sunandaC

New member
MISSION STATEMENT OF SIG

The mission statement of the SIG is "to identify and support initiatives designed to improve the capacities of the poorest of the poor to participate in the larger economy". The SIG believes that the three fundamental capacities any individual should possess to be able to participate in the larger economy are in the areas of health, education and access to basic financial services. Within these broad areas, infant health at birth, elementary education and micro financial services define the areas in which the SIG’s work focuses


At a very basic level, the programmes and projects supported by the SIG are required to cater to the poorest. They should enable them to become active and informed participants in socio-economic processes as opposed to passive observers. These initiatives must be output oriented, with a focus on producing measurable outcomes that meet a minimum quality requirement. The initiatives also need to be cost-effective. This is in recognition of the fact that resources are limited and their efficient use is imperative if the maximum number is to benefit. Cost-effectiveness also facilitates the adoption of the initiative in other contexts.


The initiative must be scalable. Scalability implies the ability to draw upon important elements of a programme and adapt them to suit the needs of a specific situation. It should be possible to do so at a national level. Even if the programme itself is not directly scaleable, it should be possible to take away significant lessons from it in order to enrich work in other settings.


All supported initiatives should have the potential for both near and long-term impact. Consequentially, it is important that the impact of these programmes, in the near and long term, be carefully understood and analyzed in a rigorous manner and not through anecdotes. It is critical to clearly understand how an initiative is performing in terms of its predetermined goals and in comparison to alternatives. There is little doubt that a complex of factors, very often beyond the control of the programme/ organization, will influence the outcome. Yet, serious and regular impact analysis can only make the programme richer and is essential. The SIG assigns greater value to programmes/ organizations that carefully examine the short-term and long-term implications of their actions.


In pursuit of its goals in the three focus areas, the SIG tends to support reasonably large-sized initiatives so that issues such as cost-effectiveness, scalability and impact assessment can be dealt with more directly. These initiatives not only have the potential to provide key research inputs to other programmes, but also tend to have a large impact that benefits the communities they work with.


The approach of the SIG may thus be characterized more broadly as ‘action research’, to distinguish it from pure academic research. However, in its research work and impact assessment, the SIG seeks to adhere to the highest standards of academic rigour. It often works in partnership with academic institutions such as Institute of Rural Management Anand, KEM, Massachusetts Institute of Technology, Tata Institute of Social Sciences, University of California, Berkeley and the University of Southampton.


It is crucial that the programmes supported by SIG be time-bound. This lends clarity to the aim of the programme and prevents its intent from getting diluted over time.


The SIG works by identifying gaps in knowledge and practice in its focus areas and locating initiatives that address these gaps in a manner consistent with the SIG’s mission. The identification of research needs is followed by an in-depth analysis of the short-term and long-term implications of various forms of action. Among other things, this requires taking a comprehensive overview of work already done in the country and outside.


The SIG, thus, seeks to answer certain fundamental questions in its focus areas through the projects it supports and, thereby, contribute to findings that help the sector. It should be pointed out that the SIG does not function as a rollout agency.


An important feature of the SIG’s strategy is the belief in strengthening or supplementing existing systems, rather than investing in parallel structures. Another key element of its strategy is the building of long-term relationships with suitable partners. As part of this effort, the SIG works actively to improve the efficacy of these partners and ensure sustained impact.


In pursuit of its goals, the SIG seeks to work actively with research agencies, Non-Governmental Organisations (NGOs), Corporates, Government departments, local stakeholders and international organisations. It should also be noted that the group believes modern technologies, particularly Information and Communication Technologies (ICT) can prove to be important facilitators if used appropriately.
 

bhautik.kawa

New member
MISSION STATEMENT OF SIG

The mission statement of the SIG is "to identify and support initiatives designed to improve the capacities of the poorest of the poor to participate in the larger economy". The SIG believes that the three fundamental capacities any individual should possess to be able to participate in the larger economy are in the areas of health, education and access to basic financial services. Within these broad areas, infant health at birth, elementary education and micro financial services define the areas in which the SIG’s work focuses


At a very basic level, the programmes and projects supported by the SIG are required to cater to the poorest. They should enable them to become active and informed participants in socio-economic processes as opposed to passive observers. These initiatives must be output oriented, with a focus on producing measurable outcomes that meet a minimum quality requirement. The initiatives also need to be cost-effective. This is in recognition of the fact that resources are limited and their efficient use is imperative if the maximum number is to benefit. Cost-effectiveness also facilitates the adoption of the initiative in other contexts.


The initiative must be scalable. Scalability implies the ability to draw upon important elements of a programme and adapt them to suit the needs of a specific situation. It should be possible to do so at a national level. Even if the programme itself is not directly scaleable, it should be possible to take away significant lessons from it in order to enrich work in other settings.


All supported initiatives should have the potential for both near and long-term impact. Consequentially, it is important that the impact of these programmes, in the near and long term, be carefully understood and analyzed in a rigorous manner and not through anecdotes. It is critical to clearly understand how an initiative is performing in terms of its predetermined goals and in comparison to alternatives. There is little doubt that a complex of factors, very often beyond the control of the programme/ organization, will influence the outcome. Yet, serious and regular impact analysis can only make the programme richer and is essential. The SIG assigns greater value to programmes/ organizations that carefully examine the short-term and long-term implications of their actions.


In pursuit of its goals in the three focus areas, the SIG tends to support reasonably large-sized initiatives so that issues such as cost-effectiveness, scalability and impact assessment can be dealt with more directly. These initiatives not only have the potential to provide key research inputs to other programmes, but also tend to have a large impact that benefits the communities they work with.


The approach of the SIG may thus be characterized more broadly as ‘action research’, to distinguish it from pure academic research. However, in its research work and impact assessment, the SIG seeks to adhere to the highest standards of academic rigour. It often works in partnership with academic institutions such as Institute of Rural Management Anand, KEM, Massachusetts Institute of Technology, Tata Institute of Social Sciences, University of California, Berkeley and the University of Southampton.


It is crucial that the programmes supported by SIG be time-bound. This lends clarity to the aim of the programme and prevents its intent from getting diluted over time.


The SIG works by identifying gaps in knowledge and practice in its focus areas and locating initiatives that address these gaps in a manner consistent with the SIG’s mission. The identification of research needs is followed by an in-depth analysis of the short-term and long-term implications of various forms of action. Among other things, this requires taking a comprehensive overview of work already done in the country and outside.


The SIG, thus, seeks to answer certain fundamental questions in its focus areas through the projects it supports and, thereby, contribute to findings that help the sector. It should be pointed out that the SIG does not function as a rollout agency.


An important feature of the SIG’s strategy is the belief in strengthening or supplementing existing systems, rather than investing in parallel structures. Another key element of its strategy is the building of long-term relationships with suitable partners. As part of this effort, the SIG works actively to improve the efficacy of these partners and ensure sustained impact.


In pursuit of its goals, the SIG seeks to work actively with research agencies, Non-Governmental Organisations (NGOs), Corporates, Government departments, local stakeholders and international organisations. It should also be noted that the group believes modern technologies, particularly Information and Communication Technologies (ICT) can prove to be important facilitators if used appropriately.

Hey Friend,

I am also uploading a document which will give more detailed explanation on the Social Initiatives.
 

Attachments

  • ENVIRONMENTAL and SOCIAL INITIATIVES.pdf
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