CHAPTER I – INTRODUCTION

1.1 INTRODUCTION TO THE TOPIC

This study delves into the role and impact of
NGOs (Non-Governmental Organizations) in
social development, with a focus on Muskurahat
Foundation, a prominent youth-driven
organization in India. NGOs play a crucial role in filling gaps left by governments and addressing
various social issues, ranging from education and youth development to environmental protection
and advocacy for marginalized communities. Muskurahat Foundation occupies a significant role in
India's social development landscape, championing initiatives that have contributed to
advancements in human development indices.
As an NGO, Muskurahat maintains institutional autonomy and political neutrality, enabling it to
address critical social issues with flexibility, innovation, and grassroots insight. The organization's
impact extends beyond its direct beneficiaries, influencing government policies, societal norms, and
public perceptions of social responsibility. By fostering partnerships, resource mobilization, and
capacity development, Muskurahat strengthens its sustainability and expands its reach, positioning
itself as a center of excellence in youth empowerment and social change.
Muskurahat Foundation operates with a two-fold theory of change, focusing on character building,
quality thinking, and holistic development. Through its Special Model of Social Difference (SMSD),
Muskurahat addresses critical factors impacting at-risk children, including lack of proper
upbringing, essential skills, and mental well-being. The organization's programs encompass
education, youth development, capacity building, and advocacy, catering to diverse segments of
society, including shelters, underserved schools, and marginalized communities.
By fostering experiential learning, community engagement, and personal connections, Muskurahat
empowers youth to navigate life's challenges and contribute positively to society. Muskurahat
Foundation exemplifies the power of youth-led initiatives in driving social progress and fostering
inclusive development. From its humble beginnings to its current status as a beacon of hope for
vulnerable communities, Muskurahat continues to inspire, innovate, and make a tangible difference
in the lives of those it serves. As India navigates complex social challenges, organizations like
Muskurahat play a vital role in shaping a brighter future, one smile, one opportunity, and one
empowered individual at a time.

1.2 BRIEF ABOUT THE COMPANY

Muskurahat Foundation, conceived from a simple act of compassion, has evolved into a beacon
of hope and empowerment under the leadership of Himanshu Goenka. Founded with a vision to
bring about positive social change, particularly focusing on uplifting underprivileged children
and youth, Muskurahat has become synonymous with dynamic youth-driven initiatives aimed at
holistic development. From its humble beginnings at a Nalasopara orphanage in 2014,
Muskurahat has woven a tapestry of hope and empowerment across India, touching the lives of
vulnerable children and marginalized communities. Recognizing the untapped potential of
young people to drive social change, Muskurahat's mission is clear: to educate and sensitize
 children and stakeholders in slums, orphanages, and shelter homes, nurturing their upbringing
and surroundings to enable better decision-making and social responsibility. Through
educational programs, advocacy, and community engagement activities, Muskurahat continues
to champion the cause of social development and humanitarian efforts, embodying the spirit of
compassion and empowerment.

1.3 OBJECTIVES OF THE STUDY

1. To analyze the role of Muskurahat Foundation in social development and its impact on
communities.
2. To examine the external and internal affairs affecting Fundraising activities and determining
dominant factors that affect the role of NGOs in India.
3. To increase the sustainable development of our society so that people get aware of social
issues.

1.4 NATURE & SCOPE OF THE STUDY

The main purpose of the study is:

1 To see the citizen’s involvement and insight towards an NGO.

2 To make citizens mindful for NGOs to they come in front and start volunteering in NGOs
for the welfare and development of our society.
3 To implicate the theoretical knowledge about fundraising for social work.

4 To get people to know about the NGOs which they take a number of steps to promote issues
or debate about the problem they face for raising funds.
5 To develop a network and build a relationship between government and NGOs.

The study will involve qualitative research methods, including interviews, case studies, and
document analysis, to gain insights into Muskurahat Foundation's operations, achievements, and
challenges. It will focus primarily on the organization's activities in the context of social
development in India, with potential implications for similar NGOs globally.

1.4HYPOTHESIS OF THE STUDY

1. H0: There is no significant difference in the effectiveness of NGOs and government initiatives in
addressing social issues.
H1: NGOs are more effective than government initiatives in addressing social issues.
2. H0: There is no significant relationship between NGO involvement and community development
outcomes.
 H1: Communities with higher levels of NGO involvement experience greater development
outcomes.
3. H0: There is no significant difference in the impact of NGO programs on urban and rural
communities.
H1: NGO programs have a greater impact on rural communities compared to urban communities.
4. H0: There is no significant association between fundraising efforts and the sustainability of
NGOs.
H1: NGOs that implement successful fundraising strategies are more sustainable in the long term.

1.5 LIMITATIONS OF THE STUDY

The central limitations that I faced during the internship and during the preparation of this report are
listed as:
1 The major constraint was the time constraint. So learning and knowing all the fundraising
procedures within the internship period i.e., five weeks is almost impossible.
2 Limited admittance to and the utilization of data, as I was an understudy which kept me from
getting familiar with the genuine exchanges and passages in the framework.
3 Limited information on my part which created hindrance to comprehend the system of
fundraising under non-profit organizations.
4 There were a ton of problems faced while collecting the information through questionnaires. A
large number of the respondents may have not paid attention to the poll excessively because of
which it is hard to reach up ton an exact resolution.
5 Being a student's lack of specialized knowledge in the respective was another factor that limits
the report.
 CHAPTER 2: REVIEW OF LITERATURE

1. R. Sooryamoorthy and K.D. Gangrade (2001) informs that, “The NGO sector today is
subject to a number of issues that emanate from both within and outside the individual
organizations that, jointly or individually control the existence, survival, or decline of the
organizations. Internally, NGOs confront problems relating to objectives, ideology,
perceptions on the concerns of the organization, organizational matters, management,
volunteers, paid workers, staff programs, resources, and the like.

2. Vasan (2004) talks about the working conditions of scattered employees of NGOs in
India. A significant number of people who work at the field level in NGOs come from
poor and low-income family backgrounds. The job profile, working conditions, and
timings are often open-ended in this sector. They are required to travel and work with
flexible hours. All of these have special implications for the women workers since most
of the workers are labeled as contract staff, volunteers, part-time workers, consultants,
and their payments are also labeled as “honorarium” instead of wages and salary

3. D Rajasekhar& R R Biradar (2004) states that most of the small NGOs face a shortage
of funds to meet the salaries of their permanent staff. Such a resource crunch often forces
them to participate in any on-going government programs to obtain resources, and thereby
reduce the tension of seeking funds elsewhere. However, this problem is not acute among
large NGOs as they have a greater organizational capacity to mobilize funds from
international donors.

4. Ashok Kumar Sarkar (2008), like SL Goel and R Kumar (2004) notified about the
unlighted side of NGOs, “NGOs are denounce and termed as contractors in the
development business. NGOs are blamed for their immoral activities, i.e. they change the
preference of work every year as per the availability of funds. It is also heard that staff
members in NGOs are also discontented because of inherent contradictions as well as
conflicts; lack of health care benefits and provident fund; absence of job security and
career advancement scheme; incidents of corruption, exploitation, and sexual harassment;
poor salary and long working hours; etc.

5. Rajesh Kumar Shastri (2008) states that: Nature and quality of individual NGOs vary
 greatly, it is extremely difficult to make generalizations about the sector as a whole. Some
specific weaknesses generally associated with the NGO sector include; lack of
experienced manpower, limited financial assistance, focus on short-range objective,
political Influence legal obligations, high rate of growth in the number of NGOs, high
corruption rate.

6. David Lewis, Nazneen Kanji (2008) states that: NGOs are no longer, the flavor of the
month‟ in either mainstream or alternative development circles, as once perhaps they
were during the 1990s. The idea of NGOs as a straightforward „magic bullet‟ that would
help to readjust development attempt and make them more successful has now passed
(Hulme and Edwards 1997). In the media, NGOs no longer have the relatively easy ride
they once did, and it is not unusual to find them criticized as ineffectual do- gooders,
over-professionalized large humanitarian business corporations, or self-serving interest
groups.

7. Raj Kumar Siwach (2013) concluded that conclude that neither the entire NGO sector
nor all the governmental officials, are to be blamed for this but vested interests as parasitic
living with both sides earned the bad name. Therefore, both partners should go for
introspection. The officials should change their outlook, behavior, approach, and mindset
while interacting with the community-based groups working in rural, urban, and remote
areas. The NGOs, on the other hand, should put their own house in order to inculcate the
ethos of responsiveness, integrity, transparency, code of ethics, audited financial
statement, public reporting, and professional standards. Public scrutiny and social audit
should be accentuated further for holding both the government and NGOs more
accountable and responsible for their actions, performance, outcomes, and behavior.
 CHAPTER 3: COMPANY PROFILE

3.1 ABOUT THE INDUSTRY OR COMPANY

Story of the organization

Everything began with a birthday being praised at a halfway house in Nalasopara on June tenth,
2014. What followed offered ascend to one of 'India's Coolest Youth Organizations' working for a
social change. The rest, as is commonly said, is history. Very few youngsters would choose to set
up their seventeenth birthday celebration party at a halfway house. What sets HimanshuGoenka –
the Founder of The Muskurahat, aside from the normal youngster, is his remarkable vision. It was
after the festivals were finished, that the seeds of this tree named The Muskurahat were first
planted. After that birthday celebration festivity, he out of nowhere became mindful that these
children with whom he had gone through a whole day were vagrants as well as adolescents. He
would need to take care of business and do it now.
The vast majority of his companions kept going with him to these safe house homes for a brief
timeframe, yet after a concise period, they'd all left to seek after expert vocations. Since till this
day, social work is something individuals consider to be a side business, not to be sought after full
time. Himanshu who was getting overwhelmed with emotion to give back was the just a single
left.
So he decided to pursue it by himself and find like-minded people to join his journey. It was
essential that this be a youth-driven Endeavour mainly because he wished to dispel the myths
associated with social work that usually derogate the ability of the not-so-rich youth to mobilize
for change. He soon found a zealous young team and unbending faith is what helped The
Muskurahat become an established independent entity. Joy Ride was The Muskurahat’s first event
where their dream was first transformed into reality. As the name suggests the idea was to take
Street children on a luxurious car and bike ride along with the Queen’s necklace at Marine Drive.
ROLE OF MUSKURAHAT FOUNDATION IN SOCIAL DEVELOPMENT SECTOR
Muskurahat Foundation assumes a significant part in worldwide social turn of events—work that
has encouraged accomplishments in human improvement as estimated by the Human Development
Index (HDI). One of the significant qualities of NGOs is their capacity to keep up institutional
autonomy and political lack of bias. Despite the fact that NGOs need to work together with
governments in various examples, inability to keep up lack of bias and self- governance may
seriously bargain the NGOs' authenticity. Sadly, if an administration demands political
faithfulness, the NGOs experience the difficulty of either abusing the lack of bias position or
neglecting to offer required types of assistance to the populace. For sure, a few NGOs have been
approached to leave in grieved nations because of political reasons. The significant points of
interest that NGOs bring to this job incorporate "adaptability, capacity to develop, grass-roots
direction, helpful versus business objective direction, non-benefit status, devotion and
responsibility, and enrollment theory".

In India, the non-benefit area is seeing a flood of strong novel thoughts from developing social
business people. Notwithstanding, they battle without an energetic climate and once in a while
fizzle in their endeavors to develop their idea and make an adaptable organization around it.

NGOs for Career advancement are known for having given laborers ready to abandon a doubt past
the obligation at hand. They additionally work extended periods of time, nights, and ends of the
week, and make a comparable showing in the private area, which will acquire more. Individuals
who work inside the NGO for Career hatching have by and large decided to be there and appreciate
work fulfillment and work for the great instead of returning home right on time with a greater
check. While the specific number of NGOs in India is hard to know, an activity by the Indian
Government found that at any rate 31 lakh NGOs are working in our thickly populated place where
there is variety in solidarity. We have numerous volunteers dealing with social issues like training,
basic entitlements, calamity alleviation, and so on It shows that social assistance and offering back
to the network are quills in our cap, which are very in-fabricated.

Small children resemble wipes as they learn. Those early stages are additionally very huge. A
major job is played, in guaranteeing that a NGO for Holistic Development advances learning
and gets the best out of everybody. A way to deal with making a strong base for the enthusiastic,
social, physical, and mental development of a youngster can be utilized during tutoring to set them
up for a lifetime. Associating in a solid air with people other than one's family is a major angle,
and NGOs for schooling in India offers the correct climate.

The NGOs for kid work has assumed a vital part in the psychological, social, and actual
development of small kids who go to class. Actually, whenever they are grown up, these affect
their general development. Subsequently the need to put resources into small kids' childhood is a
significant angle to consider.

NGOs for Career hatching may give a wide scope of temporary job positions and openings in fields
like advancing inventive merchandise, supporting activities, unfamiliar help, keeping up outside
path and frameworks, for a NGO for Experiential learning offers positions in a wide scope of
zones. In this way, it is conceivable that the sort of work an individual is searching for would be
dependent upon a suitable NGO entry level position. Today is critical to take note of that the
youngster is the chief of tomorrow. Governments, organizations, and the network need to
cooperate to make the all encompassing production of a favorable climate conceivable, especially
in their early stages. The move that makes NGO for Critical intuition in our nation's lives is clear.
Fortifying the reason for a kid's development would be extremely basic for making sure about a
noble life and guaranteeing that fine individuals are protected.

The vision of the organization:

Envisioning a world where children become
socially responsible citizens.

The mission of the organization:

To educate and sensitize the children and other
stakeholders living in slums, orphanages, and
shelter homes by enhancing their upbringing and
surrounding to make a better decision.
 CHAPTER 4: RESEARCH METHODOLOGY

A research method is a precise arrangement for conducting research. Sociologists draw on a

assortment of both qualitative and quantitative research methods, including experiments, survey
research, participant observation, and secondary data. Quantitative strategies mean to arrange
highlights, check them, and make factual models to test speculations and clarify perceptions.
Quantitative techniques focus on a total, itemized depiction of perceptions, including the setting
of functions and conditions.

4.1 RESEARCH DESIGN

Research design is the arrangement, structure, and methodology of examination considered in
order to acquire answers to the exploration question. It is a diagram plan for the investigation,
utilized a guide in gathering and breaking down the information. The research design that would
be applied for this study is Descriptive research which involves gathering data that describe events
and then organizes, tabulates, depicts, and describes the data.

4.2 METHOD OF DATA COLLECTION

The data collected for the study includes both primary and secondary data.
1. Primary Data: Primary data are those, which were gathered afresh and for the first time
and thus happen to be unique in character. However, there are numerous techniques of
collecting the primary data; all have not been utilized for the purpose of this project. The
one that has been used is : Questionnaire
2. Secondary Data: Secondary data is collected from past researches and literature to fill in
the individual project. The secondary data was collected through:
 Text Books
 Articles
 Journals
 Websites

4.3 SAMPLE DESIGN

The sample design is an exploratory study in nature. This study will help to understand the concept
of fundraising in NGOs.
4.4 SAMPLE UNIT
The sample unit for this study is targeted individuals around Mumbai.

4.5 SAMPLE SIZE

A total of 100 questionnaires were distributed among the individuals in which 84 questionnaires
were returned after filling up the questionnaire. Out of 84, 14 questionnaires were inappropriate
and data was not accurate. So the appropriate sample size for this research was 70 in which 36
respondents were female and 34 were male respondents.

4.6 SAMPLING METHODS

The sampling method used to collect the sample is a convenience sampling method because it is a
type of non-probability sampling method where the sample is taken from a group of people easy
to contact or to reach.

4.7 DESIGNING QUESTIONNAIRE

Designing a questionnaire involves 8 main steps:
 Deciding the Purpose: The initial step in developing a questionnaire is to ask yourself what
you want to know. For instance, you might need to realize how fulfilled your clients are,
what administrations they might want you to offer, or which contenders they use. Start by
making a rundown of the apparent multitude of inquiries you need to be replied.

 Understanding the Use: Before you start a survey, you need to understand how you will use
the data. For instance, on the off chance that you need to contrast neighborhood customers
with away customers, you should ask individuals who complete the poll where they live.

 Selecting Your Target : A key component of survey design is deciding whom to survey.
You have to choose, for example, regardless of whether you need to focus on a particular
segment or on the off chance that you need answers from an expansive cross-segment of
people in general.

 Choosing a Method: Surveys can be regulated in a variety of ways — for example, in

person, by phone, or online. Pick a technique that you think will be generally helpful for
your clients or different respondents.

 Selecting Question Types: Survey questions take one of two forms — they are either
quantitative or subjective. Quantitative inquiries are utilized to get solid reactions, for
example, the occasions a client visits your store. Subjective inquiries pose for conclusions,
for example, how fulfilled they are.
 Writing Questions: Questions should be composed as briefly as could reasonably be
expected. Express your inquiries in plain, straightforward language. Try not to utilize
muddled sentence structure or remarkable words.

 Arranging Questions: The placement of survey questions needs to be painstakingly

considered. To slide your respondents into the poll, start with straightforward inquiries that
don't pose for much close to home data. In longer studies, it assists with stirring up
question types
— for example, changing from yes-or-no inquiries to open-reaction questions — to
keep the respondent intrigued.

 Testing:Test your questionnaire on friends, family, and employees. This encourages you to
distinguish muddled inquiries, off-kilter phrasing, or different missteps that you may not
see all alone. Rewrite any difficult inquiries prior to regulating the survey to genuine
respondents.
 CHAPTER 5: DATA COLLECTION & ANALYSIS

5.1 ANANLYSIS & INTERPRETATION

Fig.1 Analysis of the gender of respondents.

Fig.2 Analysis of the age of respondents.

Fig.3 Analysis of respondents who know about The Muskurahat Foundation.

Fig.4 Analysis of respondents who visited an NGO.

Fig.5 Analysis of respondents who are planning to volunteer with an NGO.

Fig.6 Analysis of respondents who have been a part of fundraising for an NGO.
Fig.7 Analysis of respondents who have donated to an NGO.

Fig.8 Analysis of the source of donation respondents did.

Fig.9 Analysis of the biggest social issue in India according to respondents.

FINDINGS
1. 51.4% of males and 48.6% of females were part of the survey.
2. 41.3% of respondents were of age between 20 to 35, 35.7% were
below the age of 20 and, 20% were between 35-50%.
3. 58.6% of respondents didn’t know about the Muskurahat Foundation
whereas 41.4% knew.
4. 54.3% of respondents have visited an NGO whereas 45.7% haven’t.
5. 24.3% of respondents are ready to join an NGO and 21.4% denied to
join whereas 54.3% are planning to join.
6. 52.9% of respondents have been a part of the fundraising campaign
and 47.1% have not.
7. 82.9% of respondents have donated for an NGO and 17.1% have not.
8. 62.7% of respondents have donated in the form of money, 55.9% have
donated in the form of food, 54.2% have donated in the form of clothes
and 3.4% have donated books.
9. According to 34.3% of respondents, poverty is the biggest social cause,
32.9% says illiteracy is the biggest social cause and another 32.9% says
violence against women is the biggest social cause.
 CHAPTER 6: SUGGESTIONS & CONCLUSION

6.1 SUGGESTIONS
As we know the expanding rivalry for a restricted pool of NGO subsidizing offices, building up a
successful raising money procedure has gotten essential in the present improvement zones. I
would propose a few hints that can enable an association to build up a procedure to set up a
drawn out organization with its contributors.

 Set realistic, long term targets.

It is important to remember that the process of raising funds can take a long time. Your objectives
ought to be practical, long haul, and centered. Drawing in confided in customers and clients to
support you, over the long haul, will require long haul intending to set up a positive impression
for your image.

While setting your target, determining the right amount can be difficult but is essential. Aiming
too low brings little reward, and aiming too high can demoralize staff if goals are not achieved.
Raising support methodologies ought to incorporate approaches to keep up inside inspiration to
keep gathering pledges endeavors, particularly as it very well may be hard for associations to
arrive at maintainability for the initial not many years

 Specialize in your group.

There are numerous roles in fundraising, and it is essential to consider individuals’
strengths and suitability while assigning every part to maximize effectiveness.
These roles include:
 Connectors: Individuals who can move sysytems to make valuable introductions.
 Askers: Individuals who have the skills and a comprehension of the right timing
expected to ask for donations successfully.
 Engagers: Individuals who will cooperate and speak with donors to nurture and
promote these relationships.

 Digitalize.
As people spend more and more time online you will have the option to contact a more
extensive crowd by digitizing your publicizing and showcasing. Utilizing channels, for
example, Search Engine Optimization (SEO) to connect with a more extensive crowd is the
route forward. Moreover, utilizing cloud-based innovations, for example, messages, CRM,
google suite for archives, and conferencing stages will expand the efficiency and ROI for any
 entertainer inside the advancement area.

 Cultivate donor maintenance.

A good raising money plan will include information on donor retention, which is eemingly
similarly as significant as benefactor enrollment. Make an effort to constantly keep allies drew in
by keeping them refreshed on advancements and where their money has gone.A well-devised
CRM plan will include:
 Updating the website and online media accounts.
 Delivering email newsletters regularly.
 Providing an connecting with story of a particular venture a gift has added to.

6.2 CONCLUSION
The internship at Muskurahat Foundation, Mumbai has been a very good learning experience
for me. The knowledge of the theoretical subject is not enough for my commerce stream. One
has to have the practical knowledge to remove the actual and expected performance.

The internship helped me to know and develop technical and communicational skills. It also
gave me a lot of knowledge about the process, its equipment, and operational phases. The most
important lesson that I have learned is discipline, management, and co-operation. With the
immense co-operation of Muskurahat Foundation’s family not only did I grasp fundraising
knowledge under non-profit organizations but also filled in the gap that always existed in real
while studying a theoretical subject with the same being put into practical use.

Because of the things I’ve learned during this internship, I now look forward to a period of
intense competition, change, and opportunity in this industry. I am grateful to my supervisor,
SamayGada, and the department of Muskurahat Foundation for the experiences and tutoring.
They also help me to handle some of my weaknesses and provided guidance to me whenever I
am in need.
 ANNEXURE
Helping the needy people of our society.
*Required

1. Name- *

2. What is your gender? *

 Male
 Female
 Other:

3. What is your age? *

 Below 20
 20-35
 35-50
 Above 50

4. Have you ever heard about Muskurahat Foundation? *

 Yes
 No

5. Have you ever visited an NGO? *

 Yes
 No

6. Are you planning to volunteer with an NGO? *

 Yes
 No
 Maybe

7. Have you ever been a part of any campaign regarding raising funds for social work? *
 Yes
 No
8. If yes then for what cause?

9. Have you ever became a smile soldier by donating to an NGO? *

 Yes
 No
10. If yes then in what source?
 Money
 Clothes
 Food
 Other:

11. If you ever get a chance to start an NGO what issue will you address? *

12. According to you which is the biggest social issues in India? *

 Poverty
 Illiteracy
 Violence against women
 Other:
 REFERENCES

 R.Sooryamoorthy, K.D. Gangrade, NGOs in India: A Cross-Sectional Study, First published

in 2001, Greenwood Publishing Group, USA, ISBN: 0-313- 31954-5, ISSN: 0084-9278.
 SudhaVasan, NGOs as Employers Need for Accountability, Economic and Political Weekly,
Vol. 39, No. 22 (May 29 - Jun. 4, 2004).
 D Rajasekhar& R RBiradar (2004), People, Government, and the NGOs, Reduction Partners
Coming Together, ISBN: 81-8069-108-X.
 Asok Kumar Sarkar, NGOs, and Globalization: Developmental & Organizational Facets,
Rawat Publications, 2008, Jaipur-302004, ISBN 81-316- 0201-X.
 Rajesh Kumar Shastri. A strategic action plan for managing non-government with special
reference of India definition of NGOs: International NGO Journal Vol. 3 (3), pp. 074-076,
April 2008, ISSN 1993–8225.

 David Lewis, N. Ravichandran, NGOs, and Social Welfare: New Research Approaches,
Rawat Publications, Jaipur 302004, India, 2008, ISBN 81-316-0200-1.
 Raj Kumar Siwach (2013), government - NGOs relations in India: an analysis VOL UX, no.
2, April-June 2013.
 Dr. Suresh Kumar Bhaker, Role of NGOs in Rural Development in India, Vol. 1, No. 1; June
2014.