November: To develop knowledge and citizenship values in children

2) Civic Project from December -January: To nurture responsibility and sensitise children to important civic issues

3) Civic Fest from January end - early February: To provide children with a platform to present their work and views and to recognise their efforts

Quarter highlights

The previous quarter was bustling with numerous activities for Bala Janaagraha (BJ) programme. The BJ team not only saw renewed commitment from 20 schools it had collaborated with in the previous years, but also saw 32 new schools extend their support.A bright and colourful activity book has been devel-oped. This is being made available to each of the 3,900 students in our 52 partner schools.

Since its inception, BJ sessions have been delivered and administered in the schools with the help of volunteers - either from the school staff or from corporate institutions. However, this model posed formidable challenges in terms of monitoring quality and continuity of sessions delivered in schools and regularity of feedback from the schools. To overcome this challenge, BJ implemented a new ‘Bala Janaa-graha Facilitator’ model for schools. Here each facilitator coordinates, teaches, and manages the program in a group of 10 schools.

The BJ programme is run annually from June through December and uses interactive classroom sessions and project work to help children discover the rights and responsibilities of a citizen in a democracy; to instill knowledge, values and skills essential to engineer a deep sense of ownership, accountability and love for the society they are a part of.

Bala Janaagraha

Aurobindo school, Bangalore

Volunteer Kamal with students of Aurobindo School Contact | Bandana Agarwal, Programme Co-ordinator [email protected]

Mission

Ward Infrastructure & Services Assessment (WISA) programme is a unique initiative to assess quality of life in urban areas.

WISA analyses various wards by its quality of infrastruc-ture and rates them on scale of 0 - 10 (0 being the least and 10 being the best), to give residents and municipali-ties an easy indicator on how their respective wards measure up against standard benchmarks set by the government. The project looks at services like water supply, electricity, public health, public safety, civic amenities, transport and environment to arrive at a rating. This data provides valuable information to urban planners and decision makers to streamline delivery of goods and services. It also facilitates direct accountabil-ity of local administration and elected representatives to the urban citizens.

Each of the service categories are divided into two sets of indicators -

1) Service indicators - Measure the outcomes of public goods delivery (e.g. Speed of travel, Quality of roads, etc.) as perceived by citizens.

2) Infrastructure indicators - Measure the means to achieving those outcomes (e.g. Percentage of roads paved, accessibility to public transport etc.).

A total of 18 service indicators and 30 infrastructure indicators will be periodically tracked for all the wards of Bangalore through WISA.

Quarter highlights

The data collection exercise for WISA began at towards the end of December 2009 and was completed on the August 15, 2010. This marked the culmination of more than 3 years of hard work on the programme starting with the conceptualisation of the project, followed by research on the assessment methodologies and limited scale pilots of the program.

• Over the past quarter WISA completed the first iteration of data collection and analysis for the entire city of Bangalore.

• Following the partnership with Times of India, WISA is all set to launch the full scale roll out of the program for the city of Bangalore.

WISA analyses various wards by its quality of infrastructure and rates them on scale of 0 - 10 (0 being the least and 10 being the best), to give residents and municipalities an easy indicator on how their respective wards mea-sure up against stan-dard benchmarks set by the government.

Ward Infrastructure Services Assessment

Contact | Gautham Ravichander, Programme Co-ordinator [email protected]

The Challenge

1. The Constitution of India mandates the devolution of a number of key government powers and responsibili-ties to the local level.

2. However, the actual decentralization of power to locally accountable governments and agencies has been slow.

3. This is partly due to structural constraints that are the legacy of a heavily centralized government, but it is also due to political resistance by State governments and agencies.

4. These problems are compounded by the fact that decentralization law is still an esoteric subject, even to many judges and lawyers, and its implications for governance issues can be difficult to perceive.

Online Repository of Decentralization Case Law (ORDCL)

Janaagraha is putting together an Online Repository of Decentralization Case Law (ORDCL) as an advocacy tool with the objective -

1. to bring decentralisation law into the public consciousness;

2. assist legal and non-legal advocacy;

3. support informed judicial and administrative decision making and

4. promote structural change.

We envision a searchable database, accessible both via a dedicated web space containing commentary and analysis, and via the citizen engagement portal, www.ijanaagraha.org

The programme works towards defining, advocating and implementing models and solutions within the different levels of government, to improve public governance systems as defined by the REED framework.

Advocacy

The Advocacy programme in Janaagraha is a core function in achieving its vision of changing urban quality of life by improv-ing urban governance. The programme works towards defining, advocating and implementing models and solutions within the different levels of government, to improve public governance systems as defined by the REED framework.

The major areas of enquiry of J-ARP include socio-political, economic, legal and urban governance aspects of Indian urbanisation. Academic rigour is brought into research questions framing, methodology design, and reporting, through key collaborations with prominent academic institutions.

In Q2, J-ARP concluded a city-wide study in the socio-political area of urban research - a study to understand citizen engagement with the election machinery in terms of voter registration and voter turn-out, etc. The study also makes recommendations for practical electoral reforms. Results of the study are soon to be published. Q2 also witnessed the beginning of prepara-tions for J-ARP’s flagship study, to understand baseline levels of civic engagement and civic literacy, through a Citizenship Index for Bangalore, both at a ward-level, and at a city-level.

Q2 also ushered in the planning of a large-scale research urban conference to be held 2011 in collabo-ration with the South Asia Studies centre at Yale University. The conference will engage all stakehold-ers both nationally and internationally, including governmental organizations, policy think tanks, academics and civil societies, and will be a forum for sustained deliberation and exchange on a wide range of research topics concerning urban India.

On the operational front, some major milestones in the previous quarter include the conclusion of a nine-month process of instituting a Balanced Score Card to measure performance of J-ARP. Processes put in motion in Q2 will prove fruitful over the next few quarters.

The major areas of enquiry of J-ARP include socio-political, economic, legal and urban governance aspects of Indian urbanisation

Research

The Janaagraha Applied Research Program (J-ARP) is a core programme of Janaagraha which engages in action-oriented research activities to further Janaagraha’s advocacy and grassroots objectives. Two main objectives of the programme include -

1) Conducting research studies for aca-demic journal publication

2) Bringing together various urban research stakeholders, to promote awareness of the need for increased and sustained urban research in India

INSPIRE

INSPIRE - Integrated Spatial Planning Including a Regional Emphasis - is a project under IUSF that is working on developing national level spatial planning guidelines for urban areas that can be used by state governments for preparing, implementing and enforc-ing master plans in urban areas. The project will provide policy guidelines to implement plans from paper to the ground and integrate development plans with spatial planning. INSPIRE advocates to make Master Plans the key tool for planning Indian cities with a larger regional perspective.

Quarter highlights

1) The Working Group (WG) for Project INSPIRE was constituted and approved by Mr. Navin Kumar, Secre-tary, Ministry of Urban Development (MoUD)2) INSPIRE held meetings with the Joint Secretary, MoUD and discussed the modalities of a proposed law as well as the modalities of the institutions and processes that would be required and the mandate for the working group.3) INSPIRE team has placed requests to the Principal Secretaries, Urban Development of all the States and Union Territories asking for information on - master plan, spatial plan, plans relating to traffic & transporta-tion, heritage, housing, etc.4) INSPIRE has now collected city-wise census data (1991 and 2001) , GIS data

PLATINUM

CHALLENGE: The absence of secure land titles in India is one of the biggest gaps impacting planned and equitable growth of our cities and towns.

Project PLATINUM - Partnership for Land Title Implementation in Urban Management - is a project hosted by IUSF which works on preparing national level guidelines for implementing a guaranteed land title system in India.

The guidelines will provide recommendations for creating a robust land title and management system by way of:1) Detailed process mapping for easy transition to a new system2) Appropriate survey and GIS technology3) Creating a framework law that will define legal and institutional structure for a Land Titling Authority to come into place which will be responsible for guaran-teed land titles

Quarter highlights

1) The Working Group (WG) for Project PLATINUM was constituted and approved by Mr Navin Kumar, Secretary, Ministry of Urban Development2) PLATINUM team held meetings with the Joint Secretary, MoUD over the modalities of the proposed law as well as the modalities of the institutions and processes that would be required3) PLATINUM made changes to Department of Land Resource’s Model law and compared it with Rajast-han Ordinance and Andhra Pradesh’s draft law on Guaranteed Land Title. IUSF also modified the law to make it applicable to urban areas4) Survey and GIS sub-working group met up at IUSF, Bangalore office on September 22, 2010, where the experts discussed the survey and GIS methodology for implementing Urban Land Title system. The knowledge generated from this meeting was combined with extensive research to create survey and GIS methodology guidelines for Urban Land Titles

India Urban Space started as a platform for advocating a spatial focus for planning, and issues related to environment, infrastructure creation, service provision, poverty alleviation and urban governance.

India Urban Space Foundation shaping vibrant cities

India Urban Space Foundation

About IUSF

India Urban Space Foundation is Janaagraha’s partner programme which aims to make urban and spatial planning the centre of urban transformation in India and through it, lead the economic, political and social change.

India Urban Space started as a platform for advocating a spatial focus for planning, and issues related to environment, infrastructure creation, service provision, poverty alleviation and urban governance. It now has grown into an organisation which is actively helping achieve this objective through pilot projects and larger partnerships amongst wider set of stakeholders including market players.

Bangalore City Connect Foundation (BCCF) is a platform that unites urban stakeholders - corporate institutions, civic groups, community organisations and volunteers to collectively engage with the government on urban issues. BCCF adds value at three levels, viz., strategic inputs, project inputs and implementation inputs, while working with government agencies responsible for urban infrastructure.

Quarter highlights

The BCCF Governing Board members met with the Mr. S. V. Ranganath, Chief Secretary, Govt. of Karnataka, on August 11, 2010 to further BCCF’s collaboration with government bodies. The BCCF team expressed its keenness in collaborating with the government on a list of projects. The list includes the Urban Road Design (URD) manual which will have detailed specifications for the design and development of various types of roads - arterial roads, sub arterial roads, collector roads and local roads, pedestrian pavements, cycle tracks, utilities management, etc.

The Chief Secretary, extending his support to the URD manual, directed the Commissioner of Directorate of Urban Land Transport to convene a meeting on Septem-ber 8, 2010. In this meeting, sub-committees were formed to work on various urban land infrastructures such as Road Hierarchy, Junctions and Pedestrian standards.

Following a presentation made to the members of Indian Institute of Interior Decorators (IIID) on August 19, 2010, the IIID has joined hands with BCCF in designing a skywalk.

Impact

BCCF has a huge hand in reducing traffic congestion in Bangalore. Some of the projects where significant changes were brought about by the BCCF are -1) Bus interchange for Big-10 buses at Central Silk Board junction was designed and submitted to Bangalore Metropolitan Transport Corporation (BMTC) and Bruhat Bengaluru Mahanagara Palike (BBMP). The design has found approval from both the agencies and the implementation is underway. (Refer image 1)

2) The footpath opposite the Central Silk Board Training Institute has been improved to make it pedestrian-friendly (Refer image 2)

3) At the Tumkur road intersection of the Outer Ring road, three different agencies namely BMRCL, NHAI, BDA and BBMP are presently implementing their respective projects. Having identified that this could lead to potential conflicts in terms of traffic manage-ment, BCCF used 3D modelled designs to come up with a novel solution to avoid the same. Following this, DULT convened a meeting where for the first time, the agencies – BDA, BBMP, BMRCL, BTP, DULT and consultants, discussed their individual plans with each other. BDA even agreed to consider BCCF’s suggestions before the implementation.

BCCF has a huge hand in reducing trafficcongestion in Bangalore.

Bangalore City Connect Foundation

Big-10 Bus interchange at Central Silk Board


After

Before During

Execution on HSR Layout Road side

BCCF’s Depiction of post-construction of all projects at Tumkur Road - ORR Junction


Before

Footpath opp. To Central Silk Board Training Institute

BCCF’s Suggestion of Loops (for turning traffic)

After

Sunlight FoundationThe Sunlight Foundation is a non-profit, nonpartisan organiza-tion that uses the power of the Internet to catalyse greater government openness and transparency, and provides new tools and resources for media and citizens, alike.

The Janaagraha team had an enlightening Skype session with the Sunlight Foundation Co-founder Ellen Miller and her team to understand how we could share our experiences and use our knowledge to empower each other.

sharing best practices

The Clore Leadership Programme is an initiative of the Clore Duffield Founda-tion which aims to strengthen leader-ship across a wide range of cultural activities. This includes the visual and performing arts, film, heritage, muse-ums, libraries and archives, creative industries and cultural policy and administration.

The Company Theatre invited 5 of the Clore Fellows to visit India and meet Janaagraha and some others around the country to see how these unique organi-sations function and flourish in an international perspective.

The participants were - Swati Ramana-than (Co-founder Janaagraha), Sapna Karim (HR, Janaagraha), Disha Barve (Communications, Janaagraha), Atul Kumar (Artistic Director, The Company Theatre), Kathy Cremin, Gill Hart, Richard Hawley, Michelle Knight, Jasmine Wilson (Clore Fellows)

Clore Leadership Theatre group visit

press

Deccan Herald, 24th sep 2010, Bangalore

Times of India, 6th sep 2010, Bangalore

Business Standard, 2nd oct 2010, Bangalore

Omidyar Network announced a grant of up to $3M to Janaagraha. The philan-thropic investment firm’s grant will be used to extend Janaagraha’s model of citizen engagement and urban gover-nance to other urban areas in India. The grant will also support Janaagraha’s national online civic-engagement plat-form, iJanaagraha, and the anti-corruption initiative, I Paid a Bribe.

“Through engagement and empowerment of local stakeholders, Janaagraha is tackling the failures of urban governance while building a spirit of civic volunteerism. Together, citizens and local government are leaning on one another to improve service delivery, address corruption and build a sustainable civic structure for the future,” commented Ramesh Ramanathan. “Omidyar Network’s support and belief in the scalability of our accomplishments in Bangalore and promise of iJanaagraha are gratifying validations of our efforts and vision for urban India.”

Omidyar Network invests in organiza-tions that use technology to provide access to information and tools neces-sary for citizens to participate in the governing process, shape outcomes important to them and hold govern-ments to account. The grant is Omidyar Network’s first government transparency grant in India and its largest government transparency grant outside the United States.

“Janaagraha is one of the premier government transparency organiza-tions in India,” remarked Jayant Sinha, Managing Director, Omidyar Network India Advisors. “Omidyar Network is proud to partner with Janaagraha and offer our technology and human capital expertise to help Janaagraha scale their model and online platforms across the world’s largest democracy.”

Omidyar Network invests in organizations that use technology to provide access to information and tools necessary for citizens to participate in the governing process, shape outcomes important to them and hold governments to account. Omidyar Network

supports Janaagraha with $3M grant

Oct 1, 2010, Taj Gateway, BangaloreRamesh Ramanathan (Co-founder Janaagraha), Swati Ramanathan (Co-founder Janaagraha), Jayant Sinha (MD, Omidyar Network India Advisors), Surya Mantha (Director, Investments, Omidyar Network India Advisors), Ellen Miller(Co-founder Sunlight Foundation) at the Press Conference

- Q2 2010- Q1 (April -

June) Jul Aug

Sept

Q2 (Jul-Sep) YTD

Actual Budget Actual Budget Direct Alloc Total Actual Budget Direct Alloc Total Actual Budget Total Actual Budget Total Actual Budget

All Vertical Programmes

Jaagte Raho 2,158

2,158 328 296 420 264 684 541 1,237 1,426 2,664 741 3,676 1,578 5,834 3,736

Area Suraksha Mitra

815

815 457 435 151 38 189 177 48 168 215 197 861 808 1,676 1,623

WISA 2,197

2,197 614 1,126 916 38 954 814 536 671 1,207 435 2,775 2,375 4,972 4,572

Bala Janaagraha 107

107 182 180 144 38 183 488 58 252 310 240 675 908 782 1,015

I paid a bribe 365

365 160 301 252 38 290 401 280 251 531 401 981 1,103 1,346 1,468

Advocacy 188

188 69 120 174 17 191 180 79 84 163 220 422 520 610 708

All Horizontal Programmes

- -

iJanaagraha 59 59 293 1,246 176 94 94 2,246 3,103 755 755 1,646 1,142 5,138 1,201 5,197 RAMP 136 136 137 134 46 17 17 208 331 84 84 194 237 536 373 672 CLP 53 53 51 153 - - 178 - - - 218 51 548 104 601 Research 122 122 42 195 55 38 38 205 97 252 252 795 332 1,195 454 1,317 All Resource Programmes

- -

Admin 483 483 49 353 280 94 94 633 822 503 503 351 646 1,337 1,129 1,820 Communications 34 34 31 390 118 76 76 330 179 755 755 207 862 927 896 961 Technology 86 86 111 571 105 60 60 391 1,075 335 335 484 506 1,446 592 1,532 HR and Volunteer Management

51 51

21 100 71 38 38 100 98 168 168 165 227 365 278 416 Funding 3 3 144 70 2 - - 70 - - - 470 144 610 147 613 Total

6,857 6,857

2,687 5,669 2,908 851 2,908 6,961 7,944 5,704 7,943 6,762 13,538 19,392 20,395

26,249

Note 1: Rupees in '000s

Janaagraha Quarterly Budget vs. 11Actuals Janaagraha Quarterly Budget vs. Actuals - Q2 2010-11

Resources Raised During the Quarter (July – Sept, 2010) Programme Amount Received (INR) General/ Common pool Ac 4,400 JCCD Endowment 90,00,000 JCCD Corpus 3,00,00,000 IPaB 15,00,000 WISA 31,75,000 Jaagte Raho 20,00,000 ASM - Total 4,56,79,400

Resources Raised During the Quarter (July- Sept, 2010)

Budget vs. Actuals

Funds raisedNote 1: Rupees in '000s

Note 2: The decision to allocate the expenses of the horizontal and resource programs to all the programs (in proportion to the use

of personnel) was taken in August 2010. The budget made earlier than August was without allocation.

janaagraha q2 report

Documents

quality of infrastructure

measurable dierence

public opinion change

janaagraha quarter

janaagraha balanced

services use indices

janaagraha centre

simple tools