2) Target population should largely be children (5-14): Other programmes not to be considered unless they are direcly linked to plans to educate children in this category as part of a comprhensive package. 3) Primary focus of the project should be literacy that eventually will enable them to become self-reliant. This can be literacy in the form of formal education complemented by vocational training that will help them to be self-sustained. It is a very important criterian that follow-ups are a part of the project design in order to ensure that it is not merely a temporary effort, but a sustained one. (Ex: children who are educated upto the 5'th grade by the project should be helped to get placed in some other school for continuing their education) The project should espouse a long term commitment to their programmes.
4) Low infrastructure costs are preferred. But if infrastructure needs to be established in order for the project to become functional (ex:school bulding), then it will be considered based on the amount of funds currently available.
5) Projects will be assesed for high cost effectiveness (Low$/child/yr). Projects with fewer over-head costs will be preferred.
6) Projects that benefit children in rural areas where there is very little help readily accessible will be preferred over projects that are well established in urban areas where other means of funding/help may be more accesible.
7) There is no fixed maximum sum for funding a project. But projects should be selected so that the money available for funding is spread out amongst a few different projects and not all pooled into one project. If one particular project requires a large sum of money, and if the project seems to demand it, then, then the project reviewer or the projects coordinator can contact other ASHA chapters to explore the possibility of sharing the funding amount requested.
8) It has to be a project that some ASHA member can visit and follow-up at some point during the funding period. Direct contact at some point is a must to ensure that the money is being spent as stated (in the funding request) and for evaluating future funding. For an established organisation, funding can precede such a visit. But for an organisation with no track record or no direct contact with any ASHA member or liaison, the project can be funded only after directly contacting the people in charge of the project and visiting the project site.
9) ASHA-MIT will not commit to funds it already does not have. At the same time, eforts will be taken to ensure reasinably quick disbursal of funds collected to fund different rojects.
10) Organisers must agree on six-monthly reviews by them, systematic reporting of funds and occasional short visits by memebers or liaisons.
Once a particular project has been decided upon for funding, it is the responsibility of the person who reviewed the project to keep track of it and find out if any ASHA member will be visiting India during the funding period and and arrange with the respective NGO for a "Project appraisal visit" by an ASHA member. Any correspondence in all these matters should be forwarded (or a copy be sent) to the projects coordinator.
The projects coordinator will post a brief summary of the proceedings (as to which projects have been decided for funding) by mail to the core group and also summarise the proceedings at the following general meeting.
Last modified: Jan 5, 1999