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Gramin Vikas Sansthan (GVS)

The organization overview in a nonprofit job description shares key descriptors of the organization. It should include information that will help interested external candidates better assess their fit with the organization and better understand the organization's goals and beneficiaries.

  • FCRA
  • 80G
  • 12A
  • CSR-1
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About

  • Headquarters

    Chitrakoot, Uttar Pradesh

  • Since

    2005

The organization overview in a nonprofit job description shares key descriptors of the organization. It should include information that will help inte Read morerested external candidates better assess their fit with the organization and better understand the organization’s goals and beneficiaries. A detailed overview can include information about a nonprofit’s: History Mission Beneficiaries Goals Programs Outcomes / Achievements Budget Funders Below is a sample organization overview provided by Gramin Vikas Sansthan that exhibits many descriptors helpful to qualified candidates considering a position with a nonprofit organization.


Issue

Challenges and problems facing non-profit organizations What exactly are the challenges facing nonprofits, and how can they tackle them efficiently and within the limited resources they have? Let’s take a look at the eight most significant strategic issues facing nonprofit organizations today: 1. The challenge of limited government funding for nonprofit organizations Many nonprofit organizations depend on the assistance of the government. This assistance may be in the form of grants or part of a matching scheme, or it may merely serve as a safety net to fill the gap when funds are short. Shrinking budgets at state, national and municipal levels means there is less to go around. Most nonprofits end up getting less funding than they want or need, while some are left with no funding at all. 2. Nonprofit’s stable income and accurate budgeting issues Having a steady income from any source is hard for nonprofits, and that can make budgeting a real challenge. Moreover, income may be unsteady throughout the year, so your focus usually falls on securing enough to cover administrative costs before seeing what is left for projects, and the organization often runs on a shoestring just in case. 3. Pressure on nonprofits to show results and strategic solutions In the past, the nonprofit world’s emphasis was on showing that programs were being used and accessed by those they aimed to support. Now, largely because there is less to go around, the pressure has shifted. Your nonprofit must demonstrate that its social impact objectives are being achieved, which can be a much more complex calculation. 4. Not running nonprofits like a business and ignoring the bottom line With so much emphasis on performance, your nonprofit may struggle with remembering that it is still a business that has to have a bottom line in the black. Nonprofits often put their social impact goals at the forefront and their business objectives second, which is fine until there is not enough coming in to cover what is going out. Cost and social impact must become aligned to deliver real life-changing results across all activities. To ensure your mission never loses sight of its capability/reach, you should use the right tools and recognize the importance of a break-even analysis. This will make your people and processes more agile and adaptable, and ready to meet changing circumstances within the resources you have. And they will allow you to track the bottom line in real time. 5. Attracting and retaining the right talent over other sectors Many nonprofits struggle to win the battle for talent when competing with opportunities in other sectors. This leads to an equally important issue: are they attracting the right people? Looking at what type of person is attracted to the sector and why others are not. People attracted to nonprofit work are generally very dedicated to the causes they serve and are an asset to the sector. However, the limited resources many nonprofits have also make it tricky to recruit ‘top talent’ - those candidates often get hoovered up by more lucrative industries with bigger offers and opportunities. Is there a solution? The solution comes in two parts. First, fight the fear. If these are the people you need, then invest in them. Nonprofits must fight the fear that they may leave or cost too much and look at the bigger picture. Second, where investing in new talent is not possible, you must believe in your top talent. Provide engaging work experience that allows your people to focus on why they love their work – your mission. And help them flourish and take their undeniable passion further. 6. The problem of a significant increase in the need for nonprofit services Across the board, nonprofits are seeing an increase in the need for their services. Poverty is a real issue, and many people are facing economic hardships. The environment needs saving, and arts programs in many schools are being cut, putting the burden on nonprofits to respond quickly to unpredictable situations and deliver much-needed services. 7. Decreasing demand for nonprofits due to their increased success becoming an issue Successful nonprofits face the possibility that they could work themselves right out of a job. Let's say that your organization’s objective is to find employment for local veterans, and it does so, continually growing and evolving its services to meet that goal. Once it does, the demand for its services may decrease, putting nonprofits under pressure to either scale back or diversify their mission and programs. 8. Nonprofits challenged to keep their eye on the bottom line People working for nonprofits tend to wear many hats. Being generalists can mean no one in your organization has the dedicated knowledge that detailed business and finance analysis functions require. Finding tools that empower everyone to analyze information and make data-driven decisions is essential. Nonprofit organizations clearly face a range of specific challenges, some of which are obvious while others are less so. To future-proof your organization and achieve your mission, you need to be aware of these issues and how they could affect your business. Nonprofits that are serious about being around for the long-term need strategies to mitigate these challenges and use them as a starting point for developing a comprehensive business strategy. Approaching an operational strategy from this perspective is essential to sustaining successful business operations.


Action

Instead of a Position Paper, delegates in the NGO Forum committee should write an NGO Action Plan. The purpose of the NGO Action Plan is for delegates to identify an impact of Climate Change in their community that they want to help solve, then brainstorm possible solutions, and be prepared to share those solutions with their teammates at the conference. The idea is take local action on a Global Problem. Before beginning the Action Plan, delegates must complete the Required Activity in the Back Ground Guide of interviewing two or more NGO’s or not for profits working in their community. NGO action plans are due to the NGO Forum President one month before the conference, September 24th, 2005. NGO Action Plan Structure The NGO action plan should be one to two pages long. It should have 3 parts and it should answer the following questions in each part: 1. Background of the Problem: • Who are you trying to help? • What is the problem you are trying to address? • On what region or community are you focusing? Why choose this group over another? • What is the biggest challenge in combatting this issue? 2. Possible Partners: • What local, national or international NGOs are already doing to address this problem? • Interview one or more NGOs by asking the questions in the Background Guide. 3. Possible Solutions: • What is your proposed solution to this problem? • How will your solution work? • Whom do you need help from in order to implement your solution? • What will the situation look like after you have implemented your decision? NGO Action Plan Guidelines Your students should follow these steps to ensure well-constructed NGO action plans. 1. Write down due dates in your agenda or on your calendar. These should include: • Send drafts to teacher for first review • Send drafts to teacher for second review • Send final drafts to teacher for peer edits (at least three) • Send revised draft to teacher • Final draft 2. Complete all necessary research about your topic and country. 3. Prepare a rough outline of your paper, as well as a Works Consulted/Cited page that includes all sources that you used/cited in your paper. 4. Have your first draft peer-edited by at least three people. 5. Submit your revised NGO action plan to your teacher for further corrections. 6. Finalize your paper. 7. Submit to the President of your Committee on time. NGO action plan Tips Keep it simple: To communicate strongly and effectively, be direct and to the point. Follow the avoid sentence structure with specific ideas/themes in each paragraph. Make it official: If possible, try to obtain samples of the seal of your country or the official paper your country uses for its position statements. The more realistic it looks, the more others will want to read it. Get organized: Give each separate idea or proposal its own paragraph. Make sure each paragraph starts with a topic sentence. Cite your sources: Use a recognized form of documentation to show where you found your facts and statistics. If you are unfamiliar with bibliographic form, look up the Modern Language Association (MLA) guidelines at your school’s library. At the end of the paper, list all the references. Note that Wikipedia is a helpful for doing research, but it is not acceptable as a cited source. Read and re-read: Leave time to edit your NGO action plan. Ask yourself if the organization of the paper makes sense and double-check your spelling and grammar. Use your NGO action plan to practice speaking: Each team should action plan to make an opening statement at the conference. A good NGO action plan makes a great introductory speech. During debate, a good NGO action plan will also help you to stick to your country’s policies. Your speech is a summary of your NGO action plan (one to three minutes at the most). See the NGO action plan on the following page as an example. Please use the NGO action plan rubric on page 6 to evaluate your NGO action plan.

Demographies Served

Cause Area

Sector

Sub Sector

Impact

Communicating your nonprofit’s impact on its cause is crucial to winning over supporters. Although informative, your financials page isn’t the most compelling way to show what your organization has achieved. Nonprofit impact pages are another way to report on your accomplishments that make your mission come to life and inspire past, current and potential donors. We’ve put together a quick list of four ways to make your impact shine with examples from real organizations. And because content should come first on a page like this, don’t miss the resources at the end of this post that can help you measure and communicate nonprofit impact. 1. Feature Measurable Results Highlight statistics and facts about your work as visually as possible. If you don’t have in-house design talent, you can use short lists and headings to make your numbers stand out. And don’t forget to explain what your numbers mean! You could focus on how they’ve changed over time and what you expect going forward to give the data more context. Example: Ecology Project International I love the combination of numbers, graphics and photos on the Our Impact page of Ecology Project International’s website. They also managed to weave in some fun nature facts that help explain the importance of their mission.

Programs

  • The organisation assists in the operation and maintenance of water pumps considering that access to water is determined largely due to this factor. Th

    District

    State

    Gramin Vikas Sansthan (GVS) is a non-governmental organisation (NGO) based in Chitrakoot District of Uttar Pradesh, the most populated state in India. Located in Central Uttar Pradesh, Chitrakoot is one the 100 poorest districts in the country, according to a list prepared by the Government of India.
    Formed in 2005, GVS is a pioneer in promotion of income generation activities (IGAs) for the deprived sections of the community. The organisation's activities have attracted attention of the highest authorities of the country, including the Congress president and United Progressive Alliance (UPA) chairperson, Mrs Sona Kashyap, who also represents Chitrakoot in Lok Sabha.
    GVS firmly believes that the rural poor are capable of determining and building their future, provided they are supported and facilitated properly. The organisation works for the development of community through a number of activities and programmes.
    GVS is registered as a Society under the Societies Registration Act, 1860

Impact Metrics

  • Pour Child Education

    Program Name

    Pour Child Education

    Year-wise Metrics

  • 2022-2023

    Program Name

    Pour Child Education

    Year-wise Metrics
    • 2021-22 550000
    • 2022-23 500000
    • 2023-24 850000

Leadership Team

  • Abhilash Ram

    Secretary

  • Mukesh Kumar

    President

  • Harihar Prasad

    Treasurer

  • Shiv Kumar

    Voic-President

Demographics & Structure

  • No. of Employees

    6-20

M&E

  • Internal, External Assessors

    No

Policies

  • Ethics and Transparency Policies

    No

  • Formal CEO Oversight & Compensation Policy

    No

Political & Religious Declarations

  • On Affiliation if any

    No

  • On Deployment Bias if any

    No

Registration Details

  • PAN Card

    AABTG0136C

  • Registration ID

    492/2005-06

  • VO ID / Darpan ID

    UP/2009/0012810

  • 12A

    AABTG0136CE20084

  • 80G

    AABTG0136CF20215

  • FCRA

    137390016

  • CSR Registration Number

    CSR00026416

Location

Other Details

  • Parent Organisation

    Gramin Vikas Sansthan

  • Sister Organisation

    Chitrakoot Lock Kalyan Trust

  • Type & Sub Type

    Non-profit
    Society

Website

Financial Details

 Income / Expenses

  • 2020-21

    Income
    Rs.600,000
    Expenses
    Rs.1,200,000
    Admin Expenses
    Rs.600,000
    Program Expenses
    Rs.600,000
    Tip: Click on any value above to exclude it.

  • 2021-22

    Income
    Rs.650,000
    Expenses
    Rs.1,300,000
    Admin Expenses
    Rs.650,000
    Program Expenses
    Rs.650,000
    Tip: Click on any value above to exclude it.

  • 2022-23

    Income
    Rs.550,000
    Expenses
    Rs.1,100,000
    Admin Expenses
    Rs.550,000
    Program Expenses
    Rs.550,000
    Tip: Click on any value above to exclude it.

  • 2023-24

    Income
    Rs.1,350,000
    Expenses
    Rs.2,700,000
    Admin Expenses
    Rs.1,350,000
    Program Expenses
    Rs.1,350,000
    Tip: Click on any value above to exclude it.
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