Promoting Active Citizenship: Oxfam India Annual Report 2012

Promoting
Active
Citizenship
Annual Report 2012

Credits
Concept & Design : THOT, www.thot.in
Execution : Oxfam India Communications Team
Photos Credits: Rajesh Mindi, Anshul Ojha, T S Kalra, Ranjan Rahi, Prashant Awasthi, Meeta Ahlawat,
Lakshay Dharan, Kate O'Rourke & Oxfam India
Copyright : Oxfam India 2012
Cover Image: A community member belonging to Poutibuya tribe, picking mangoes, in Bampurda village,
in Keonjhar district of Odisha
61 years of Oxfam in India - A Chronology
Oxfam Great Britain starts operations in India with Bihar famine relief work
Oxfam Australia starts operations in India with the Food for Peace campaign
Oxfam Novib starts operations in India with support to civil society organisations
Oxfam Intermon starts operations in India
Oxfam Hong Kong starts operations in India and Bangladesh
Registration of Oxfam Trust
Merger of all the Oxfam affiliates to create Oxfam India
Oxfam India becomes a full fledged affiliate of Oxfam International
1951
1957
1964
1997
1993
2002
2008
2011

Promoting
Active
Citizenship
Content
Promoting Active Citizenship 02
(Letter from Chairman)
A Snapshot, The year that was 03
(Letter from CEO)
Our Programs 04
Economic Justice 06
Essential Services 09
Gender Justice 12
Humanitarian & DRR 14
Emerging Themes 16
Marketing and Fundraising 20
Governance and Management 24
Facts behind the Figures 30
Partners 51
Our vision
Our mission
Our values
About us
Oxfam is marking its 61st year in India this year. In
1951, Oxfam GB came to India during the Bihar
famine to launch its first full scale humanitarian
response in a developing country. Over the past 61
years, Oxfam has supported the growth of many
civil society organisations across the length and
breadth of the country. In 2008, all Oxfams came
together to form Oxfam India. Oxfam India, a fully
independent Indian organization (with Indian staff
and an Indian Board), is a member of a global
confederation of 17 Oxfams.
Oxfam believes that its five values are core to its
vision and would seek to promote them through its
work. The five core values being:
1. Commitment to our vision and mission
2. Honesty and integrity
3. Inclusiveness, secularism and pluralism
4. Valuing and respecting people's rights
5. Delivering high quality results in a manner
accountable to stakeholders
Oxfam India will fulfill its vision by empowering the
poor and the marginalised to demand their rights,
engaging the non-poor to become active and
supportive citizens, advocating for an effective and
accountable state and making markets work for
poor and marginalised people.
Oxfam India's vision is to create a more equal, just
and sustainable world. The overreaching vision of
Oxfam India is “Right to Life with Dignity for All”.
Annual Report 2012 01

It is my privilege to present to you the annual report and audited accounts for Oxfam
India for the financial year 2011-2012.
The year 2011-2012 was a very rewarding as well as challenging year for Oxfam India.
Rewarding, as we launched two new initiatives - GROW, Oxfam's response to the
broken food system in the world - and Trailwalker, Oxfam's Global signature event and
a new channel of mobilizing resources in India. C
I would like to offer my sincere appreciation to Oxfam International and fellow Oxfam affiliates for their continued
support and conviction in the new Indian identity, Oxfam India. It was a pleasure to host the Oxfam International
Board meeting in New Delhi in March 2012 and to welcome the Board to India. I was particularly pleased to see
that many Board members took that opportunity to visit our programs in Hyderabad, Mumbai, Patna, and of
course, Delhi to learn about the reality and challenges of the two Indias that we live and work with.
Finally, I would like to thank my colleagues in the Oxfam India Board for being so strongly engaged and for
bringing in the much needed diversity of perspective within the Oxfam India governance framework. I extend my
congratulations to the leadership and staff who are passionately engaged in implementing our strategy. And, most
importantly, I also wish to thank each and everyone of our donors for playing a vital role in building an India
where the 'Right to life with dignity for all' becomes a reality. We need active citizens and responsible corporates
like you to help transform this shared vision into a reality.
Kiran Karnik
Chairperson, Oxfam India
hallenges were, of course, plentiful!
This report includes the audited accounts of Oxfam India for the year 2011-12. It
highlights the drop in total income from `80.6 crore in 2010-11 to `55.1 crore in
2011-12, representing a decrease of 32 percent. The overall reduction in income is
mainly due to reduction in the support from other (global) Oxfams by 27 percent, as India is now seen to be a
middle income country that can and should be taking on its own fight against poverty and injustice, without
international support. This, of course, would be ideal, but the culture of giving is only just beginning to develop in
India and till that takes root more effectively-both amongst individuals as well as in the corporate sector- fund-
raising will remain a tough task not only for Oxfam India, but also for the rest of civil society who are all feeling the
squeeze on funding. This is a transitional issue, and the trend is positive, but in the medium term, this will be very
challenging, and support from everybody would be very welcome.
Chairman’s Message
Oxfam India02
Promoting Active Citizenship

Another eventful year in Oxfam India has come to a close and Oxfam India is now
almost four years old. During this period, the integration of Oxfam affiliates into one, fully
Indian entity, the Oxfam India has been completed and its new strategy, structure and
staffing are in place. It is a full member of Oxfam International, one of its 17 networked
affiliates.
Oxfam India has a grand vision-A life of dignity for each and every one of us. This is
quite an ambitious vision in a country, as fraught with inequalities and social exclusion
as ours, where a life of dignity is denied to many on the basis of caste, class, gender,
ethnicity, religion and so on. To attain this vision, we not only need laws, policies and
programs but also changes in the social attitude of every citizen so that they engage in
these issues as active citizens and take on this challenge of creating a more inclusive and equal society.
With this in mind, Oxfam India made an effort to engage with a very broad and diverse range of stakeholders,
including communities, our partners, other national and local NGOs and movements, middle class, young people,
corporates and their staff, government and so on. We also continued to build up our programs in our seven focus
states - Assam, Bihar, Chattisgarh, Jharkhand, Orissa, Uttar Pradesh and Uttarakhand and with our four focus
groups - Dalits, Muslims, tribals and women.
For Oxfam India, and for the sector as a whole, fundraising remains challenging as foreign funds dry up and
Indian philanthropy-especially arms-length giving to developmental NGOs, is only just beginning to take root.
Oxfam India is working with its partners to strengthen governance and financial management in the sector and to
build trust with the Indian donors. In the coming years, while building on our base of support from individual
donors, we will also be seeking to diversify our sources of funding and to tap into greater institutional support for
our work-both from private and public sources.
The transition to a fully Indian entity seems to be finally over and hopefully, Oxfam India is now moving to a more
stable phase where we can deliver even greater impact with our high quality programs. I would like to thank our
Board, our donors, our partners, the leadership team and our staff for their support and contribution towards
building a stronger and more impactful Oxfam India during last year.
Nisha Agrawal
CEO, Oxfam India
CEO’s Message
A snapshot,
The year that was

Introduction
Our Programs
Oxfam India's programs are based on a rights-based
framework, linking grassroot programming through
partner NGOs to local, national and global advocacy
and policy-making. All of Oxfam India's work is
framed according to the global commitment of Oxfam
to its five broad rights-based aims: the right to a
sustainable livelihood, the right to basic social
services, the right to life and security, the right to be
heard and the right to equality, gender and diversity.
Oxfam India works in partnership with over 180
grassroot NGOs to address the root causes of
absolute poverty and injustice in the four areas of
Economic Justice, Essential Services, Gender
Justice and Humanitarian Response and
Disaster Risk Reduction (DRR). Oxfam
India's program is focused on seven
States – Assam, Bihar, Chattisgarh,
Jharkhand, Orissa, Uttar Pradesh and
Uttarakhand and four social groups –
Dalits, muslims, tribals and women.
In all that it does, Oxfam India
strives to empower
communities and hold the
government accountable. It
also believes that
responsible corporates
have an important
role to play in
promoting a more
inclusive pattern of
development. And
most importantly,
it believes that
active citizenship
of young and old,
poor and middle class,
rural and urban is the
catalyst for bringing about
change.
A family belonging to Gond tribe
who received land entitlement
because of Oxfam India's work
in Mularbahal village, in Deogarh
district of Odisha.

Economic Justice
Small Holder Agriculture & Climate
Change
During this year, Oxfam India worked with 25 partners
across Bihar, Odisha, Uttar Pradesh (UP), Uttrakhand,
Andhra Pradesh (AP), Tamil Nadu and Karnataka.
Besides, it also worked on the national level under
this theme.
To increase women farmer's access to and control
over land, Oxfam India is strengthening the women
farmers' campaign in Bihar, Odisha, Uttar Pradesh,
Andhra Pradesh and Uttarakhand. This effort saw a
mobilization of more than 13,500 women from Uttar
Pradesh alone, spread across 549 villages in 59
districts and reaching out to over 240 women farmers
in Bihar. It also resulted in the generation of 12,891
application deeds. As a result, 196 women farmers
received individual deeds while 330
of them received them jointly. In
Odisha, 80 landless dalit women
submitted their claims for the
same and the
mapping
process for
distribution of government land consequently began.
As part of our focus on small scale farmers, we also
built the capacities of over 2,600 women vegetable
growers in Uttar Pradesh and around 8,000 fisher
folks in Odisha through technical trainings.
Oxfam India helped organise state and national
consultations in Uttarkhand, Odisha and Delhi while
also supporting intensive budget tracking for
agriculture in the two states of Odisha and Andhra
Pradesh. Another effort in this direction was to train
communities in utilising government schemes to
mobilise funds for augmenting rural livelihoods.
Trainings were conducted and resources generated
through schemes like Rashtriya Krishi Vikas Yojana
(RKVY), Mahatma Gandhi National Rural
Employment Generation Scheme(MNREGS) and
Dairy Enterprise Development (DED).
Oxfam India is also working with partners in
Uttarkahand and Odisha on climate resilient models.
We have supported 1,000 farmers to experiment with
models around water conservation and early seasonal
vegetable cultivation in Uttarakhand's Tehri-Garhwal
region. In Odisha, System for Rice Intensification has
been promoted in 657acres as a climate resilient
agricultural practice. We also organised two state
level consultations to influence the draft
state action plans on climate
change in Bihar and
Uttarakhand the
process of which is
still on.
Right to Sustainable Livelihoods in rural India hinges on sustainable
management and governance of agriculture and natural resources as two–thirds
of Indians live on farming, fisheries and forests. The two clusters of programs
under the theme of Economic Justice are (a) Small Holder Agriculture & Climate
Change and (b) Natural Resources Management.
Mukta Devi of
Sandekala village, Sant
Kabirnagar carrying her
grains to the grain bank setup
with the support of our partner GEAG
(Gorakhpur Environmental Action
Group) in UP.
Oxfam India06

Natural Resource Management
Under this theme we worked with 30 partners spread
over Chhattisgarh, Odisha, Jharkhand and
Maharastra along with national level advocacy and
campaigning. Besides, using the opportunity provided
by the Forest Rights Act, 2006 for secure tenure and
governance of forest resources in the states of
Odisha, Jharkhand and Chattisgarh (especially in the
context of tribal rights), Oxfam India's program is
building the capacity of various stakeholders for
advocacy on pro-poor legislations with the aim of
ensuring that the poor are able to get their right to
natural resources, especially in the context of the two
current bills in the parliament – Mines and Minerals
Development Regulation (MMDR) Bill -2011 and Land
Acquisition and Rehabilitation and Resettlement
(LARR) Bill - 2011.
In Maharashtra's Vidarbha region, the number of
sanctioned claims for individual forest rights went up
to 3,555 and for Community Forest Rights (CFRs),
communities have received sanctions for total 55
CFRs with 26 more cases during this period. In
Odisha, 179 individual rights and 2 CFR claims were
sanctioned in the current year in four districts of
Deogarh, Kalahandi, Bolangir and Nayagarh through
our support.
At the national level a “CFR
learning and Advocacy
Platform (CFRLA)” has
been strengthened to
bring on board various
alliances and generate
evidence. This resulted in
a citizen's report on status
of Community Forest
RightsCFR and a
dedicated website on Forest Rights Act( FRA). At
regional level, advocacy by the network “Vidarbha
Livelihood Forum” led to a directive from the State
Forest Secretary to clear all community forest claims
from 110 villages, in a one month period. In Kalahandi
district of Odisha, the network “Odisha Jungle Manch”
closely followed the status of more than 500 claims at
sub-district and district level committees.
Oxfam India's program is building
capacity of various stakeholders for
advocacy on pro-poor legislations
with the aim of ensuring that the poor
are able to get their right to natural
resources.
A tribal couple
displaying
forest
produce in
Malarbahal
village in
Deogarh
district of
Odisha
Oxfam India also supported a series of State
consultations in Jharkhand, Chattisgarh and Orissa,
bringing together networks to comment on the MMDR
Bill and LARR Bill with key asks to the respective
Parliamentary standing
Committees.

Audio CD of the theme song “Roti Roothi” launched by
Hon'ble Governor, Uttar Pradesh, Shri B. L. Joshi,
eminent filmmaker Mr. Muzaffar
Ali, renowned fashion
designer, Ms. Meera Ali,
women farmer Ms. Suresho
Saini from Saharanpur,
Uttar Pradesh and
Mr. Nand Kishor
Singh, Regional
Manager, Oxfam
India, Lucknow
Food Justice Campaign
Food Justice Campaign named 'GROW' is Oxfam's
global response to the broken food system that
results in over a billion people going to bed hungry
everyday, marginalisation of farmers and women,
large-scale land grabs and run-away food price
volatility. Oxfam India's GROW campaign which
underlines 'Food Justice for All' was launched on June
1 across 6 cities simultaneously i.e. Delhi, Mumbai,
Kolkata, Hyderabad, Patna and Lucknow.
As part of the campaign, Oxfam India, in collaboration
with state chapters of Right to Food Campaign and
Supreme Court Commissioners' State Advisors,
supported four public hearings on the centrally
sponsored food, nutrition and livelihoods securities
programs i.e. Public Distribution System (PDS),
Integrated Child Development Scheme (ICDS), Mid-
Day Meal Scheme (MDM) and National Rural
Employment Guarantee Scheme (NREGS). The
regions covered in the process included Bihar-
Jharkhand, Chhattisgarh-Maharashtra, Uttar Pradesh-
Uttarakhand and Odisha-Andhra Pradesh. Some of
the achievements include reinstatement of 25,685
ration cards by the Department of Food and Public
Distribution, for as many families in Chhattisgarh after
the public hearing organised in Chhattisgarh.
Two key national consultations were organised with a
view to advocate on the pending Food Security Bill
including one with key parliamentary members. As an
outcome, Dr KV Thomas, Minister for Consumer
Affairs and Public Distribution made a commitment to
take the key recommendations and the policy briefs
for formal parliamentary discussions.
Alliance building needs to be anchored at
various levels. While mass movements
and community based organizations need
to be strengthened on one hand, linking
knowledge networks to build evidence
based advocacy must be promoted on the
other.
Oxfam India08
Oxfam India's GROW campaign which
underlines 'Food Justice for All' was
launched on June 1, across 6 cities
simultaneously i.e. Delhi, Mumbai,
Kolkata, Hyderabad, Patna and
Lucknow.
What did we learn?
GROW launch in New Delhi with creative expressions of hunger

Education
The education programs of Oxfam India aim at
increasing people's access to quality, universal and
inclusive elementary education in the mainstream
public education system. The focus is on the
implementation of the Right to Education (RTE) Act.
Currently we have 22 partners, working in 9 states
and at the national level. In the past one year 34,000
students from 350 schools were reached directly.
3,350 out-of school children were brought back to
school, while 500 children received bridging support
through inputs from partner NGOs. Nearly 1,643
children received after-school remedial support. 850
teachers were given an orientation on the RTE Act
and trained for compliance which was tracked in 350
schools across these states. In Odisha, we focused
on building capacities of teachers to impart
instructions in the tribal language, development
learning assessment processes for tribal learners.
The government of Rajasthan agreed to upscale the
experiment on Continuous and Comprehensive
Evaluation (CCE) of our partner, Bodh Shiksha Samiti
to 30,000 schools across the state.
In making the RTE Act successful, the role of School
Management Committees (SMCs) is crucial, as it
empowers the community to monitor and manage the
schools. SMC members of 500 schools were trained
towards their duties and rights in the states of Uttar
Pradesh, Jharkhand, Rajasthan, Maharashtra and
Odisha. Approximately, 3,400 SMC members received
training and support through the efforts of Lokmitra in
Uttar Pradesh, as they were engaged by the
concerned state department for their expertise. In
Delhi, the capacity of over 4,000 community members
were built. At the level of local governance institutions,
some 1,100 Panchayati Raj Institution members and
700 Zilla Parishad members and Councilors were
engaged in both rural and urban governing bodies.
We also reached out to 30 Members of Legislative
Assemblies (MLAs) from different states in the
process.
A major part of our work has been to galvanise state
and national groups to launch a major campaign on
the implementation of the RTE Act through the RTE
Forum, a network of about 10,000 NGOs and CBOs.
In this process, Status Reports of the Act were
prepared and stock taking events organized in the
states of Rajasthan, UP, Delhi, Bihar, Jharkhand,
Uttarakhand and Andhra Pradesh. Issues of
marginalisation of urban poor (in Delhi), dalits (in UP)
and tribals (in Jharkhand) found special focus in
different contexts.
We also reached out to the state governments in
Bihar, Rajasthan and Jharkhand. In UP alone, through
a series of events titled 'Million Lights for Education
Rights', some 4,000 activists and citizens participated
across 37 districts in the state. At
the national level, it
culminated in the national
stock taking and a public
rally, which brought
together about 3,000
people from 14 states. The
process, thus initiated, is
expected to gather larger
momentum in the coming year
as the first
three years'
deadline to
achieve
major
milestones
in the RTE
Act ends on
31st March
2013.
Essential Services
Oxfam India focuses on the right to universal access to education and health
care through its programs and campaigns on essential services. The focus is on
improving the accountability of both, public and private delivery systems by
enhancing the role of an empowered community through various mechanisms.
A student in a school in Indira Nagar, Lucknow. The photo was an entry in a photo
exhibition where the students of Amity School of Communication (ASCO), Lucknow
were asked to click photographs on the theme of Right To Education. The exhibition
was organized by Oxfam India in collaboration with Amity.

Health
Oxfam India's health work is aimed at building
community and civil society’s capacity to monitor the
implementation of the National Rural Health Mission
(NRHM) and intensive budget tracking of financial
investments made in health programs. Oxfam India is
also advocating for the progressive National Right to
Health Act and regulation of the commercial private
sector. We are currently working with 11 partners in 9
states and a national research partner.
With NRHM recognising the role of the community in
monitoring health services, community based
monitoring activities are presently underway in
Maharashtra, Rajasthan, Bihar, Jharkhand and
Odisha, covering approximately 6,00,000 rural
population, most of whom hail from the marginalised
sections. In the process, we covered 250 Village
Health and Sanitation Committees (VHSCs), the
primary institution mandated to facilitate community
based monitoring of health services at the grassroots.
1,500 people were directly sensitised about the
concept of health rights and community based
monitoring of health services. In Rajasthan,
systematic budget tracking was done by Oxfam
India’s partner Prayas. In the states of Maharashtra
and Chhattisgarh, community score cards were filled
up and subsequently findings were shared in public
meetings. These accountability processes have led to
a range of positive qualitative changes in the
functioning of the local public health system in the
form of improved outreach services, availability of
drugs and critical manpower in the public health
institutes.
In our advocacy around universal health care, one of
the partners of Oxfam India, Public Health Foundation
of India hosted the secretariat for the High Level
Expert Group (HLEG),
constituted by the Planning
Commission of India, to give
recommendations on Universal
Access to Health Care (UAHC).
This report provides
a road map for
UAHC in India
and also
prescribes some
key policy
measures for
paving a way
towards realising key milestones. Public Health
Foundation of India, in collaboration with other
organizations, conducted a comparative study of the
state of Bihar and Tamil Nadu, based on availability
and access to essential medicines. Key findings
emerging out of this study have been reflected in the
recommendations of the Planning Commission's High
Level Expert Group on health. This positive
development at the policy level was also
complemented by a range of state level initiatives to
reinforce demand for Right to Health Act. In the state
of Rajasthan, campaign for free treatment was
launched in the context of the recent decision by the
state government to provide free medicines in public
health facilities. Similarly, under the overall anchorship
of Prayas, workshops on right to health care and
access to free medicines were organised in the six
intervention states.
During the year, a range of activities to emphasise the
need for regulation of the private sector were
conducted by the Oxfam partners. Sama prepared a
case study of 12 trust hospitals in Delhi. Consumer
Unity and Trust Society (CUTS) completed a study on
Collusive Behaviour in Health Delivery in India, in the
two states of Chhattisgarh and Assam. A nodal person
from the Planning Commission, acknowledged the
latter report stating that its recommendations would
be taken on board by the High Level Expert Group on
Health towards the Five Year Plan process. Centre for
Inquiry into Health and Allied Themes (CEHAT)
published a study of over 200 private hospitals in
Maharashtra pointing out key advocacy messages on
the gaps etc. Oxfam India also commissioned a
research ‘Study of the Trends in Out of Pocket
Payments in Health Care during NRHM Period (2005-
2010) in Six States of India’ led by Prayas. The key
recommendations from the study were shared through
a national consultation as well as with the Planning
Commission leading to increased focus on the rising
health costs.
Oxfam India10
In Rajasthan systematic budget
tracking was done by Oxfam India's
partner, Prayas. In the states of
Maharashtra and Chhattisgarh,
community score cards were filled up
and subsequently findings were
shared in public meetings.
Aliya Khatoon, a pregnant woman from Bhanaspati village, getting
her regular check up with active pursuance of Rogi Kalyan Samiti at
Runni Saidpur Primary Health Center of Sitamarhi district in Bihar.

Essential Services Campaign
The campaign for essential services attempts to build
cross-cutting linkages by focusing on governance
accountability through a series of regional and
national alliances. The overall focus during the year
was to influence the drafting of the 12th Five Year
Plan process, push for a more inclusive budget and
strengthen the voices of excluded groups demanding
a sharper focus on their rights.
Oxfam India supported Wada Na Todo Abhiyan
(WNTA) to organise 16 consultations across the
country seeking inputs from the civil society for the
Approach Paper to the 12th Five year plan. The inputs
were compiled in the form of a Publication
‘Approaching Equity: Society Inputs for the Approach
Paper-12th Five Year Plan’ which was shared with the
members of the Planning Commission, State Planning
Boards, District Planning Committees, relevant senior
bureaucrats and ministries (state & central) and
academic institutions. Approximately 850 groups were
directly involved in this process. WNTA also organised
a response to the Draft Approach Paper of the 12th
Five Year Plan. A critique on the proposed plan by civil
society organisations was compiled and shared with
the Deputy Chairman and the members of the
Planning Commission.
As part of the ongoing Nine is Mine Campaign,
children undertook the Nau Kadam Yatra from the
North East, South and North India to New Delhi
focusing on the demand for the allocation of 9% of
GDP on education and health. Along the way, they
held 'Children's Hearings' from the perspective of
vulnerable children like adivasi (tribal) children, dalit
children and children of other minority communities.
Later, more than 2,000 children participated in a
public rally to press for these demands on the eve of
national budget.
Oxfam India along with Centre for Budget and
Governance Accountability (CBGA), as part of
People's Budget Initiative (PBI), helped organise five
regional conventions in Pune, Hyderabad, Ranchi,
Guwahati and Lucknow, which fed into the process of
national convention on Union Budget. Around 300 civil
society organisations took part in regional conventions
on Union Budget 2012-13. The Charter of Demands
for a people-centric budget was shared widely with a
range of stakeholders. These included Members of
Parliament, bureaucrats of relevant ministries,
departments and Planning Commission and a large
number of civil society organisations along with
regional and national media.
In its continued focus on accountability, Oxfam India
also supported National Social Watch to publish a
Policy Brief on MP's Composite Performance Index.
This included indicators like attendance in the house,
questions and supplementary questions raised,
participation in debates and private members bills
raised.
Oxfam India's partner National Conference of Dalit
Organisations (NACDOR)'s engagement with the
Confederation of Indian Industry (CII) contributed
towards the latter's declaration that its chamber
members will voluntarily hire 50,000 people from
Schedules Caste/ Scheduled Tribe communities and
that the member companies will increase procurement
from SC/ ST entrepreneurs by 20-30%. CII also
announced that 50,000 SC/ST youths would be
trained during the year through skill development
initiatives.
Strong opportunities are emerging to pave the way for future alignment of communities
under the banner of School Management Committees (SMCs) to pressure governments
to implement the Right to Education Act effectively. Similarly, with the High Level
Expert Group (HLEG) report, there is once again a critical opportunity to build public
movement around people's right to universal health care.
What did we learn?
A rally by Budget Adhikar Andolan at Jantar Mantar demanding
increased social spending for Dalits

Gender Justice
Violence against Women
At present Oxfam India partners are running 18
Women Support Centres in the states of Andhra
Pradesh, Odisha and Uttar Pradesh in collaboration
with State Home Department and State Women and
Child Development Department, which have
supported more than 12,000 survivors of domestic
violence. Six legal aid centres in 6 districts of Gujrat
are also providing support to women under distress.
The centres are providing counseling, legal aid,
medical support and shelter to the survivors. The toll
free Bhumika Tele-Helpline (1800 425 2908) in
Hyderabad has catered to 3,000 calls over the year,
has helped survivors to seek legal advice and referred
them to various support agencies.
The VAW programs have reached out to the
communities to generate awareness on issues of
domestic violence and educate them on legal rights of
women. Reaching out to approximately 30 districts
across 7 states, the partners of Oxfam India are
providing trainings to 250 community based
institutions at village, panchayat and district levels.
These institutions, at present, are generating
awareness and also supporting women facing
domestic
violence in their own locales. 7,500 women from
socially marginal backgrounds have been supported
by these institutions. The We Can End Violence
against Women campaign (India), which is a part of
Oxfam's South Asia regional campaign, currently is
spread across 13 states with 2.7 million individuals
from all spheres of the society signed up as campaign
change-makers. The campaign's exciting posters and
messages have always been effective in raising
awareness and generating public opinion on the issue
of violence against women.
On advocacy side, Oxfam India and a state level
alliance of civil society organizations in Odisha have
raised critical issues related to the implementation of
the PWDV Act, with Women and Child Department,
based on the findings of evidence based study. Non
disposal of cases within a minimum of 60 days, lack of
human resource, abysmal budget allocation and
apathetic legal services and judiciary are some of the
key concerns highlighted. Such efforts are also
undertaken by Oxfam India’s partners in the states of
Andhra Pradesh, Uttar Pradesh, Uttarakhand and
Gujarat. These attempts have led the state
governments to organise trainings for the relevant
officials on the rules of the Act where Oxfam India’s
Partners are acting as resource agencies.
Oxfam India also organised 3 multi stakeholder
Regional Consultations on Sexual Harassment at
Workplace in collaboration with Lawyer's Collective in
Lucknow, Mumbai and Bhubaneshwar. The
consultations sought feedback on the Draft Bill on
Sexual Harassment at Workplace which was
presented to the Parliamentary Standing Committee.
The Gender Justice theme of Oxfam India covers two major programs: Violence
against Women (VAW) and Political Empowerment of Women (PEW). The overall
goal of Violence against Women is reducing the social acceptance of violence
through policy and practices and bringing change in social beliefs and systems
that perpetrate violence. The Political Empowerment of Women aims to work
towards increased and effective participation of women in political and
governance institutions. In the year 2011-12, Oxfam India worked in 13 states
with 34 partners and 3 National level partners. 9 of these partners were partners
in We Can End Violence against Women Campaign.
Ranjesha, a member of a youth group preparing poster for gender
sensitisation activity by Humsafar, a women support centre and
Oxfam India's IPAP partner in Lucknow.
Oxfam India12

What did we learn?
Women's Political Empowerment
The major work of Oxfam India and its partners has
been around building capacities of women collectives
to enhance their engagement in governance
institutions like local panchayats, gram sabhas and
urban municipalities.
In Chhattisgarh and Madhya Pradesh, 21 Baiga
(indigenous group) women contested and were
elected in local governance elections with support
from Oxfam India's partners.
In Maharashtra, in 5 districts the concerned partner
Yuva Rural has facilitated the young women's
collective Mahila Vikas Parishad in 5 districts and are
training them to enhance their active participation in
local governing bodies. Partner organisation Pradan
in Madhya Pradesh has also provided training support
to their women's collective Narmada Mahila Sangh on
issues of domestic violence and also on functioning of
local governance systems. In Jharkhand, trainings on
Panchayats Extension to Scheduled Areas, PESA (ii)
act have empowered 164 elected representatives to
participate in the Panchayat meetings and actively
raise women's issues.
Alliance based advocacy initiatives with
state departments supported by Oxfam
India are delivering results in terms of
proactive Government actions.
Facilitating a national level collective to
advocate for the implementation of
Protection of Women Against Domestic
Violence Act (PWDV) act will be an
obvious step ahead in the coming years.
The outreach of the Women Support
Centres to remote locations has a way to
go, but some of the centres are receiving
cases through support from Anganwadi
and ASHA workers. Roping in other
departments like Integrated Child
Development Scheme (ICDS), health and
panchayats is helping to publicise the
support centres in the distant locations.
Usha Chodhary, representative from Oxfam India partner Vikalp
Sansthan, from Ashti village, Maharashtra, who came together to
discuss the work of Mahila Vikas Parishad (MVP). MVP is the
Women's Development Forum, which was established and is
facilitated by Oxfam India’s partner Yuva Rural.

Humanitarian and DRR
Humanitarian Assistance
In 2011-12, we provided humanitarian assistance to
more than 51,000 people, and responded to 3
emergencies in 3 flood-affected states of east and
northeast India (West Bengal, Assam and Odisha).
The year focused on two major emergency situations
– the aftermath of the floods in Malda district (West
Bengal) and the devastating floods in Dhemaji district
(Assam). Over the last four months, Oxfam India has
provided safe water, sanitation facilities, emergency
shelter and basic public health services to 9,436
households. In the process, we built temporary
latrines and bathing shelters, raised hand pumps to
benefit the population with safe and secured water
during flood and non-flood periods. We also
distributed hygiene kits containing items such as
soap, sanitary pads to the affected communities.
Our Long-term Disaster Risk Reduction
Program
Oxfam India works to achieve its aims through three
inter-linking strategies – development, humanitarian
response and campaigns. Together, these constitute
Oxfam India's national DRR program.
Our disaster risk reduction program runs across 5
states with 15 partners. It provided support and
assistance to 3,13,229 people in Assam, Odisha,
Bihar, Uttar Pradesh and Andhra Pradesh and
continued to support the poor in disaster prone
locations with key components of resilience building
work such as -
I. Improving agricultural techniques, technologies to
reduce agricultural risks and crop loss; enhance
income - community supported by stress resistant
agriculture and livelihood initiatives including flood
free rabi cropping.
II. Strengthening coping mechanisms and risk
preparedness - more than 12,000 people have
been provided with flood resistant sanitation
facilities. Besides this community members were
also trained to work as community public health
mobilisers to promote good hygiene practice and
health.
III. Diversifying livelihoods to reduce risks – village
people, especially woman, benefitted from micro
enterprise livelihood and income generation
projects.
IV. Advocate better implementation of government
schemes and inclusion of DRR and champion
assistance where needed most.
This year our work has been dominated by the East India Flood Response
comprising the three states of Assam, West Bengal and Odisha. Our response
focused on the provision of water and sanitation, public health promotion and
shelter support which has helped in resilience building of the vulnerable
communities of these three different regions.
Model farmer Rajendra and his wife Bhanumati showing their
produce of water melon under the project of time and space
management initiated by our partner GEAG in village Makhnaha of
Gorakhpur, UP.
Oxfam India14

Advocacy and Campaigning
Oxfam India integrated advocacy and campaigning
work to make an impact of its humanitarian and risk
reduction work. As part of its strategy, we worked with
National Disaster Management Authority (NDMA),
RedR, Sphere India and UNICEF.
We also worked with various state governments and
their respective Public Health Engineering
Departments (PHEDs) to provide technical support on
capacity assessment to their officials and contingency
planning. These exercises are completed in Assam,
West Bengal and Bihar. More such mapping is in the
pipeline for the states of Uttar Pradesh, Odisha and
Chattisgarh.
Combining humanitarian relief with long-term disaster risk reduction program can be
successful. For e.g. the ongoing program in Dhemaji was dovetailed with the
emergency response. Having experienced and trained staff positioned at the
Humanitarian Hub office, Kolkata means it was quick deployment to the field for the
emergency mission.
What did we learn?
As her mother watches, Bibari Hazuary, a 9-year-old tribal girl,
studies with the help of a solar lamp distributed by Oxfam India's
state partner Morigaon Mahila Mehfil as part of the DRR program
in Morigaon district, Assam.
Girl students of Gourachandra village school in Puri district in
Odisha, using the raised handpump, built by Oxfam India's DRR
program with the help of local partner SOLAR.

Emerging Themes
As a part of its first five year strategy, Oxfam India had also outlined some of the
emerging themes which needed our attention, given their increasing importance
in our development practices. While not necessarily connected with each other, it
was recognised that they reflect the changing dynamics of development in and
outside India and unless we also begin to build critical work around the same,
our regular development work organised around four key themes would remain
incomplete. Hence we decided to work on key emerging themes like urban
poverty, India & the world, youth and active citizenship, communalism and peace
building.
Oxfam India16
Noor Alam with his co-workers in his Zardozi workshop in an urban
village Mohibullapur, Lucknow supported by Oxfam India’s partner
Vigyan Foundation

Urban Poverty
Oxfam India worked with 7 partners over 4 states
(Uttar Pradesh, Maharashtra, Rajasthan and
Karnataka) and in 15 cities to directly reach 20,000
families under this emerging theme. It primarily
focused on the issues of the homeless, pavement-
dwellers and waste pickers and in helping them
articulate their demands for shelter and identity proofs
to avail various basic social benefits. This is done
through organising resource centres (as in UP) and
helplines (called 'labourlines' in Rajasthan), engaging
with local municipal administration and helping
workers organise under different banners.
In the process, in Uttar Pradesh, about 1,300 urban
poor obtained various identity proofs including Voter
ID cards, Ration Cards, UIDs through active
India and the World
This stream of work is a new area undertaken by
Oxfam India and is still under development. The aim
of the program is to influence global issues that affect
poverty and injustice in India as well as India's role in
key global institutions like G20, BRICS etc for a pro-
poor development agenda.
Ahead of the G20 Summit in Cannes in 2011, Oxfam
India, in association with several of its partners,
prepared position papers on food security and
agriculture, innovative financing, Millennium
Development Goals (MDGs) and the G20, tax justice,
health and climate financing. A document
consolidating Indian civil society's key policy asks was
also shared with various Indian government officials,
both inside and outside the country.
In preparation for the G20 Summit to be held in
Mexico in June 2012, the Global G8/G20 Working
Group organised a three day global civil society
planning and strategy meeting in February in which
Oxfam India also participated. The meeting resulted in
the presentation of global civil society's policy asks on
issues around food security, tax justice, green growth
and infrastructure to the Mexican Foreign Ministry and
Sherpa for the G20, as well as other key government
representatives.
Ahead of the G20 Summit in Cannes in
2011, Oxfam India in association with
several of its partners prepared
position papers on food security and
agriculture, innovative financing,
MDGs and the G20, tax justice, health
and climate financing.
The incidence of urban poverty is
increasing faster and in more extreme
ways due to migration and
informalisation of labour.
coordination with State Election Commission and
Regional Aadhar Office. In Karnataka, 5,000 waste
pickers, got identity cards and health insurance and
safety gear. In Rajasthan, over 300 women labourers
got various entitlements under maternity benefits.
In Rajasthan, the call center 'Labourline' facilitated by
Aajeevika Bureau has got 725 calls and it has
benefitted nearly 120 labourers, directly settling labour
disputes in their favour. In UP, through our active
engagement with the local administration, 23
permanent shelters became functional during extreme
cold weather.
We have organised labourers through a registration
process where 1,700 labourers were registered with
the State Labour Welfare Board in Rajasthan alone.
Our partner Ajeevika in Rajasthan has registered
63,000 workers so far. In UP, we have organised more
than 3,200 workers under a single banner over key
demands like inclusion in Census 2011 while in
Maharashtra, over 700 waste pickers organised
themselves demanding an establishment of a Welfare
Board for waste pickers.

Youth and Active Citizenship
The Youth and Active Citizenship program at Oxfam
India, aims to protect, promote and advance young
people's human rights by facilitating their participation
and development in society in order to build
sustainable and effective democracies. Being in its
nascent stage, the focus of the program, at present, is
on creating strategies and supporting organizations
that advance youth development in order to attain a
social change.
At present, we work with 2 organisations in 2 states
and at the national and global levels with Oxfam
International Youth Partnerships. However, over the
course of 2011-2012 we also, partnered with and
supported over 10 youth run and led organisations in
their efforts to build youth capacities towards active
citizenship and reached out to approximately 5,000
young people from across the country.
It also organised the first youth capacity and skill
building workshop for the Oxfam International Youth
Partnerships (OIYP) India Action Partners. The
workshop also witnessed the launch of Oxfam India's
Small Grants Program. The program supported OIYP
India Action Partners to implement specific activities,
important to their area of social change. Oxfam India
supported three ventures which addressed different
aspects of the Indian education system in
Uttarakhand, Uttar Pradesh and Maharashtra. In
totality, the three programs reached out to more than
2,000 stakeholders, which included students, teachers
and parents. The program also worked in an
interdisciplinary manner with other Oxfam India
themes during 2011-2012. We supported; the
education program under essential services by
building the capacity of 150 youth in urban
resettlement colonies in Delhi and the Economic
Justice program by providing 10 internships for their
work in Oxfam India's respective focus states. In
addition, we also supported India and the world
program by starting the G20 Dialogue Series with
Youth.
Oxfam India18
Oxfam India also organised the first
youth capacity and skill building
workshop for the Oxfam International
Youth Partnerships (OIYP) India Action
Partners.
Indian action partners of Oxfam International Youth Partnerships Program interacting at a capacity building training workshop held in New Delhi.

Communalism and Peace Building
Oxfam India firmly believes in the secular-democratic
values enshrined in the Indian Constitution. It believes
that secularism is the corner stone of Indian
democracy. It also believes that conflict, not only
hampers the development process but also adversely
affects the poor and the marginalised much more. It is
also Oxfam India’s understanding that communalism
is an issue which needs to be made a part of general
sensitivity of all the development practitioners
regardless of their areas of work.
Oxfam India has been working with its partner, Anhad
in promoting secular voices and democracy through
sensitization workshops and follow up action over the
past two years. This year too, a number of trainings
were held to break the myths that have been created
around history, minorities and democracy. Residential
trainings were conducted in Gujarat, Haryana and
Bihar attended by more than 400 activists from
This year too, a number of trainings
were held to break the myths that have
been created around history,
minorities and democracy.
Oxfam India's partner Anhad organised a public meeting on Kashmir.
various civil society organisations. Subsequently,
many of them participated in fact finding teams over
the year to highlight atrocities and discrimination
against minorities.
Anhad also organised a three day commemorative
program on the completion of ten years of the Gujarat
carnage 2002 titled Bol Ki Sach Zinda Hai Ab Tak. It
also celebrated the spirit of resistance with the victims
from Gujrat and people from various walks of life while
paying tribute to the memory of those who were killed
in the mindless violence during 2002.

A team participating in the first Oxfam India Trailwalker held in
Bengaluru in February 2011Oxfam India20

Marketing, Fundraising
and Communications
The financial year 2011-12 was a very challenging
year for Oxfam India's fundraising efforts. At Oxfam
India, we continued our efforts to focus on mobilising
resources primarily from individuals in order to expand
the solidarity base among various sections of our
society apart from endeavouring to create a strong
national presence. Retention of fundraising staff and
their training to ensure that they are able to fundraise
effectively continue to remain major challenges.
The Year 2011-12 saw the initiation of two new
channels of mobilising resources – Trailwalker, the
Oxfam's Global signature event and Monthly Giving
Program which inspires existing donors to continue
supporting our work by graduating to a more stronger
relationship with Oxfam India. This year, a number of
steps were also taken to strengthen our Management
Information System (MIS) and donor stewardship.
In the current financial year, a total of `13.0 crore was
raised from all sources.
Individual Fundraising
Oxfam India employs various channels viz. face-to-
face, tele-calling, tele-facing and major donors’ reach-
out to raise donation from individuals. It has in-house
teams for all these channels and has been constantly
striving to provide them quality inputs for fundraising
including a major induction program organised in
July/August.
During the year, Oxfam India also started five new
fundraising offices viz Indore, Kochi, Chennai,
Udaipur and Nagpur. This takes the number of
fundraising offices in Oxfam India to 20. Apart from
this, Oxfam India also hired five new agencies for this
purpose.
We are finding, however, that the expansion into the
smaller cities and towns is not proving to be as
successful as we had thought and we are now
rethinking our strategy for expansion and will instead
be focusing on consolidation. Not only is there an
acute shortage of skilled fundraising staff in the
secondary cities, but also the culture of philanthropy is
yet to take root.
This year, we have recruited 33,379 new donors
taking our individual donor base beyond 1,18,000. We
also upgraded and graduated 6,539 of our existing
donors. The Major Donor Program aiming at high net-
worth individuals (for the donor whose annual gift size
is more than `15,000 in a year) has been expanded to
the tier-two cities and now functions from Delhi and
Bangalore.
In August 2011 Oxfam India, initiated Monthly Giving
Program (MGP), aimed at establishing long term
supporter relations on a sustainable basis. This will
help in bringing stability and predictability to the fund
flow, which in turn supports long term program
interventions. In the year 2011-12, a total of 929
donors were recruited under this program.
Institutional Fundraising
Oxfam India, this year, explored the possibility of
building relationships with new institutions, especially
with the corporates. It also initiated ethical screening
of BSE Top 50 corporates as per the Ethical
Screening Guidelines for Private Sector Engagement.
A strategy on private sector engagement is now being
developed.
The Year 2011-12 saw initiation of two
new channels of mobilising resources –
Trailwalker, the Oxfam's Global signature
event and monthly giving programme
which inspires existing donors to continue
supporting our work.

A number of international donors continued their
support to Oxfam India this year also namely
European Commission, Department for International
Development (DFID), Unicef, Davidson Trust, John
Helleur Trust, Ford Foundation, Gates Foundation etc.
New partnerships has also emerged with UPS
Foundation for Assam DRR project. Oxfam India has
ensured resources from DFID under Global Poverty
Action Fund (GPAF) for its large scale public health
program for 3 years. Oxfam India has also entered
into a partnership with Nokia India for its 'Planet ke
Rakhwale' campaign. The proceedings of this
partnership is supporting the education work of Oxfam
India.
Humanitarian Fundraising
Oxfam India launched an appeal for the Japan
earthquake/tsunami response program in India and
raised approximately `39.6 lakhs from individuals as
well as corporates. Eight corporate, namely, CA
Technology Pvt Ltd, Analog Devices,
Synopsis, Accenture, M'phasis, TCG Life Sciences,
Royal Bank of Scotland and Autodesk along with their
employees pledged their support to the cause.
Oxfam India also raised `50.5 lakhs from individuals
and institutions viz. Oxfam Germany, Oxfam Australia,
Unicef, M'phasis, Autodesk and Eureka Forbes (in-
kind support) for East India flood response program.
The fund supported Oxfam India's response work in
Dhemaji district of Assam and Malda district of West
Bengal.
UPS Foundation extended its funding support to
Oxfam India's 'Disaster Risk Reduction in Assam'
program which amounts to `26.2 lakhs for 18 months.
Donor Stewardship
Quality donor servicing in Oxfam India is strongly
supported by robust donor data management system
(DMS). Calendar for donor communication, both for
individual and institutional donors, is prepared at the
beginning of the support received. Quarterly
newsletter (mostly electronic version) and project
specific reports are shared with donors to keep them
updated on our work.
This year, we contacted around 25,000 donors to
update our database as well as to get feedback on
their relationship with us. In the course of the
conversation, we had few donors asking for further
information about Oxfam India and an in-depth
understanding of how their donation was being
utilised.
A specific segment of the donors, namely, major
donors expressed their happiness around the
initiatives that we have undertaken in our
humanitarian response and DRR programmes
appreciation for regular updates of Oxfam`s activities
through our newsletters.
Oxfam India has also entered into a
partnership with Nokia India for its 'Planet
ke Rakhwale' campaign.
Oxfam India and Nokia India partnership for supporting the
education of out of school children.
Oxfam India22

Trailwalker and other Events-based
Fundraising
Oxfam India organised its global awareness creation
and fundraising event, TRAILWALKER in India for the
first time from 10th to 12th February 2012. The first
Trailwalker in India was held on a 100 km scenic trail
from Sangam, Mekadatu near Mysore to Bidadi near
Bengaluru in 48 hours.
State Street was the global sponsor for the Oxfam
Trailwalker. Nokia, which joined as Environment
Sustainability and Telecom Partner, also provided in-
cash sponsorship. In-kinds partners for the Trailwalker
includes Manipal Hospitals, US Pizza, International
Herald Tribune, Nestle India, Smart Nutrition, Faces,
The Outdoor Store - Racing the Planet, Mc Dowell's
No. 1 Drinking Water, Bangalore Mountaineering
Club, Timing Technology and Pegasus.
Total funds raised for Trailwalker till end May 2012
was `1.19 crore.
Oxfam India also continued to participate in Marathon
events. This year it participated in Airtel Delhi Half
Marathon, Standard Chartered Mumbai Marathon and
10K Majja Run Bangalore Marathon. Participation in
marathons has served the twin purpose of resource
mobilisation as well as spreading awareness about
the organisation.
A trek to Sudershan Parbat was undertaken by one of
Oxfam India supporters, Somashekhar Sunderesan
and a total of `15,87 Lakhs was raised for supporting
a primary health care project in Chattisgarh.
Trailwalker Highlights
80 Teams participated
78 Teams with atleast one member completing the walk
41 FullTeams Completing the walk
Trailwalker Results
Fastest All MaleTeam- Confident Flying Feet
Fastest All femaleTeam-TerraTrots
Fastest MixTeam- March of the Penguins
FastestVeteranTeam- Protrek
Top Three Fund Raising Teams
Paul Reveres MidnightWalk
Spartan Walkers
Petrofac Mumbai Indians
Hr/Min/Sec
20:36:00
44:36:26
28:28:16
24:16:46
Oxfam India team participating in Bangalore Marathon held in May 2011
Amount `(lakhs)
24.47
9.63
5.05

Farah Naqvi, Oxfam India Board member, and Dipta Bhog, Founder member of Nirantar, interacting with
all India staff in a whole day session on 'Developing Perspectives on Muslims and Development' at the
Annual Staff Retreat held in Jaipur in September 2011Oxfam India24

Governance and Management
Oxfam India Board
At the core of Oxfam India's governance practices is
the Oxfam India Board, which ensures that core
objectives of the organisation are met. It facilitates
and exercises due diligence on how the management
serves and protects long-term interests of
stakeholders, at the same time, ensuring the highest
standards of governance. The Board comprises non-
executive directors and is supported by two
subcommittees, namely the Finance and Audit
Committee and the Nominations Committee.
Responsibilities of the Board
¢ Oversee policy formulation, strategic thinking,
management supervision and accountability to
supporters, donors, staff and those affected by its
work.
¢ Determine organisation's mission, purpose,
strategic direction and policies.
¢ Provide strategic leadership to develop strategies,
manage proposals and challenge assumptions.
¢ Recruit, encourage and support the CEO, whilst
monitoring and evaluating his/her performance.
¢ Ensure that the views and concerns of key
stakeholders are heard and addressed through
efficient mechanisms and processes.
¢ Steer the organisation in a manner so as to enable
it to maintain a high level of accountability and
transparency.
Board Meeting Dates and Agenda
Dates of Board Meetings are decided in advance. The
Chief Executive Officer, after consulting other
Directors, drafts the agenda for each meeting and
circulates it to all members prior to its finalisation. The
Board meets for a minimum of four times in a
calendar year with each meeting lasting for either a
day or a day and a half. No business is transacted at
any meeting, unless a quorum exists. The quorum
must not be less than two members in any case. All
statutory business is carried out in the Annual General
Meeting which is held within six months of the close of
the financial year.
Oxfam India is registered as a Company under Section 25 of the Companies Act, 1956
(bearing corporate identity number U74999DL2004NPL131340).
Mr. Kiran Karnik
Ms. Mridula Bajaj
Mr. Shankar Jaganathan
Ms. Moumita Sen Sarma
Ms. Ammu Joseph
Ms. Vimala Ramachandran
Mr. Miloon Kothari
Prof. Amitabh Kundu
Ms. Farah Naqvi
Mr. Somasekhar Sundaresan
Board Meeting Attendance Details
th
4 Jun 2011
nd rd
2 & 3 Sep 11 rd
3 Dec 2011
rd
3 Mar 2012Name
Not Joined Not Joined
Stepped Down
Stepped Down
Stepped Down

Oxfam India26
Our Board Members*
*as of March 31, 2012
Kiran Karnik, Chairperson
Mridula Bajaj – Vice Chairperson
Shankar Jaganathan
Kiran Karnik is the former President of the National Association of Software and Services
Companies (NASSCOM), India's premier trade body and Chamber of Commerce for the
information technology software and services industry. He has also served as Managing
Director of the Discovery Network in India, Founder-Director of the Consortium for
Educational Communication and the Indian Space Research Organisation.
Kiran took over as the Chairperson of Oxfam India Board on August 27, 2010. He is on
numerous government committees and is currently Member of the Scientific Advisory Council
to the Prime Minister and Central Employment Guarantee Council, besides chairing the
international Steering Committee of the Commonwealth Connects Programme.
Awarded Padma Shri in 2007 and Data Quest IT Person of the Year award in 2005, he was
recognised as one of the 'Stars of Asia' by Business Week in 2004 and 'Face of the Year' by
Forbes magazine in 2003. In 1998, the International Astronautical Federation awarded him
with the Frank Malina medal for space education.
A post-graduate from the Indian Institute of Management, Ahmedabad, Karnik holds an
honours degree in physics from Mumbai University.
Mridula Bajaj is a specialist in Child Development with more than three decades of experience
in program, research and training. She is currently Executive Director of Mobile Creches, an
NGO that works with children on construction sites.
She took over as the Vice Chairperson of Oxfam India Board in August 2010. She has also
been a Member of the Steering Committee for the 10th Five Year Plan and has served on the
Expert Committee to evaluate proposals and field inspections under experimental and
innovative education projects by the Ministry of Human Resource Development and the
Department of Education. She has done extensive work in the area of empowerment of
women and development of children.
She holds a Master's degree in Science in Child Development from Lady Irwin College, Delhi
University.
Shankar is an independent, non-executive director on the Board of several Indian companies
and NGOs. He worked with Wipro Limited for 18 years between 1985-2003 and headed the
Technology Initiatives Program and Academic and Pedagogy function in the Azim Premji
Foundation, a not-for-profit organisation that looked at elementary education in the country.
A Chartered Accountant and law graduate with varied experience in corporate, academic and
social sectors, he has also authored a book titled, 'Corporate Disclosures 1553-2007: Origin
of Financial and Business Reports' published by Rutledge in August 2008.

Moumita Sen Sarma
Farah Naqvi
Ammu Joseph
Moumita Sen Sarma,a Chartered Accountant by training, has served the Financial Services
sector for the last 21 years in several capacities. Till March 2010, she served as the Vice
President & Head of Microfinance and Sustainable Development at ABN AMRO Bank in India
as well as a Board Member of ABN AMRO Foundation and prior to that, worked at American
Express Bank and SRF Finance.
Ms Sen Sarma is the Vice Chairperson of Cashpor Micro Credit (Varanasi) and a Board
member of Ananya Finance for Inclusive Growth (Ahmedabad). She is a Stakeholder Council
Member of Global Reporting Initiative (GRI), Amsterdam. An avid practitioner of yoga, Ms.
Sen Sarma, now volunteers the most significant amount of her time with the projects of
Coimbatore based, Isha Foundation.
She has been a frequent speaker at conferences on both Microfinance and Sustainable
Development in India and abroad (incl. USA, EU, World Bank/IFC, Tallberg, WEC, Ethical
Corporation, Women’s World Banking, Euro Market Forum, Sa-Dhan, WRI) as well as
Business Schools (IIM-A, ISB, S.P Jain). Ms Sen Sarma trained at Price Waterhouse Coopers
for her CA and is a graduate in physics from the Presidency College, Chennai.
Farah Naqvi is a Member of the National Advisory Council and a committed activist and writer,
who has for over two decades, been involved in democratic interventions on issues of minority
rights, gender rights, justice, communalism and violence against women. She has worked
with survivors, followed-up with investigative agencies, networked women's groups,
documented and shared information and undertook fund raising and policy advocacy with the
government. She is one of the founder members of Nirantar, an NGO working on gender and
education.
A post-graduate from Columbia University, Farah has done notable work in the area of
broadcast journalism.
Ammu Joseph has been an independent journalist, author and media watcher for over three
decades. She began her career in Mumbai in the mid-1970s as a reporter and sub-editor in
Eve's Weekly and Star & Style, going on to become editor of the Sunday magazine of The
India Post in the mid-1980s. Based in Bengaluru and working independently since 1988, she
contributes articles to print and online publication (including several books), works on
research project, undertakes consultancies, lectures at journalism schools and speaks in
other forums.
Ammu has authored/edited six books, including two on women and media, three on women
and literature and one on women's perspectives on terrorism and counter-terrorism. Her work
on gender and children's issues earned her the UNFPA-Laadli Media Award for Gender
Sensitivity in 2007. She was also conferred the Donna Allen Award for Feminist Advocacy in
2003 by the Commission on the Status of Women of the Association for Education in
Journalism and Mass Communication, USA. She is a Founder Member of the Network of
Women in Media, India.

Oxfam India28
The governance philosophy that underlies Oxfam India is based on five key principles:
1. An unerring focus on realising the vision, the organisation has envisaged for itself. To this end, put in place a
long term strategy and make substantive investments in the short term for long-term benefits.
2. Conform with both the spirit and letter of the law to serve the ends of natural justice and welfare of all.
3. Display a high level of transparency and disclosure with the motto being 'When in doubt, disclose'.
4. Keep all stakeholders informed about all organisational developments and encourage participation as an
integral part of the ways of working through constant communication.
5. Have a simple framework within the organisation driven by organisational objectives with the flexibility to
change with circumstances and new development.
Governance Philosophy
Somasekhar Sundaresan
Justice A. P. Shah
Somasekhar Sundaresan is a partner with J. Sagar Associates, a large national law firm in
India, and heads the firm's securities law and financial sector regulatory practice. He has
extensive experience and expertise in advising clients in the area of foreign investment,
banking and financial institutional sector and mergers and acquisitions, particularly those
involving listed companies. He has advised a number of banks, securities issuers, merchant
bankers, stock brokers, mutual fund holders, fund managers, foreign institutional investors,
non-banking financial companies, stock exchanges, securities depositories and other financial
services intermediaries. In addition to his private practice, he is actively involved in public
policy and regulatory affairs in India's financial sector.
Justice A. P. Shah was the Chief Justice of the Delhi High Court from May 2008 till his
retirement in February 2010. He is known for bold rulings, including the world-headliner July
2009 ruling that found India's 150-year-old statute prohibiting homosexual acts as
discriminatory and therefore a "violation of fundamental rights."
He belongs to a family of lawyers; his grandfather, father and uncle were also in the legal
profession. His father became a Judge of the Bombay High Court and upon retirement served
as a Lokayukta.
Justice Shah did his graduation from Sholapur and went on to the Government Law College,
Mumbai for his law degree. After a short span of practice at the District Court in Sholapur, he
shifted to the Bombay High Court in 1977 and joined the chambers of the then-leading
Advocate Shri S.C. Pratap. He gained experience in civil, constitutional, service and labour
matters. He was appointed as an Additional Judge of Bombay High Court on 18 December
1992 and became the permanent Judge of Bombay High Court on 8 April 1994. He assumed
charge as the Chief Justice of Madras High Court on 12 November 2005 and was transferred
as the Chief Justice of the Delhi High Court on 7 May 2008.

Senior Management Team
Nisha Agrawal, Chief Executive Officer
Moutushi Sengupta, Director - Programs and Advocacy
Avinash Kumar, Director - Policy, Research and Campaigns
Kunal Verma, Director - Marketing & Communications
Anuja Bansal, Director - Operations
Nisha has been working on poverty, inequality and development issues for more than two
decades. She has been the CEO of Oxfam India since its inception in March 2008. Prior to
that, for the past 18 years, she has worked with the World Bank on development issues and
has extensive experience of working in countries in the East Asia Region (Cambodia, Vietnam
and Indonesia) and in the East Africa Region (Tanzania, Kenya and Uganda). She has a
Doctorate in Economics from the University of Virginia, Charlottesville, Virginia, USA. She has
also worked as a Research Economist at the Impact Research Centre, University of
Melbourne, Australia.
Moutushi Sengupta has more than 20 years of work experience, 16 of which have been in the
development sector. She has worked with Government of United Kingdom's Department for
International Development (DFID) in India on a range of development initiatives across
different sectors, including livelihoods promotion, rural development, financial and governance
reforms and enterprise development. An MBA (University Gold Medallist) from the Punjab
University and M.Sc. in Applied Environmental Economics from the Imperial College of United
Kingdom, Moutushi Sengupta joined Oxfam India in November 2009.
Avinash Kumar has a Ph.D. in modern history from Jawaharlal Nehru University, New Delhi.
He was a Charles Wallace post-doctoral Fellow at School of Oriental and African Studies,
London University. Among his various assignments, he has taught at a central university,
worked at a research institute and has worked with Oxfam in India for the past seven years on
a range of themes (including communalism and right to basic services) and positions. He has
an ongoing interest in politics of development, inequality and history of ideas. He also dabbles
in cultural politics of cinema and literature as his favorite pastime.
Kunal has been raising funds for fighting injustice and creating a more equal and dignified
world order. An IIM Bengaluru alumni and a post graduate in fundraising and international
marketing, he has over 15 years of functional experience cutting across corporates and non-
profit organisations. Kunal has successfully implemented brand building exercises for
international profit and non-profit organisations for increasing awareness and developing
brand loyalty. Kunal comes with the unique experience of starting fundraising operations in
India for three of the best known international NGOs. i.e. ActionAid India, Christian Children
Fund and Oxfam India. Kunal has been working with Oxfam India for over three years, putting
great efforts in creating support engagement with individuals and corporate, who wish to
secure the ‘right to a life with dignity for all’.
Anuja is a Chartered Accountant with 20 years of post qualification experience. She has held
leadership positions in the not-for-profit sector with organisations working in the areas of
education, livelihood and microfinance. She has extensive experience in Finance, IT and
Human Resource Management. Before joining Oxfam India, Anuja was the Chief Finance
Officer for Bharti Foundation, simultaneously holding portfolios of Information Technology and
Legal.

1
2
4 5
6
7
8
9
2
3
45
6
7
8
9
0
1
2
3
4
5
67
8
9
0
Oxfam India30

Income
Grant from Affiliates
Donations - Corporate, Institutions and Affiliates
Donations – Individual
Financial Assistance on Dissolution of Oxfam trust
Bank Interest
Other Income
Total
Facts Behind the Figures
The total income for the year has decreased from `80.6 crores in 2010-11 to `55.1
crores in 2011-12 representing a decrease of 32%.
Sources of Income
41.1
2.4
10.7
0.0
0.8
0.1
55.1
57.1
0.4
8.1
14.2
0.7
0.1
80.6
% Change
-28%
500%
32%
-100%
17%
0%
-32%
The overall reduction in income is mainly due to
reduction in Affiliate Income by 28 % from `57.1
crores to `41.1 crores and one time transfer of net
assets worth `14.2 crores from Oxfam Trust, during
previous year.
Donations from individuals has increased by 32%
from `8.1 crore to `10.7 crore as a result of further
investment into fundraising by opening of more
regional offices, which has led to enhanced income.
Donations from corporates and institutions has
Grant from Affiliates
Grants from Affiliates
Oxfam Novib
Oxfam Great Britain
Oxfam Australia
Oxfam International
Oxfam Intermon (Spain)
Oxfam Hong Kong
Oxfam Japan
Oxfam Germany
Donations from
Affiliates for Disaster
Management
Oxfam Germany
Oxfam Australia
Total from affiliates
Oxfam America
18.6
8.8
8.4
3.3
0.0
0.3
1.3
0.2
0.6
35.3
12.7
4.2
2.4
1.1
0.0
1.0
0.3
0.0
-47%
-31%
104%
40%
-100%
100%
33%
-36%
100%
Income from Affiliates
increased by 500% from `0.4 crores to `2.4 crores.
Donations from Individuals & Corporates include
income raised by over 80 teams at the first Trailwalker
conducted by Oxfam in India wherein `1.03 crores
was raised during the year. For this event a further
amount of `0.15 crores was raised in 2012-13. Better
fund management has resulted in a higher bank
interest income of 17% from `0.7 crores to `0.8
crores. Other Income comprising profit on sale of
assets and miscellaneous receipts was constant at
`0.10 crore.
Oxfam Novib
Oxfam Great Britain
Oxfam Australia
Oxfam International
Oxfam America
Oxfam Hong Kong
Oxfam Japan
Oxfam Germany
44%
21%
21%
8%
3% 1% 1%
Affiliate Contribution 2011-12
1%
Amount in ` Crores
2011-12
Amount in ` Crores
2010-11
( Crores)`
2011-12
( Crores)`
2010-11
0.2
0.1
41.8
0.0
0.0
57.1
100%
100%
-27%
%
Change
Grants and Donations from affiliates have declined
from `57.1 crores to `41.8 crores representing a
reduction of 27%. The income from Oxfam Novib and
Oxfam GB have reduced considerably from the
previous year. The reduction is largely due to change
in strategic plan of the affiliates. Increased income

Oxfam India32
The decrease in expenditure is mainly on account of
decrease in grants to partners. The decrease in grant
was because of lower income received from other
Oxfams. The fundraising launch and development
relate to expenses incurred for setting up new fund
raising offices.
Fundraising Operational Cost Of `9.62 crores
includes expenses amounting to `0.85 crores incurred
for the First Trailwalker held at Bangalore.
Analysis of Total Expenditure
Expenditure
Program Expenditure
Fund Raising Operational Cost
Fund Raising Capital Costs
Fund Raising Launch and Development Cost
Employee benefit expenses
Co-ordination & Administration costs
Grants utilised for acquisition of capital assets
Prior period items
Total
28.3
9.6
0.4
1.1
5.0
5.1
0.5
0.1
50.1
54.4
4.9
0.5
1.6
4.6
5.2
0.5
0.0
71.7
During the year 2011-2012, 37% of grants went to
partners working in the area of Economic Justice,
which primarily focuses on natural resource
management and small agriculture holdings as
components of the larger sustainable livelihoods
canvas.
25% of grants were made to partners working on
Essential Services which focuses on right to health,
education and food.
The allocation for partners working on Humanitarian
Response and Disaster Risk Reduction issues was
11%.
Gender Justice, Urban poverty and Emerging
Themes had an allocation of 12% grants.
The national advocacy component of voices and
accountability had an allocation of 15%.
The total expenditure has decreased
from `71.7 crores to `50.1 crores
representing a decrease of 30%.
Amount in Crores`
2011-12
Amount in Crores`
2010-11
from Oxfam Australia is on account of additional
funding for the DRR and urban poverty work. The
reduction in income from Oxfam Intermon is due to
winding up of its operations in India in June 2011.
Expenditure

Balance Sheet
The General Fund as at the end of the Financial year
was `13.92 crores which represents excess amounts
received as a result of Affiliates following different
Financial years (January to December in one case
and July to June in another) in comparison to our
Financial year of April to March and having
transferred funds accordingly.
In 2010-11, the Board had resolved to create a
Catastrophe Reserve of `1.35 crores to be utilised in
times of humanitarian response and Contingency
Reserve equal to three months' operating expenses
then estimated at `1.50 crores, to be created over a
period of three years. As on 31st March, 2011 the
Catastrophe Fund of `1.35 crores and Contingency
Fund of `50 lakhs were created. During the current
financial year an additional sum of `50 lakhs was
transferred to Contingency reserve. Both these
reserves are represented by fixed deposits in the
bank.
A Capital fund has been created to reflect on the face
of the balance sheet, the cost and written down value
of the assets. All fixed assets are stated at cost. Cost
includes purchase price and all other attributable
costs of bringing the asset to working condition for
intended use. Assets purchased out of funds are
capitalised and an equal amount is transferred to
Capital fund. Accordingly deletions of such fixed
assets are also adjusted from the capital fund.
Long term provisions have been created for staff
related liability of the organisation like provision for
Gratuity and Leave encashment. Gratuity
management has been agreed with Life Insurance
Corporation for better management and does not
reflect in the provision list.
Long term loans and advances reflect security
deposits paid for program and fundraising offices that
had been classified as other non-current assets in the
previous year. Other non-current assets include
amount paid to LIC for gratuity management. Cash
and cash equivalent include bank balances and term
deposits. Short term loans and advances include
amount spent on behalf of other affiliates towards
program and meetings and recoverable from them.
Other current assets include income that have
become due from Oxfam Australia as part of the inter
affiliate funding agreement between Oxfam India and
Oxfam Australia.
Economic Justice
Essential Services
Humanitarian
Identity & Gender
Voice & Accountability
Theme-wise Expenditure 2011-12
Programme Expenditure
Fundraising Cost
Employee Benefit Expenses
Co-ordination & Adminstration Costs
Grants Utilised for Acquisition of Capital Assets
57%
23%
10%
10%
1%
Analysis of Expenditure 2011-12
37%
25%
11%
12%
15%

Oxfam India34
Balance Sheet as on 31 March 2012
31 March 2011
3
4
5
6
6
5
7
8
10
9
8
10
2.1
EQUITY AND LIABILITIES
ASSETS
Shareholders’ Funds
Corpus Fund
Reserves and Surplus
Capital Assets Fund
Non-current Liabilities
Long-term Provisions
Current Liabilities
Trade and Other Payables
Other Current Liabilities
Short-term Provisions
TOTAL
Non-current Assets
Fixed Assets
Tangible Assets
Intangible Assets
Long-term Loans and Advances
Other Non-current Assets
Current Assets
Cash and Bank Balances
Short-term Loans and Advances
Other Current Assets
TOTAL
Summary of significant accounting policies
23
88,796
24,249
2,281
4,886
12,949
545
133,729
24,249
-
2,790
41,000
48,481
16,691
518
133,729
113,068
2,281
18,380
68,039
65,690
(` in ‘000)
31 March 2012
23
139,230
19,105
2,827
8,586
2,271
999
173,041
19,105
-
2,619
1,868
107,542
21,408
20,499
173,041
158,358
2,827
11,856
23,592
149,449
(` in ‘000)
Notes
The accompanying notes are an integral part of the financial statements.

Income & Expenditure Account
31 March 2011
11
12
13
14
15
16
17
18
2.1
INCOME
EXPENSES
Grants/Donations Received
Other Income
Total Income (I)
Program Expenses
Fundraising Cost
Employee Benefit Expenses
Co-ordination and Administration Costs
Capitalised Assets Purchased
Prior Period Expenses
Preliminary Expenses Written-off
Total Expense (II)
Excess of Income Over Expenditure Before Tax (I-II)
Tax Expense
Current Tax
Deferred Tax
Total Tax Expense
Excess of Income Over Expenditure After Tax
Summary of Significant Accounting Policies
797,933
7,793
805,726
544,129
69,737
46,383
52,158
4,497
-
11
716,915
88,811
88,811
(` in ‘000)
31 March 2012
542,136
8,853
550,989
283,172
110,607
50,425
50,526
5,216
609
-
500,555
50,434
-
-
-
50,434
(` in ‘000)
Notesfor the year ended 31 March 2012
The accompanying notes are an integral part of the financial statements.

Oxfam India36
Cash Flow Statement
31 March 2011
A. Cash flow from operating activities
Excess of Income over expenditure
Adjustments for:
Capitalised assets purchased
Financial assistance on dissolution of Oxfam Trust
Interest income on fixed deposits
Profit on sale of fixed assets
Preliminary expenses written off
Operating profit before working capital changes
Movements in working capital:
Increase/ (Decrease) in long-term provisions
Increase/ (Decrease) in short-term provisions
Increase/ (Decrease) in trade payables
Increase/ (Decrease) in other current liabilities
(Increase)/ Decrease in long- term loans and advances
(Increase)/ Decrease in short - term loans and advances
(Increase)/ Decrease in other non-current assets
(Increase)/ Decrease in other current assets
Net cash (used in)/provided by operating activities (A)
B. Cash flows from investing activities
Purchase of fixed assets
Proceeds from sale of fixed assets
Investments made in bank deposits (having original maturity of more
than 3 months)
Interest received on bank deposits
Net cash (used in)/provided by investing activities (B)
C. Cash flows from financing activities
Addition to corpus fund
Financial Assistance on dissolution of Oxfam Trust
Net cash provided by financing activities (C)
Net increase/(decrease) in cash and cash equivalents (A + B +C)
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
88,811
10,704
(142,149)
(3,229)
(632)
11
(46,484)
(7,151)
545
4,873
57
(2,790)
(10,402)
-
-
(61,352)
(10,704)
632
(41,060)
2,712
(48,420)
1
148,292
148,293
38,521
9,900
48,421
(` in ‘000)
31 March 2012
54,434
9,100
-
(5,000)
(258)
-
54,276
546
454
3,700
(10,678)
171
(4,717)
39,132
(17,385)
65,499
(9,100)
258
(63,500)
2,404
(69,938)
-
-
-
(4,439)
48,421
43,982
(` in ‘000)
for the year ended 31 March 2012

31 March 2011
Components of cash and cash equivalents
Cash on hand
Balances with banks:
On Saving accounts
On deposit accounts
Total cash & cash equivalents (note 9)
Summary of Significant Accounting Policies 2.1
269
48,152
-
48,421
(` in ‘000)
31 March 2012
350
43,632
-
43,952
(` in ‘000)

Oxfam India38
The financial statements have been prepared under the historical cost convention, on an accrual basis, in accordance
with the applicable Accounting Standards prescribed by the Institute of Chartered Accountants of India (ICAI) to the
extent applicable and provisions of the Companies Act, 1956, except grant paid to partners. Refer note 2.1 (d) for
details.
However, accounts for the purpose of submission to FCRA are compiled on cash basis.
2.1: Summary of significant accounting policies
Presentation and disclosure of financial statements
During the year ended 31 March 2012, the revised Schedule VI notified under the Companies Act 1956, has become
applicable to the Company, for preparation and presentation of its financial statements. The adoption of revised
Schedule VI does not impact recognition and measurement principles followed for preparation of financial statements.
However, it has significant impact on presentation and dislcosures made in the financial statements. The Company has
also reclassified previous year figures in accordance with requirements applicable in the current year. For further
details, refer note 27.
The preparation of the financial statements in conformity with generally accepted accounting principles requires the
management to make estimates and assumptions that affect the reporting balances of assets and liabilities and
disclosures relating to contingent assets and liabilities as at the date of the financial statements and reporting amounts
of income and expenses during the year. Contingencies are recorded when it is probable that a liability will be incurred,
and the amount can be reasonably estimated. Actual results could differ from such estimates.
(i) Grant /Donations
Only those Grants / Donations are accounted for as Income which have been accrued and become due as per the
sanctions of the funding / donor agencies. Amounts received to meet administration expenses are recognized as
income in the period in which the amount has been expensed off.
Donations received in kind are not valued or accounted for in the books of account. No such donations have been
received during the year.
(ii) Interest Income
Interest income is recognized on a time proportion basis taking into account the amount outstanding and the interest
rate applicable. Interest income is included under the head "Other income" in the statement of income and expenditure.
Grants made to other partners/projects are accounted for in the year of disbursement.
a) Change in accounting policy
b) Use of Estimates
c) Accounting for grants/donations
d) Expenditure
NOTE 2: BASIS OF PREPARATION
Oxfam India (the Company) is a not for profit Company limited by guarantee without share capital incorporated u/s 25
of the Indian Companies Act, 1956 with its registered office at New Delhi. The Company is a rights - based organization
that fight poverty, injustice and exclusion by linking grassroots programming through partner NGOs to local, national
and global advocacy and policy making.
NOTE1: BACKGROUND
Notes to Financial Statements for the year ended 31 March 2012

Refunds of unutilised grants with partners which have been refunded to the Company have been reduced from grants
paid to partners in the year in which it is received.
A provision is recognised when the Company has a present obligation as a result of a past event, when it is probable
that an outflow of resources embodying economic benefits will be required to settle the obligation and reliable estimate
can be made of the amount of the obligation. A contingent liability is recognised where there is a possible obligation or a
present obligation that may, but probably will not, require an outflow of resources. Contingent assets are neither
recognised nor disclosed in the financial statements.
Cash and cash equivalents for the purpose of cash flow statements comprise cash at bank and in hand and short-term
investments with an original maturity period of three months or less.
The Company is exempt from income tax under Section 12AA of the Income Tax Act, 1961 and hence no provision for
taxation is required for current year tax expense. Since the Company is exempt from Income tax, no deferred tax (asset
or liability) is recognized in respect of timing differences.
All fixed assets are stated at cost less accumulated depreciation/ amortization and impairment losses, if any. Cost
includes purchase price and all other attributable costs of bringing the assets to working condition for intended use.
Assets purchased out of grants received are capitalised and an equal amount is transferred to Capital Fund.
Accordingly, deletions of such fixed assets are also adjusted from the Capital Fund.
Assets received as donations are capitalised at nil value. There were no such receipts during the year.
Depreciation on fixed assets has been provided on the written down value method at rates prescribed under Schedule
IV Companies Act, 1956:
e) Provisions & contingencies
f) Cash and cash equivalents
g) Income Tax
h) Fixed assets and depreciation
Furniture & Fittings
Office Equipments
Computers
Vehicles
Rates (WDV)
18.10%
13.91%
40%
25.89%
Depreciation on fixed assets purchased out of grants received is debited to the Capital Fund through the Income and
Expenditure account.
All assets individually costing Rs. 25,000 or less each are depreciated fully in the year of purchase.
Foreign exchange transactions are recorded at the rates of exchange prevailing on the date of the transaction. Realised
gains and losses on foreign exchange transactions during the year are recognised in the Income and Expenditure
account. Foreign currency assets and liabilities denominated in foreign currencies, at the year-end are translated into
rupees at the year-end rates and resultant gains/losses on foreign exchange translations are recognised in the Income
& Expenditure account.
i) Foreign exchange transactions

Oxfam India40
j) Employee benefits
k) Lease commitment
l) Segment reporting
(i) Gratuity liability is a defined benefit obligation and is provided for on the basis of an actuarial valuation on projected
unit credit method made at the end of each financial year. The scheme is funded with an insurance Company in the
form of a qualifying insurance policy. The gratuity benefit obligation recognized in the balance sheet represents the
present value of the obligations as reduced by the fair value of assets held by the Insurance Company. Actuarial
gain/losses are recognized immediately in the income and expenditure account.
(ii) Retirement benefits in the form of Provident Fund is a defined contribution scheme and the contributions are
charged to the income and expenditure account of the year when the contributions to the respective funds are due.
There are no other obligations other than the contribution payable to the respective fund.
(iii) Short term compensated absences are provided for based on estimates. Long term compensated absences are
provided for based on actuarial valuation. The actuarial valuation is done as per projected unit credit method.
Operating Lease - Where the Company is lessee
Leases where the lessor effectively retains substantially all the risks and benefits of ownership of the leased asset are
classified as operating leases. Operating lease charges are recognised as an expense in the income and expenditure
account on a straight-line basis over the lease term.
The Company is a rights - based organization that works for economic welfare by fighting against poverty, injustice and
exclusion by linking grassroots programming through partner NGOs to local, national and global advocacy and policy
making. Since the Company has only one business segment of "economic welfare" and one geographic segment
"India" based on operations of the Company, hence information for primary business segment and secondary
geographic segment is not applicable.

31 March 2011
General fund
Special reserve fund - Catastrophe fund
Special reserve fund - Contingency fund
Balance as per last financial statements
Add: Excess of income over expenditure transferred from
Income and expenditure account
Less: Reserve for catastrophe/ contingencies
Closing balance (A)
Restricted reserve - catastrophe fund
Add: Amount transferred from general reserve
Closing Balance (B)
Restricted reserve - contingency fund
Add: Amount transferred from general reserve (note 26)
Closing Balance (C)
Total (A) + (B) + (C)
(15)
88,811
88,796
(18,500)
70,296
-
13,500
13,500
-
5,000
5,000
88,796
(` in ‘000)
31 March 2012
70,296
50,434
120,730
(5,000)
115,730
13,500
-
13,500
5,000
5,000
10,000
139,230
(` in ‘000)
NOTE 3: RESERVES & SURPLUS
31 March 2011
Add: Additions during the year
Less: Deletion of fixed assets
Less: Depreciation transferred to Income and Expenditure account
Closing balance
-
30,365
30,365
(10)
(6,106)
24,249
(` in ‘000)
31 March 2012
24,249
9,100
33,349
-
(14,244)
19,105
(` in ‘000)
NOTE 4: CAPITAL FUND
31 March 2011
Provision for employee benefits
Provision for Gratuity (note 19)
Provision for Leave benefits
-
545
545
(` in ‘000)
31 March 2012
-
999
999
(` in ‘000)
31 March 2011
743
1,538
2,281
(` in ‘000)
31 March 2012
-
2,827
2,827
(` in ‘000)
NOTE 5: PROVISIONS
Non - Current Current

Oxfam India42
31 March 2011
4,886
4,886
10,927
2,015
7
12,949
17,835
(` in ‘000)
31 March 2012
8,586
8,586
-
2,271
-
2,271
10,857
(` in ‘000)
31 March 2011
-
-
-
-
-
-
-
(` in ‘000)
31 March 2012
-
-
-
-
-
-
-
(` in ‘000)
NOTE 6: OTHER LIABILITIES
Current
Trade and other payables
(including acceptance)
[Refer note 23 for detail of dues to
microand small enterprises]
Unearned grants
TDS payable
Other duties and taxes payable
Other Liabilities
(1)
Notes: Depreciation charge for the year includes Rs. 3,563 (Previous year Rs. 386) in respect of assets costing
Rs. 25,000 or less individually depreciated completely in the year of purchase.
-
30,365
(10)
30,355
9,100
-
39,455
-
6,107
(1)
6,106
14,244
-
20,350
24,249
19,105
(` in ‘000)(` in ‘000)(` in ‘000)
Office
Equipment
(` in ‘000)
NOTE 7: TANGIBLE ASSETS
Cost or valuation
As at 1 April, 2010
Additions
Disposals
At 31 March 2011
Additions
Disposals
At 31 March 2012
Accumulated Depreciation
At 1 April 2010
Charge for the year
Disposals
At 31 March 2011
(1)
Charge for the year
Disposals
At 31 March 2012
Net Tangible Assets
At 31 March 2011
At 31 March 2012
Furniture
& Fittings Computers Vehicles Total
(` in ‘000)
-
813
-
813
791
-
1,604
-
14
-
14
377
-
391
799
1,213
-
9,267
-
9,267
3,526
-
12,793
-
3,014
-
3,014
5,203
-
8,217
6,253
4,576
-
12,044
-
12,044
2,348
-
14,392
-
2,029
-
2,029
4,850
-
6,879
10,015
7,513
-
8,241
(10)
8,231
2,435
-
10,666
-
1,050
(1)
1,049
3,814
-
4,863
7,182
5,803
Non - Current

31 March 2011
-
5,465
-
5,465
-
5,465
-
6,007
-
6,007
-
6,007
436
2,766
2,017
5,219
16,691
(` in ‘000)
31 March 2012
(` in ‘000)
31 March 2011
-
2,790
-
2,790
-
2,790
-
-
-
-
-
-
-
-
-
-
2,790
(` in ‘000)
31 March 2012
-
2,619
-
2,619
-
2,619
-
-
-
-
-
-
-
-
-
-
2,619
(` in ‘000)
NOTE 8: LOANS AND ADVANCES
Security deposits
Advances recoverable in cash or in kind
Other loan and advances
Secured, considered good
Unsecured, considered good
Doubtful
Provision for doubtful security deposits
(A)
Secured, considered good
Unsecured, considered good
Doubtful
Provision for doubtful security advances
(B)
Advance income tax
(net of provision for tax)
Prepaid expenses
Loan to employees
(C)
Total (A) + (B) + (C)
-
6,505
-
6,505
-
6,505
-
10,831
-
10,831
-
10,831
842
999
2,231
4,072
21,408
31 March 2011
-
48,152
-
-
269
48,421
-
60
60
-
48,481
(` in ‘000)
31 March 2012
(` in ‘000)
31 March 2011
-
-
-
-
-
-
41,000
-
41,000
(41,000)
-
(` in ‘000)
31 March 2012
-
-
-
-
-
-
-
-
-
-
-
(` in ‘000)
NOTE 9: CASH AND BANK BALANCES
Cash and cash equivalents
Other bank balances
Balances with banks:
On Saving accounts
Deposits with original maturity
of less than 3 months
Cheques/draft in hand
Cash on hand
(A)
Deposits with original maturity
for more than 12 months
Deposits with original maturity for more
than 3 months but less than 12 months
(B)
Amounts disclosed under non-current
assets (note 10)
Total (A) + (B)
43,632
-
-
350
43,982
-
63,560
63,560
-
107,542

31 March 2011
-
-
-
518
-
518
518
(` in ‘000)
31 March 2012
(` in ‘000)
31 March 2011
41,000
41,000
-
-
-
-
41,000
(` in ‘000)
31 March 2012
-
-
1,868
-
-
1,868
1,868
(` in ‘000)
NOTE 10: OTHER ASSETS
Unsecured, considered good unless
stated otherwise
Others
Non-current bank balances (note 9)
(A)
Employee benefit plan surplus (note 19)
Interest accrued on fixed deposits
Other accrued income
(B)
Total (A) + (B)
-
-
-
2,596
17,903
20,499
20,499
31 March 2011
Grants from affiliates
In-house fundraising:
Donation - corporate & institutions
Donation - individuals
Financial assistance on dissolution of Oxfam Trust
571,018
3,913
80,853
142,149
797,933
(` in ‘000)
31 March 2012
418,174
16,894
107,068
-
542,136
(` in ‘000)
NOTE 11: GRANTS/ DONATIONS RECEIVED
31 March 2011
Other Income
Interest income on:
Bank deposits
Others
Net gain on sale of assets
Other non-operating income
3,229
3,871
632
61
7,793
(` in ‘000)
31 March 2012
5,000
3,339
258
256
8,853
(` in ‘000)
NOTE 12: OTHER INCOME
31 March 2011
Grant paid to Partners
Relief Materials
Workshops and consultation charges
Programme evaluation and training cost
Add : Personnel expenses related to programme activities
467,758
7,739
29,463
7,533
31,636
544,129
(` in ‘000)
31 March 2012
203,742
4,195
31,581
8,195
35,459
283,172
(` in ‘000)
NOTE 13: PROGRAMME EXPENSES
Oxfam India44

31 March 2011
Retainership fees
Fundraising agency charges
Other fundraising expenses
Add : Personnel expenses related to fundraising activities
Add: Co-ordination and administration cost related to fundraising activities
Add: Capital asssets purchased related to fundraising activities
27,585
4,741
1,117
12,749
17,338
6,207
69,737
(` in ‘000)
31 March 2012
45,237
5,290
10,074
20,973
25,149
3,884
110,607
(` in ‘000)
NOTE 14: FUNDRAISING COST
31 March 2011
Salary, wages and bonus
- Programme staffs
- Fundraising staffs
- Other staffs
Contribution to provident fund (note 2.1 (j) (ii))
Gratuity (note 2.1 (j) (i))
Leave encashment (note 2.1 (j) (iii))
Staff loyalty
Staff welfare expenses
Training & recruitment expenses
Less : Personnel expenses related to programme activities
Less : Personnel expenses related to fundraising activities
31,636
12,749
28,909
4,619
1,921
1,420
66
6,018
3,430
(31,636)
(12,749)
46,383
(` in ‘000)
31 March 2012
35,459
20,973
31,573
5,585
983
2,471
5
6,274
3,534
(35,459)
(20,973)
50,425
(` in ‘000)
NOTE 15: EMPLOYEE BENEFIT EXPENSES
31 March 2011
Rent
Travelling and conveyance
Communication costs
Repair and Maintenance
- Computers
- Others
Electricity charges
Printing and stationery
Professional charges
Insurance
Rates and taxes
Bank Charges
Payment to auditors
- Statutory audit fee
- Tax audit fee
- Other audit fees
Miscellaneous expenses
Less: Co-ordination and administration costs related to fundraising activities
18,294
24,835
6,144
1,217
5,003
2,181
5,730
4,414
352
161
362
386
331
-
86
(17,338)
52,158
(` in ‘000)
31 March 2012
22,711
24,926
8,797
1,440
6,302
2,766
3,410
3,064
176
123
540
429
331
-
660
(25,149)
50,526
(` in ‘000)
NOTE 16: CO-ORDINATION AND ADMINISTRATION COSTS

The Company operates a defined benefit group gratuity scheme under a trust, "Oxfam India employees group gratuity
assurance trust", managed by the trustees of the scheme for its employees and approved by Income Tax Act, 1961.
Under the scheme, employees who have covered 2 years of service gets a gratuity on departure @ 15 days salary for
each completed year of service. The scheme is funded with an insurance company in the form of qualifying insurance
policy.
The following table summarize the components of net benefit expense recognized in the statement of income and
expenditure and the funded status and amounts recognized in the balance sheet for the plan.
NOTE19: EMPLOYMENT BENEFIT PLAN
Notes to Financial Statements
31 March 2011
Capital assets purchased
Less: Capital asssets purchased related to fundraising activities
Total
10,704
(6,207)
4,497
(` in ‘000)
31 March 2012
9,100
(3,884)
5,216
(` in ‘000)
NOTE 17: CAPITALISED ASSETS PURCHASED
31 March 2011
Rent
Salary
-
-
-
(` in ‘000)
31 March 2012
133
476
609
(` in ‘000)
NOTE 18: PRIOR PERIOD EXPENSE
for the year ended 31 March 2012
31 March 2011
Net employee benefit expense
Current service cost
Interest cost on benefit obligation
Net actuarial (gain)/loss recognized in the year
Expected return on plan assets
Past service cost
Net expense
Actual return on plan assets
571
69
1,370
(89)
-
1,921
138
(` in ‘000)
31 March 2012
2,115
213
(955)
(328)
-
1,044
324
(` in ‘000)
Statement of Income and expenditure
Benefit asset/ liability
Present value of defined benefit obligation
Fair vlaue of plan assets
Plan asset/(liability)
Changes in the present value of the defined benefit obligation are as follows:
Opening defined benefit obligation
Current service cost
Interest cost
Past service cost
Benefits paid
Actuarial (gains)/ losses on obligation
Closing defined benefit obligation
2,858
2,115
(743)
1,096
571
69
-
(297)
1,419
2,858
3,426
5,294
1,868
2,858
2,115
213
-
(592)
(1,167)
3,426
Balance Sheet
Oxfam India46

Promoting Active Citizenship: Oxfam India Annual Report 2012

Promoting Active Citizenship: Oxfam India Annual Report 2012

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (20)

Similaire à Promoting Active Citizenship: Oxfam India Annual Report 2012

Similaire à Promoting Active Citizenship: Oxfam India Annual Report 2012 (20)

Promoting Active Citizenship: Oxfam India Annual Report 2012