cif draft

Concern India Foundation Proposal

Project Stree

June 18, 2012

2Copyright © 2012 Protsahan. All rights reserved.

The basic pedagogyNeed Assessment SurveyOperating Model Budget Plan | Financial Analysis Monitoring & Evaluation Tools Key Risks & Mitigation StrategyCritical Success Factors

Contents

3

PROTSAHAN’s journey so far

300+ girl-children from at-risk areas have been encouraged to seek education through art. 64% children have been admitted to Govt schools to seek primary education after undergoing a bridge course at Protsahan.

33 women have been encouraged to empower themselves financially through art at

Protsahan’s Empowerment cell churning out candles and fabric to

sell

250+ volunteers have been encouraged and mentored and

have formed mini-volunteer groups with 18,000 youth across

the globe to champion social causes to alleviate poverty from the slums of India and across the

globe

Recognized by the World Bank. The core group of 15 at Protsahan is from 4 continents, 4 countries as diverse as India, South Africa, Singapore and New York. Youth is the change maker force behind

Protsahan.

PROTSAHAN : STORY SO FAR

ENCOURAGE WOMEN | ENCOURAGE GIRL-CHILDREN | ENCOURAGE THE WORLD


The basic pedagogy

ART & Technology

as a means of creating

empowered women

Training & Skill

Development +

Education

Mainstreaming bottom of

pyramid women with the Indian

economy.

Create and promote their handicrafts across the globe. Generation

of sustainable livelihoods in urban

slums.

• Women Empowerment Girl Children Education• To create sustained economic opportunities for most

exploited women in urban slums and educate their daughters from their own incomes.


MAINSTREAMING ABUSED WOMEN AT BOTTOM OF PYRAMID [IN URBAN SLUMS] THROUGH ART & TECHNOLOGY .

Protsahan’s women assigned leaders in the Self Help Groups and uplift own

community from its roots.

Market own products and emerge as successful

entrepreneurs . Alternatively, work with

Protsahan’s Women Empowerment Cell. From the money raised through

selling products, Protsahan educates their

daughters.

Creating Livelihood opportunities: Financial,

Marketing & Entrepreneurial Skills for Women

Awareness generation & Capacity Building:

Functional Literacy and Vocational Skills Based

Training

The Need: For mothers to send their children to school and sustain the family themselves by getting out of the vicious circle of extreme poverty that leads to abuse, trafficking and more exploitation.

6

Reduce child labor, trafficking by breaking the

intense cycle of poverty.

Improve

self-

sustainabili

ty

Holistically develop

community(Women + Girl

Children)

Increasing women’s

labor force participation

rates & earnings.

6

MAINSTREAMING WOMEN THROUGH PROTSAHAN

ALLEVIATING POVERTY AT GRASSROOTS | REAL SOLUTION| MAINSTREAMING WOMEN INTO THE ECONOMY BY SKILLS TRAINING | GIRL EDUCATION

Truly empower women by giving her

skills training and livelihood + Educating her daughter through her own income.

Copyright © 2012 Protsahan. All rights reserved. 7

Need Assessment Survey


Need Assessment Survey : Major Findings

Findings of a dipstick survey undertaken by Protsahan in 2010-11 at Uttam Nagar community

1. Available target population [marginalized slum women between age group 15-45] = 20,000 approx.

2. Most are survived by 6-8 kids each and are unemployed as they are uneducated and non-skilled.

3. Problems of child labor, trafficking, extreme poverty in a household are very common.

4. Occupation of their husbands: Scrap dealers, street vendors, rickshaw pullers.

5. All boy children [>97%] go to school, more than 75% girl children do not. They are expected to take care of younger siblings. Cases where some young ones were being trafficked to provide for the family were also encountered.


Operating Model

10

Convergence of Projects – Community Interactions & Empowerment

Recognize one woman to act as the leader of SHG in the

community. 12th grade pass , an

activist and an entrepreneur at

heart.

Train the leader in policies and reaching

out to women. Advocacy and capacity building by developing skills in peer

educators who will mobilize more women from the community.

Advocate policies and

rights of women, through the woman SHG

leader first getting families

access to all facilities

provided by Govt.

Gather a force of 100 women to work with Protsahan and turn

into the future’s micro-entrepreneurs,

who want to empower themselves by bringing change.

Health workshops, sanitary napkin making

workshops, for an all inclusive empowerment

in addition to SUSTAINABLE

LIVELIHOOD for mother & EDUCATION for her

daughter.


Envisioned expanse in the next 3 years

Reach out to approx. 150-

200women from ghettoes to empower

themselves & their girl children

Encouragement shop to store & sell products + online selling

[already established one

e commerce portal]

Protsahan to open 1 such

empowerment centers in

Delhi in next 3 years


Products made at Protsahan in pilot phase [Project Stree]


Anecdotes [from the pilot phase]

14

ANECDOTE - 1

Guddi, a woman who lives in the middle of a garbage dump, in the Uttam Nagar slum in Delhi, lost two children because of infant mortality complications, one of her 4 month old daughter died, because of severe toothache, as she had no money to get her treated in time. With her husband being a scrap dealer and she having absolutely no education or skills to bank on, her sources of income were next to being none.

When Protsahan’s team met her in 2010, encouraged her to start by painting earthern diyas. She gradually picked up from further module on creative training at Protsahan and made Rs. 1500 in just 2 weeks (a substantial amount for the Indian marginalized). There has been no looking back since.

15

ANECDOTE - 2

Sunaina, Ritu’s mother. Ritu is a young student at Protsahan. Sunaina’s husband, a vegetable vendor, is an alcoholic who beats her up especially on days, when his vegetables don’t fetch a good price in the community market. Sunaina is an 8th pass woman, with a will to give her 4 daughters and 2 sons a bright future. She was introduced to Protsahan, by her own daughter. Now she learns through videos on youtube, trainers from Mumbai who come to hold classes at Protsahan and is churning out fabulous pillow covers for urban markets. Her income has raised from being a meager few hundreds to Rs. 3000 per month.

16

ANECDOTE - 3

Santosh devi is Anju and Khushboo’s mother. Her husband is a rickshaw puller. Blessed with loving husband and beautiful daughters and sons and somehow surviving in one of the biggest slums in Delhi but never knew the importance of getting her daughters educated. Her young daughters [almost 16 each] are now learning sewing and fabric painting under Project Stree. They have learnt very beautiful Madhubani paintings and from merely ‘surviving’ in a slum cluster in Uttam Nagar are now delivering skype lectures of Madhubani and Warli painting to Singapore children! Their sense of confidence has grown by leaps and bounds. Soon, they will be employed under the project itself.

17

ANECDOTE - 4

Sadhana. When Protsahan first met her, she was earning Rs. 400 as a maid in a leprosy ashram, where Protsahan’s founder spotted her and she appealed for help. 12th pass and survived by 3 extremely young children [ 1.5 yrs, 1.5 yrs and 3yrs of age] she had ran away from her drug abused husband and was alone in Delhi, trying to survive. Protsahan gradually trained her as a community mobilizer at Uttam Nagar center of Protsahan. 2 of her children are now in private schools, she herself is a micro-entrepreneur and a well respected Protsahan “teacher jee” in the community!


Budget Plan


Organization Structure (in Year 6)

Budg

et P

lan

Mentor

Trainer 1

3 Trainees

10 Skilled Professionals

Trainer 2

3 Trainees


Trainer 3

3 Trainees


Trainer 4

3 Trainees


1 Project Coordinator

2 Sales & Marketing Staff

1 Support Staff

Yr 0 Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6Total Women Enrolled for

Training till Date 48 84 120 156 192 228 264


Year-on-Year Enrollment of Staff

Protsahan commits to empower 260+ Women by Year 6 :

Budg

et P

lan

Yr 0 Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6

0

50

100

150

200

250

10

32

33

34

35

35

35

22

30

33

35

36

37

38

16

12

12

12

12

12

12

3

4

4

4

4

4

4

4

5

5

5

5

5

5

10

42

75

109

144

179

Till date, people who left us to help back Community

Left to become Micro Entrepreneurs

Skilled Professionals

Still under Training Period

Trainers

Support Staff

45

51

54

56

57

51

58

*Figures provided alongside are the Closing Headcount

Assumptions:Year 0 -• We start with 5 trainees• Enrol a Batch of 48 in first year

which undergo a 4-months training• 36 complete training | 12 still under

Training• Around 80% employed back into

Protsahan Design Club• Remaining choose to go back to

community as empowered and either take up Micro-Entrepreneurship or become peer educators

Year 1- 6 • Batch of 36 new trainees enrolled

each year• Around 40% Retained Back as

Protsahan Employees• An annual Attrition of 36% seen

amongst existing Skilled Professionals (going by current trend)

Support Staff includes 1 Mentor, 1 Project Coordinator, Sales & Marketing Staff & Other Support Staff


Closing Headcount at end of each year

Budg

et P

lan


0

10

20

30

40

50

60

70

22

3033 35 36 37 38

16

1212

12 12 12 12

3

44

4 4 4 4

4

55

5 5 5 5

Support Staff

Trainers

Still under Training Period

Skilled Professionals

*Support Staff includes Mentor, Project Coordinator, Sales & Marketing Staff & Other Support Staff

44

5053 55

585756


Total Women Enrolled for Training till Date 48 84 120 156 192 228 264


Gross Assets

Budg

et P

lan

Yr 0 Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 -

0.20

0.40

0.60

0.80

1.00

1.20

1.40

1.60

1.80

2.00

Misc Assets

Tools / Training Kit

Other Furniture

Almirahs

Sewing Machines

Gross Assets at beginning of Period

(In Rs. Lakhs)

Assumptions:

• 1 Sewing Machine every 3 Trainee & Skilled Professional

• 1 Training Room

• 1 Room per 2 batches of 6 Skilled Professionals each

• 1 tool kit per new trainee

• Market Rates have been considered

• An increase of 4% assumed in prices each year

0.9

1.1

1.2

1,4

1.8

1.6

1.5


Revenues Productivity per Skilled Professional

Revenues | Productivity

Budg

et P

lan


4,000 4,000

5,000

6,500

8,775

10,530

12,110


4

11

17

23

33

40

48

(In Rs. Lakhs)(In Rs.)

Assumptions:• Over the years, the productivity per skilled professional drastically increases with

increase in experience and skills, and also increase in products prices due to inflation• A productivity increase of 25-35% seen year-on-year, which then stabilizes at 15% in

Year 6



1.6

5.06.5

7.58.4 9.2

10.1

3.4

4.4

4.9

5.3

5.76.1

6.5

1.9

2.1

2.2

2.4

2.5

2.7

2.9

Skilled Professional Trainer & Mentor Salary Support Staff Salaries


11

2632 34 36 37 38

2

5

55

5 5 5

2

4

44

4 4 4

Skilled Professional Trainer & Mentor HC

Support Staff HC

Average Salaried Headcount Personnel Cost

Personnel Costs

Budg

et P

lan

(In Rs. Lakhs) (In Rs.)

Assumptions:• Trainees to pay a nominal refundable fee of Rs. 500 / month for

training• A penalty to be levied for missing any training, to be deducted from

fee• Amount to be returned post successful completion of training which

shall last 4 months• Salaries for various levels have been provided alongside• An inflation adjustment of 7% has been considered per year

SALARY ( in INR) Per Month Per Annum

Skilled Professional 1,500

18,000

Trainers 4,000

48,000

Mentor 20,000

240,000

Sales & Marketing Personnel

6,000

72,000

Project Coordinator 10,000

120,000

Support Staff 3,000

36,000


Sales & Marketing Expense (Y-o-Y)

Budg

et P

lan


0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

0%

5%

10%

15%

20%

25%

30%

1.0 1.8 2.5 2.7 3.0 3.4 3.8

27%

17%

15%

12%

9%8% 8%

Sales & Marketing Expense (in Rs. Lakhs) Sales & Marketing Expense (in % of Revenues)

Assumptions:• For achieving afore-mentioned Revenue Targets, an investment would be

required in terms of creating a brand and in creating Distribution Channel • This Expense which begins at a 27% of a lower base of Revenues in Year 0,

shall stabilize at 8% of Revenues by Year 6

(In Rs. Lakhs)


Community Development/Mobilization

This money shall be spent in mobilizing the women community, educating them, empowering them.


0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

1.8

0%

5%

10%

15%

20%

25%

30%

1.0 1.1 1.1 1.1 1.1 1.4 1.7

28%

10%

7%

5%4% 4% 4%

Community Development Community Development (as % of Revenues)

(In Rs. Lakhs)


Total Costs Behaviour

Budg

et P

lan


0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

45.0

50.0

6.9 11.4 13.6 15.1 16.6 18.0 19.5

1.5

2.5

3.6

4.8

6.4

7.8

9.3

1.0

1.8

2.5

2.7

3.0

3.4

3.8

2.5

3.7

3.9

4.0

4.2

4.4

4.7

1.0

1.1

1.1

1.1

1.1

1.4

1.7

0.1

0.1

0.2

0.2

0.2

0.2

0.3

Personnel Costs Raw Material Costs Sales & Marketing Spend

G&A Expenses Community Development Depreciation

Revenues

Assumptions:

• Personnel Costs : (As mentioned earlier)

• Raw Material Costs :(% of Value of Products created)

35% of Year 0 due to higher wastage & lower Revenue baseReduced to 20% in Year 2 to stabilize at 17% in Year 6

• S&M Costs :As mentioned earlier

• Real Estate Costs & OverheadsRent of Rs. 4000/room/monthOverhead of Rs. 500/room/monthIncreasing at 4% per year

• Maintenance10% of Gross Fixed Assets in Yr 0Reduced to 6.4% by Yr 6

• Training/CurriculumRs 200/per trainee/per monthIncreasing at 4% per year

• Community Development (As mentioned earlier)

• Miscellaneous/Contingency Expenses(As % of Total Operating Expenses)10% in Year 0Reduced to 5% in Year 1To stabilize at 3.5% in Year 6

12.9

20.7

24.9

28.0

39.2

35.3

31.5

(In Rs. Lakhs)


Costs & Margins (as % of Revenues)

Budg

et P

lan

Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6

0%

20%

40%

60%

80%

100%

120%

140% 127%

104%

86%

70%64% 60%

51%

38%29%

22% 19% 18%10% 7% 5% 4% 4% 4%

Costs (as % of Revenue)

Direct Costs

SG&A Expenses

Community Development ExpenseYr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6

-100%

-80%

-60%

-40%

-20%

0%

20%

40%

60%

-27%

-4%

14%

30%36% 40%

-89%

-50%

-20%

4%13%

18%

% Margins

Gross Margins PAT

Direct Costs (which include the Raw Material Costs and the Personnel Costs ) began at 127% of Revenues in Year 1 and reduced to 60% in Year 6

Selling, General & Administrative Expenses which began at 60% of Revenues in Year 1 reduced to 21% in Year 6

Spending on Community Development reduced from 10% in Yr 1 to 4% in Yr 6.

Gross Margins improved from -27% in Year 1 to 40% in Year 6

Profit After Tax improved from -89% in Year 1 to +18% in Year 6


Required Investments

Budg

et P

lan

Yr 0 Yr 1 Yr 2 Yr 3

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

9.1

9.6

8.1

4.5

0.9

0.2

0.1

0.2

0.8

1.0

0.8

0.9

10.8

21.6

30.6

Change in Working Capital

Addition of Fixed Assets

To compensate for Losses

Funds Till Date

10.8

10.8

9.0

5.6

(In Rs. Lakhs)

Total

Funds Requi

red

=

Rs 36.2

lakhs over 4

years

Assumptions:

The Funds shall be required

• To compensate for losses for initial 4 years

• To finance for the Working Capital and its increase each year

• To finance the buying of initial fixed Assets and addition to it each year


Sustainability

• The Project becomes self-sustainable from Year - 4 onwards.

In the Terminal Year, following are expected to be the margins –

• Gross Margin : 40%

• Net Margin : 17%

• Productivity per Skilled Professional : Rs 12, 110

This model could be reciprocated at a different location, with the earnings, thus generated from this project, as investments.


Monitoring and Evaluation Mechanisms


Financial Perspective

CommunityPerspective

Innovation & Learning Perspective

Internal Business Perspective

Performance Evaluation Tool

Goals & Risks Measures

Sales Revenues, Inventory

Days outsending

Goals & Risks Measures Goals & Risks Measures

QC, Utilization of man hours, Dropopout. Execution of curriculum

Goals & Risks Measures

Women Empoerrmen

t Index

, formulation of

How do we lookto fund providers?

What mustwe excel at?

How doour benefiterssee us?

Can we continueto improve andcreate value?

* Balanced Scorecard


Critical Success Factors & KPIs


Critical Success Factors

• Strong community mobilization plan & its execution• Communication Needs Assessment & Planning• Quality of Trainers and Training execution• Containing Attrition [dropouts] of trained women • Inventory stock maintenance• Sales

Critica

l Succe

ss Facto

rs


Key Performance metrics

• Fund Utilization: Ratio of revenues generated per woman against funds given by CIF per woman

• Percentage increase in income for each woman• No of women from the slums empowered• Expected no of micro- entrepreneurs graduating from

the Protsahan design school• No of women promoted to managerial positions within

the organization• No of women taking up administrative/ marketing / sales

roles in the organization• No. of girl children [daughters of women trained]

educated and put back in government schools every year.

cif draft

Documents

withand rights of protsahan

breaking women

exploited women

women fromghettoes

farencourage women

women fromentrepreneur

education33 women

abused women