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Education Insights

Reading Is Not Enough: Child Literacy Means Children Understand What They Read

Summary

  • Child literacy in India is moving beyond basic reading: As foundational literacy improves, the focus must increasingly shift towards whether children understand and can use what they read.
  • Reading and comprehension are not the same: A child may be able to read words aloud while still struggling to understand a story, instruction or unfamiliar idea.
  • Language shapes learning: India’s multilingual classrooms make it especially important to recognise the role of children’s home languages in developing comprehension and conceptual understanding.
  • Teachers and communities matter: Teachers, parents, community organisations and learning spaces can create the conversations, reading opportunities and support systems that help children become independent learners.
  • Child literacy is ultimately about agency: The ability to understand written information gives children greater confidence to learn, make decisions, access information and participate in society.
Child literacy for children - Smile Foundation

There is a familiar scene in classrooms across India. A teacher asks a child to read a paragraph aloud, and the child begins carefully, sounding out the words, pausing at punctuation and making her way through the passage. To an observer, she appears to be reading. But when the teacher asks the more important question, “What did you understand?”, the child hesitates. She may have successfully decoded every word on the page without being able to explain what the passage actually meant.

That distinction matters more than it might seem.

For a long time, conversations about child literacy have understandably focused on whether children can read. In a country where millions of children have historically struggled to acquire foundational literacy, being able to recognise letters, read words and make sense of simple sentences remains an essential educational milestone. But learning to read is not the final destination. It is the beginning of a much longer journey in which children learn to interpret information, connect ideas, ask questions, distinguish between what they know and what they do not know, and eventually use written information to make decisions for themselves.

This is becoming an increasingly important question for India. The country has made meaningful progress in foundational learning, particularly following the disruption caused by the pandemic. Yet recent learning assessments continue to show that a significant proportion of children who are formally enrolled in school are still not reading at the level expected for their age or grade. The ASER 2024 findings, for instance, showed a substantial improvement in children’s ability to read compared with the pandemic years, but they also demonstrated that many children continue to struggle with texts that should be within their expected learning level.

The next challenge, therefore, is not simply getting children to read more. It is helping them understand what they read.

When reading becomes learning

The difference between reading and understanding can appear deceptively small. A child who reads the sentence, “The farmer could not sow the seeds because there had been no rain,” may be able to pronounce every word correctly. But can she explain why the absence of rain affected the farmer? Can she connect the sentence to what she knows about agriculture? Can she imagine what might happen if the drought continues? Can she read a different account of water scarcity and recognise that it describes a related problem?

These are different levels of child literacy, and they become increasingly important as children progress through school.

A child in the early years may need to learn that letters represent sounds and that words carry meaning. As she grows older, however, she must learn to navigate paragraphs, arguments, instructions, explanations and unfamiliar vocabulary. By the time she reaches secondary school, almost every subject depends upon this ability. Science requires students to understand explanations and interpret information. Mathematics requires them to comprehend word problems. Social science asks them to understand historical accounts, compare perspectives and make connections between events.

When comprehension is weak, therefore, the problem does not remain confined to the language classroom. A child who cannot understand the language of a textbook may find it difficult to learn science even if she is naturally curious about how the world works. A student who struggles to interpret written instructions may appear inattentive when the underlying difficulty is that she has not understood what she has been asked to do.

This is why child literacy needs to be understood not merely as a technical skill but as the foundation upon which further learning is built.

India’s child literacy story is changing

India’s focus on foundational literacy and numeracy through the National Education Policy and initiatives such as NIPUN Bharat reflects an important recognition: children cannot meaningfully participate in later stages of education if they have not acquired basic reading and numeracy skills early in life.

The progress is worth recognising. ASER data over the years have shown that children’s basic reading abilities can improve significantly when learning receives sustained attention and when schools and communities respond to gaps rather than simply moving children from one grade to the next.

But the same evidence also points towards a more difficult problem. Children in the same classroom can be at very different stages of learning. One child may be comfortable reading a short story independently, while another child in the same grade may still struggle with a much simpler passage. If teaching follows the textbook without accounting for these differences, the children who are already behind can find it increasingly difficult to catch up.

This creates a quiet cycle of disadvantage. The curriculum moves forward because the school year must move forward, while the child’s foundational skills remain incomplete. The gap then becomes harder to close with every passing year because the language and complexity of learning continue to increase.

This is why the question of comprehension cannot be separated from the question of foundational learning. Children need to learn to read, but they also need enough time, practice and support to turn reading into understanding.

The language of learning matters

There is another dimension to India’s child literacy challenge that cannot be ignored: language.

India’s classrooms are inherently multilingual. A child may speak one language at home, encounter another in her community and be taught in a third language at school. For some children, particularly those from linguistic minorities and tribal communities, the distance between the language they know best and the language used in formal education can become an additional barrier to comprehension.

This does not necessarily mean that the child lacks ability or curiosity. It may mean that she is being asked to demonstrate what she knows through a language she has not yet mastered.

The UNESCO State of the Education Report for India 2025, which focused on multilingual education, emphasised the importance of recognising India’s linguistic diversity within education systems. The report highlighted the potential of children’s home languages to strengthen participation, comprehension and conceptual learning, particularly among children from underserved communities.

This matters because comprehension depends partly on what a child already knows. When a new idea is presented in a language that feels unfamiliar, the child has to solve two problems simultaneously: understanding the language and understanding the concept. When learning can begin from a language the child already knows, some of that cognitive burden is reduced.

The implication for educators is significant. Rather than asking only whether a child can read a particular text, it is worth asking whether the language of that text allows the child to demonstrate what she understands.

Much of child literacy begins outside school

The foundations of comprehension are not built exclusively through textbooks.

They are built through conversation, storytelling and everyday experiences. A parent explaining why the electricity has gone out, a grandparent recounting a story from their childhood, a child asking where rainwater goes after it disappears into a drain, or siblings arguing about the ending of a television programme are all encounters with language and meaning.

Through these ordinary interactions, children learn to describe events, sequence information, ask questions, make predictions and explain their reasoning. They encounter new vocabulary and learn how ideas connect. These experiences later become resources they draw upon when they encounter written text.

This is particularly important for children who grow up in homes with limited access to books or where adults may themselves have had limited educational opportunities. The absence of books does not mean an absence of intelligence or curiosity, but it can mean fewer opportunities for children to practise the language skills that support reading comprehension.

That is where community-based learning can make a difference.

Libraries, community learning centres, schools, civil-society organisations and local education initiatives can create spaces where children encounter books, stories, conversations and activities beyond the formal classroom. A reading corner, a storytelling session or a child being encouraged to explain a story in her own words may appear modest when compared with the scale of India’s education system. Yet these repeated opportunities are precisely what allow child literacy to become a habit rather than an examination skill.

Teachers need to see beyond the correct answer

Improving comprehension also requires us to reconsider what happens between a teacher and a child when an answer is wrong.

A wrong answer is not necessarily evidence that a child has not learned. Sometimes it is a window into how she is thinking.

A child may misunderstand a word. She may have interpreted a sentence differently. She may understand the underlying concept but lack the vocabulary to explain it. She may understand the passage in her home language but struggle to express that understanding in the language used for instruction.

Each of these situations requires a different response.

This makes the teacher’s role particularly important. Teachers need opportunities to understand where children are in their learning and practical strategies for responding to those differences. Instead of simply asking whether children have completed a chapter, teachers can ask them to explain an idea in their own words, predict what might happen next, connect a story with something they already know or explain why a character made a particular decision.

These conversations can reveal far more about comprehension than a worksheet filled with correct answers.

They also create something that is easily overlooked in discussions about child literacy: confidence. Children who are afraid of giving the wrong answer are less likely to ask questions. Children who understand that uncertainty and mistakes are part of learning are more willing to participate, experiment with ideas and try again.

A strong literacy environment therefore needs to be intellectually demanding without becoming intimidating.

Technology can expand access, but it cannot replace relationships

Technology has an important role to play in this landscape. Digital libraries, educational platforms, translation tools and adaptive learning technologies can potentially make reading materials available to children who might otherwise have limited access to them. They can also offer teachers additional resources and help children practise at their own pace.

But technology should be understood as part of the learning ecosystem rather than a substitute for it.

A digital platform can provide another reading passage, but it may not know why a child misunderstood the first one. A translation tool can make a sentence accessible in another language, but it cannot necessarily explain why the idea matters in the child’s own context. A tablet can put thousands of books within reach, but it cannot by itself create the curiosity that makes a child want to read them.

That human element remains central.

Children learn through relationships as much as through resources: through teachers who notice their difficulties, adults who listen to their questions, peers who help them understand a difficult idea and environments where they feel comfortable admitting that they do not know something.

Technology can strengthen these relationships and extend their reach. It cannot replace them.

What should we expect a literate child to be able to do?

Perhaps the most useful way to think about India’s child literacy challenge is to stop asking only whether a child can read and start asking what reading enables her to do.

Can she understand a health advisory and explain it to her family?

Can she follow written instructions without relying on someone else?

Can she understand a government form?

Can she compare two pieces of information and identify where they disagree?

Can she recognise when a piece of information is trying to persuade her rather than simply inform her?

Can she encounter an unfamiliar idea in a textbook and use what she already knows to make sense of it?

These abilities become particularly important as children grow up in an information-saturated world. Their sources of information are no longer limited to teachers and textbooks. They encounter messages on social media, videos, advertisements, websites, government notices and increasingly sophisticated forms of digital content.

Being able to read the words is not enough to navigate that world safely.

Children also need to understand, question and evaluate what those words are telling them.

In that sense, child literacy is closely connected to agency. A person who can independently understand written information has greater freedom to learn, make decisions, access public services and participate in society. Child literacy determines not only how a child performs in school but also how confidently she can navigate the institutions and information systems that shape adult life.

From learning to read to reading to learn

India’s progress in foundational learning should not be seen as the end of the child literacy conversation. It should give us the confidence to move to its next stage.

The question is no longer simply whether children are learning to read. It is whether they are developing the ability to use reading as a tool for learning.

That shift has implications for classrooms, teacher training, community programmes and the way children’s learning is assessed. It requires us to pay attention to comprehension, vocabulary, language, background knowledge and the different starting points from which children enter a classroom. It also requires us to recognise that the responsibility for literacy does not belong to schools alone.

Parents, communities, civil-society organisations, libraries and education systems all have a role in creating environments where children encounter language frequently and meaningfully.

The ultimate measure of child literacy is not how confidently a child can read a paragraph aloud in front of a teacher. It is what happens when the teacher is no longer there.

Can the child pick up a book and make sense of it? Can she encounter information she has never seen before and work through it? Can she ask questions of the text rather than simply accept it? Can she use what she has learned to understand something else?

That is when reading becomes learning.

And when reading becomes learning, child literacy becomes something much larger than a school outcome. It becomes a child’s ability to understand the world independently, participate in it with confidence and, eventually, have a greater say in shaping it.

Making Career Decisions Easier with Career Counselling

FAQs

1. What is child literacy?

Child literacy refers to a child’s ability to read, understand and use written language. It involves more than recognising letters and words. Strong literacy also includes reading comprehension, vocabulary, interpretation and the ability to use information independently.

2. Why is reading comprehension important for children?

Reading comprehension allows children to understand ideas rather than simply pronounce words. It helps them follow instructions, understand textbooks, connect new information with what they already know and eventually learn independently.

3. What is the difference between reading and reading comprehension?

Reading can involve decoding written words and sentences, while reading comprehension involves understanding their meaning. A child may be able to read a passage aloud but still struggle to explain what the passage means.

4. What is the current state of child literacy in India?

India has made progress in foundational literacy, but learning levels remain uneven. Recent ASER findings show that many children can read at a basic level while still struggling to read and understand text expected of younger grades. This highlights the need to strengthen comprehension alongside foundational reading skills.

5. How does language affect children’s literacy?

The language in which children learn can significantly influence their ability to understand concepts and participate in classrooms. In multilingual India, using children’s home languages alongside the language of instruction can help strengthen comprehension and make learning more accessible.

6. What can teachers do to improve reading comprehension?

Teachers can ask children to explain what they have read, discuss stories, encourage questions, introduce unfamiliar vocabulary and connect texts with children’s experiences. Understanding where a child is struggling can also help teachers provide more appropriate support.

7. How can parents support children’s literacy at home?

Parents can encourage children to read regularly, talk about stories and everyday events, ask open-ended questions and allow children to explain ideas in their own words. Children do not necessarily need expensive learning materials. Regular conversations, storytelling and access to age-appropriate reading material can provide valuable opportunities to develop language and comprehension.

Categories
Gender Women Empowerment

A Career Break for Women Shouldn’t Be a Career Setback

Key Takeaways

  • Career break for women disproportionately affect them, particularly because of caregiving responsibilities.
  • Returning to work does not always mean returning to the same career trajectory, with women often facing slower progression after a break.
  • Reskilling is important, but not enough; women also need mentorship, networks, flexibility and financial support.
  • Employers have a role to play in making career re-entry easier through return-to-work programmes and inclusive workplace policies.
  • Women’s economic empowerment goes beyond employment, requiring access to skills, entrepreneurship, financial literacy and sustainable livelihood opportunities.
Career break for women

For many women, a career does not move in a straight line.

There may be years of study, a first job, a promotion or two, and then a pause. Sometimes it is for raising a child. Sometimes it is to care for an ageing parent, deal with a family emergency, recover from illness, relocate, pursue further education or simply step away from a workplace that has become unsustainable.

The break may last months. It may last several years. But increasingly, the evidence suggests that the real problem is not the break itself. It is what happens when a woman tries to return.

The latest Global Gender Gap Report 2026 from the World Economic Forum puts the issue starkly. Women are almost twice as likely as men to report having taken a career break. Full-time parenting is by far the most gender-skewed reason: 26.5% of women who report career breaks cite full-time parenting, compared with 6% of men. And the consequences can continue well after a woman returns to work. (World Economic Forum)

A career pause, in other words, can become a career penalty.

That needs to change.

The career break for women is not the problem

For generations, the ideal career has been imagined as a straight line: education, employment, promotion, leadership and retirement.

Real lives rarely work that way.

People change cities. Families grow. Parents age. Health changes. Industries disappear and new ones emerge. Workers take time out to study, care for others, recover, rethink their priorities or pursue something completely different.

The World Economic Forum itself notes that careers are becoming increasingly non-linear. The question, therefore, is not whether career break for women will exist. They will.

The more important question is whether workplaces are designed to accommodate them fairly.

For women, that question is particularly important because care responsibilities continue to fall disproportionately on them. The International Labour Organization describes care work, whether paid or unpaid, as fundamental to the functioning of economies and societies, while noting that it remains disproportionately carried out by women. (International Labour Organization)

When a woman leaves paid employment to provide that care, she has not stopped working. Yet the labour market can treat her as though she has stopped accumulating experience, ambition and value.

That is where the problem begins.

The numbers tell a different story about “having to start again”

The 2026 Global Gender Gap Report analysed LinkedIn data across 60 economies and found that women are almost twice as likely as men to report career breaks. The difference is particularly pronounced around full-time parenting.

But perhaps the more revealing statistic comes after the break.

Among senior individual contributors who had taken a full-time parenting break, 6.3% of women had moved to a higher level of seniority one year after returning, compared with 9.1% of men. Three years after returning, the figures were 7.2% for women and 10% for men.

LinkedIn’s analysis describes the difference another way: men in this group were 44% more likely than women to be promoted in their first year back after a full-time parenting break.

The same break. The same workplace. But not necessarily the same career consequences.

That should make us rethink how we talk about women returning to work.

The language of “getting back on track” subtly suggests that a woman has fallen behind and must catch up. But perhaps the better question is why the track was designed to leave her behind in the first place.

In India, the challenge is part of a larger employment gap

The issue of career break for women cannot be separated from India’s wider gender gap in economic participation.

The WEF’s 2026 report gives India a gender parity score of 64.5%. The country performs much better on educational attainment, where it has reached 96.6% parity, than on economic participation and opportunity, where the parity score is 41.2%. Labour-force participation parity stands at 44.1%.

That contrast matters.

It tells us that getting girls and women into education is essential, but education alone does not guarantee economic independence.

There has to be a bridge between learning and earning, and that bridge needs to remain open when life interrupts a career.

Earlier LinkedIn data on India also showed how strongly parenting breaks are gendered. In 2024, 38% of women in India with LinkedIn profiles listed a career break for parenting, compared with 9% of men. LinkedIn’s India analysis also found that the median career break was longer for women than men. (LinkedIn)

These figures do not mean every woman who takes a break wants to return to the same career or at the same pace. They do, however, make one thing clear: career interruption is a significant part of women’s working lives, and employment systems need to account for it.

A career break for women can also mean lost opportunity

The cost of a career break for women is not simply the months or years missing from a CV.

It can affect salary progression, promotions, professional networks, retirement savings and access to leadership opportunities. The longer-term consequences can accumulate quietly.

A woman may return to work at the same organisation but at a lower level. She may accept a lower salary because she feels she has limited options. She may move into a role below her previous experience because employers question whether her skills are still current.

Or she may decide that returning is simply too difficult.

This is where the idea of a “career setback” becomes important.

A career break should represent a period in a person’s life. It should not become a permanent judgement about their professional worth.

The return-to-work gap is also a skills gap

One of the easiest assumptions is that women returning after a break simply need to “update their skills”.

Sometimes they do.

Technology changes quickly. New software replaces old systems. AI is transforming occupations. Industries develop new ways of working.

But skills are only one part of the equation.

A woman returning after several years may also need:

  • access to current industry knowledge;
  • opportunities to rebuild professional networks;
  • confidence after time away from the workplace;
  • mentorship and sponsorship;
  • flexible working arrangements;
  • childcare or other care support;
  • an employer willing to assess her current capabilities rather than focus exclusively on the gap in her CV.

LinkedIn’s India discussions on return-to-work have similarly highlighted training, mentorship, upskilling and dedicated return-to-work programmes as ways employers can make re-entry less intimidating.

This is why skilling and reskilling should not be treated as one-time interventions.

For women whose careers are likely to be non-linear, learning needs to remain accessible throughout life.

This is also why women’s empowerment cannot begin and end with employment. Women need opportunities to build skills, strengthen financial confidence, access livelihoods and make decisions about their economic futures. Smile Foundation’s Swabhiman programme takes an integrated approach to women’s empowerment, combining health, nutrition, livelihood and entrepreneurship support for women and adolescent girls from underserved communities. Its economic empowerment interventions include entrepreneurship training, financial and digital literacy, business development support, market linkages and mentorship, helping women move from skills and aspiration towards sustainable livelihoods.

What employers can do differently

Is the World Still Women-averse?

The responsibility for successful re-entry cannot sit entirely with the woman.

Employers can begin by treating career break for women as a normal part of modern working lives rather than an automatic signal of reduced commitment.

1. Stop treating the gap as the first thing to explain

A CV gap does not tell you what a person learned, managed or achieved during that period.

Recruitment should focus on skills, experience and suitability for the role rather than assuming that time away equals professional decline.

2. Create structured return-to-work programmes

A good returnship does more than offer a temporary job.

It can provide a period of structured re-entry, mentoring, skills refreshers, exposure to current tools and a realistic pathway into longer-term employment.

3. Make flexibility part of work design

Flexible and hybrid work should not be viewed as special treatment for women.

The ILO has repeatedly emphasised the importance of care systems and workplace arrangements that enable people with care responsibilities to participate in decent work. (International Labour Organization)

4. Keep women connected during career breaks, where they want that connection

A woman taking parental or caregiving leave should not have to disappear professionally.

Optional access to learning opportunities, professional updates, networks or organisational events can make returning less like entering an entirely unfamiliar world.

5. Measure what happens after women return

Getting women through the door is only the first step.

Organisations should ask:

Are women returning at the same level? Are they being promoted? Are they being paid fairly? Are they staying? Are they reaching leadership?

These questions matter because representation at entry level does not automatically translate into representation at the top.

The WEF’s latest data illustrates this wider problem: women’s representation falls from 46% at entry level to 23% at the C-suite across the economies covered by its LinkedIn analysis. (World Economic Forum)

And what can women do?

There is plenty that women can do to make a return easier: refresh skills, reconnect with professional networks, update a CV, seek mentors, explore flexible roles and identify industries where their experience remains valuable.

But we should be careful about turning this into another checklist for women to fix a structural problem.

A woman should not have to become exceptionally resilient simply to compensate for an inflexible workplace.

Support systems matter.

So do affordable childcare, accessible skilling opportunities, safe transport, digital access, flexible employment and employers willing to recognise experience that does not fit neatly into a continuous timeline.

This is where women’s empowerment has to be understood more broadly than employment alone.

Being economically empowered means having the ability to enter work, remain in work, leave when circumstances demand it, and return without being permanently penalised.

From education to economic independence

For organisations working on education, livelihoods and women’s empowerment, this creates an important opportunity.

Preparing women for employment cannot end with vocational training or a first job. Women also need access to lifelong learning, digital skills, financial knowledge and pathways back into the workforce when circumstances take them away from it.

The same principle applies much earlier.

A girl who receives a good education today should be able to imagine not only getting a job tomorrow, but building a career that can adapt to the different stages of her life.

That means helping girls develop skills that remain relevant in changing economies. It means ensuring young women can access technology and new forms of work. It means creating pathways into entrepreneurship as well as formal employment. And it means recognising that economic independence is strengthened when women have choices.

A career should be allowed to bend without breaking.

A different definition of career success

Perhaps it is time to retire the idea that a successful career is one that never pauses.

The future of work is already becoming more fluid. People are changing occupations, learning new skills and moving between different forms of employment. The WEF’s latest report argues that employment alone is no longer enough; the next frontier is access to productive, resilient and upwardly mobile careers.

Women should not have to choose between having a career and having a life.

A woman may leave work at 32 and return at 36. She may retrain at 40. She may start a business at 45. She may move from employment into social enterprise and back again.

None of these transitions should erase what came before.

The real measure of an inclusive economy is not whether everyone’s career looks the same. It is whether people can move through different stages of life without losing their opportunity to participate, earn, learn and lead.

A career break for women is a chapter, not a verdict.

And if we want genuine women’s empowerment, our workplaces, skilling systems and social institutions must be built to understand the difference.

FAQs

1. Why do women take career breaks?

Women take career breaks for many reasons, including childcare, caring for family members, health, relocation, further education and personal circumstances. Caregiving, particularly full-time parenting, remains a disproportionately common reason for women to leave paid employment.

2. Does taking a career break affect women’s career progression?

It can. Women may face slower promotions, reduced earning potential, loss of professional networks and difficulty returning at the same level of seniority after a career break.

3. How can women prepare to return to work after a career break?

Refreshing professional and digital skills, rebuilding networks, seeking mentorship and exploring return-to-work or reskilling programmes can help. However, responsibility for successful re-entry should not fall entirely on women. Employers also need to create supportive pathways back into work.

4. What can employers do to support women returning to work?

Employers can introduce structured returnship programmes, flexible working arrangements, mentoring, skills-refresh opportunities and fair recruitment practices that assess a candidate’s capabilities rather than treating a career gap as a weakness.

5. Why is skilling important for women’s economic empowerment?

Skills can help women access employment, entrepreneurship and changing sectors of the economy. But effective empowerment also requires financial literacy, access to markets, mentorship, technology and opportunities to turn skills into sustainable livelihoods.

6. What is Smile Foundation’s Swabhiman programme?

Smile Foundation’s Swabhiman is a women and adolescent girls’ empowerment programme that takes an integrated approach to health, nutrition, livelihoods and entrepreneurship. Its economic empowerment work includes areas such as entrepreneurship training, financial and digital literacy, business development, market linkages and mentorship.

7. What does women’s economic empowerment really mean?

Women’s economic empowerment goes beyond simply having a job. It means having the skills, resources, income, opportunities and decision-making power to participate meaningfully in economic life, build sustainable livelihoods and navigate different stages of life without being permanently disadvantaged by career interruptions.

Sources

Categories
In The Spotlight Insights

World Mental Health Day 2026: Can a Sense of Belonging Protect Children’s Mental Health?

Summary

  • World Mental Health Day 2026 calls for people with lived mental health experiences to have a greater role in shaping the systems that affect them.
  • Belonging matters for children’s mental health: Feeling accepted, valued and connected at home, school and in the community can support emotional wellbeing and healthy development.
  • Exclusion can have lasting consequences: Persistent isolation, discrimination and a lack of meaningful connections can affect confidence, learning, relationships and mental health.
  • Relationships can be protective: Supportive families, teachers, friends, peers and community groups can give children stability, connection and resilience during difficult periods.
  • Children need to be heard: Building genuine belonging requires families, schools, communities and policymakers to listen to children and involve them in creating more inclusive environments.
World Mental Health Day

In 2024, the High Court stepped in with a ruling for the students from the Economically Weaker Section (EWS) studying in private schools; the HC said:
The injury to dignity felt by a student from the EWS category, who is made to feel unequal to his peers in a privately run school, and even in the eyes of the state, is deeply damaging.

Now imagine the sting of being left out on the playground or at lunch because of your economic background, religion, caste or even because of your performance in class if you are differently abled. For too many children, these moments are common. They are minor disappointments for some and the seeds of chronic loneliness and doubt for others. At any given time, a diverse set of individual, community, school, workplace and other structural factors may combine to protect or undermine a child’s sense of belonging and, in turn, affect their mental health. On this World Mental Health Day, as we reflect on the power of lived experience, we must ask: can a true sense of belonging act as a shield for our children’s mental health?

World Mental Health Day 2026 Context

This year’s World Mental Health Day, 10 October 2026, is a call to action. It urges us to move beyond passively hearing those with lived mental health experiences and instead involve them in shaping the systems that affect their lives. For children, who often lack a platform to voice their needs, this shift is especially urgent. We must consider the environments we create for them. Are we building communities where every child feels they belong? And crucially, does this belonging truly protect their mental health?

Why Belonging Matters for Children’s Mental Health

For children, feeling like they belong is just as crucial as having food or a roof over their heads. It’s a fundamental human need that plays a key role in their healthy development. Maslow’s hierarchy of needs places love and belonging just above safety and survival, underscoring how essential they are. When kids feel accepted, included and valued at home, in school or in their broader community, they truly thrive. The evidence is compelling: children who experience a sense of belonging tend to be happier, more at ease and more engaged in their learning. Their academic performance improves, behavioural issues decrease and they build healthier relationships.

Research clearly shows the benefits. Just being part of a group — be it a sports team, a choir, or a circle of friends — provides children with social, emotional, and cognitive advantages. They learn to cooperate, share, and resolve conflicts. They find out whom they can rely on when times get tough. Over time, these experiences create a support network that lasts into adulthood, offering opportunities and a sense of security that can help them navigate life’s storms.
Belonging has four essential ingredients:

  • Feeling part of something bigger than yourself
  • Knowing that your voice matters
  • Trusting that your needs will be met
  • Finding connection through shared experience

The Risks of Disconnection

Computing Skills for Children Everywhere

Yet, when belonging is absent, the consequences are stark. An ongoing sense of exclusion chips away at confidence. Children who feel isolated often internalise messages of unworthiness or invisibility. The result? They’re more likely to struggle with anxiety, depression and poor self-esteem. Academic performance suffers; focus slips and motivation wanes.

These risks aren’t distributed evenly. These risks are not equally distributed. For children who are neurodiverse with ADHD, autism or learning differences, social situations can present additional challenges. So do children who are poor, who have family problems or who are discriminated against. If loneliness is not treated, it can be chronic. Research has shown that ongoing loneliness can actually depress the immune system, making children more vulnerable to disease. These problems reverberate into adulthood, impacting a person’s approach to relationships, work and community.

How Belonging Protects Mental Health

A genuine sense of belonging can act as a powerful protective shield, especially in childhood’s most vulnerable moments. What makes the difference? It begins with relationships, like your family, friends, teachers who offer consistent, unconditional support.

  • Supportive connections with family, friends, and teachers provide children with stability and reassurance during challenging times.
  • Sports, music, volunteering and clubs help children build natural bonds that provide friendship and a sense of purpose.
  • Long-term mental health benefits, as research shows that adolescents who feel a strong sense of school belonging at 15–16 years old are less likely to experience depression, anxiety or stress as adults.
  • The number of friends a child has is not as important as the quality and authenticity of relationships. Even one good connection can make a huge difference.
  • Emotional support is important. Children are more resilient when they are consistently supported and understood by adults, especially by parents and teachers. They tend to cope with and recover from disappointments and challenges better when they have a strong support system and feel a sense of belonging.
  • Girls tend to thrive on multiple, overlapping support circles. Boys often have fewer but deeper connections, highlighting the need for tailored approaches.
  • Children who feel included are more likely to try new things, learn from their mistakes and build confidence.
  • Children recover from disappointments and challenges through a strong support system and sense of belonging, and further develop their ability to cope with adversity.

Building Belonging: What Works?

Creating these environments is a shared task. For parents, it starts with modelling healthy relationships: showing empathy, listening actively and helping children manage big emotions. Simple actions matter, like inviting friends over, encouraging participation in activities that spark joy and being present during tough times. Every child’s social motivation is different; some thrive in busy groups, others prefer smaller circles.

Schools, too, have a vital role. Policies that celebrate diversity, challenge exclusion, and make space for every voice set the tone. Teachers can be powerful agents of belonging simply by noticing who’s left out and making small adjustments, like a paired project, a welcoming gesture, a quiet word of encouragement. Peer-led programmes, where students support one another, can foster belonging in ways that adult interventions sometimes can’t.

Above all, we must listen to children themselves. This movement, from passive “listening” to active co-creation, is at the heart of this year’s World Mental Health Day message.

Roadblocks

Of course, barriers persist. Stigma is stubborn, especially for those who stand out. Schools and communities often face resource gaps, making it harder to offer the wide range of activities or supports that foster connection. And no matter how advanced we have become, inequities of race, gender, ability or income shape who gets to belong and who remains on the outside looking in. But awareness is growing, and the momentum for change is real. 

Conclusion

It’s time to move from listening to action. Let’s strive for policymakers, educators, and families to make belonging a central pillar of mental health prevention. Let’s advocate for school environments where every child feels safe, seen and valued. 

Belonging is a powerful, proven shield for children’s mental health. As we mark World Mental Health Day 2026, let’s commit to ensuring every child knows they matter and has somewhere to belong. 

FAQs

1. When is World Mental Health Day 2026?
World Mental Health Day is observed on 10 October every year. In 2026, the day focuses on bringing people with lived mental health experiences into conversations and decisions that shape mental health systems.

2. Why does belonging matter for children’s mental health?
A sense of belonging can help children feel accepted, valued and supported. Positive relationships and connection can strengthen confidence and resilience and help children cope with challenges.

3. How can exclusion affect a child’s mental health?
Persistent exclusion or discrimination can contribute to loneliness, low self-esteem and emotional distress. It can also affect a child’s participation in school, relationships with peers and overall wellbeing.

4. What can parents do to help children develop a sense of belonging?
Parents can listen without judgement, encourage healthy friendships and activities, model empathy and make time for children to talk about their experiences and emotions.

5. What role do schools play in creating belonging?
Schools can create inclusive environments by addressing discrimination, encouraging peer connections, recognising different abilities and backgrounds, and ensuring that children feel heard and valued in the classroom.

6. Can one meaningful relationship make a difference to a child?
Yes. A child does not necessarily need a large social circle to feel connected. A consistent, trusting relationship with a parent, teacher, friend or another supportive adult can provide an important source of emotional support.

7. How can communities support children’s mental health?
Communities can create safe opportunities for children to participate, connect and express themselves through sports, arts, volunteering, youth groups and other activities. Inclusive community spaces can help children build relationships and feel that they are part of something larger than themselves.

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Education Insights

World Teacher’s Day 2026: The Best Teachers Are Also Observers

Summary

  • World Teacher’s Day is an opportunity to recognize the lasting influence teachers have on children’s learning, confidence and futures.
  • Observation is central to good teaching: Teachers who pay attention can recognise changes in a child’s learning, behaviour and emotional wellbeing.
  • Struggling children may not always ask for help: Falling grades, withdrawal, absenteeism or changes in behaviour can be early signs that a child needs support.
  • Early intervention matters: Identifying challenges early can help prevent learning difficulties from affecting a child’s confidence and long-term progress.
  • Teachers need support too: Training, manageable class sizes, learning resources and collaboration with families and specialists can help teachers respond effectively.
  • Every child deserves to be seen: Great teaching goes beyond curriculum delivery. It means recognising individual strengths, understanding different needs and creating opportunities for every child to thrive.
World Teacher's Day 2026

Each year, World Teachers’ Day on 5 October gives us a chance to pause and recognize the lasting impact teachers have around the world. In 2026, the day feels especially meaningful as it marks the 60th anniversary of the landmark 1966 UNESCO/ILO Recommendation concerning the Status of Teachers. Like a skill that multiplies over time: the best teachers are also, above all, attentive observers. By noticing the small signals others may miss, they can change the course of a child’s life.

The Power of Observation in Teaching

It’s easy to think of teaching as a matter of delivering lessons and marking papers, but at its heart, teaching is about paying attention. Observation is the art of seeing what’s in front of you and what lies beneath. It’s about reading the room, catching the anxious glance or detecting the student who suddenly grows quieter. Teachers who observe well spot the first hints that a student is falling behind. In classrooms brimming with different personalities, backgrounds and abilities, observation becomes the secret ingredient.

Early Signs That a Child Is Falling Behind

The signs of a struggling child often surface in subtle ways. You might notice:

  • Academic signals: Perhaps a student’s homework is regularly incomplete or their answers become vague, or grades start to slide, or participation drops off.
  • Social signals: A child withdraws from classmates, stops volunteering for group activities or appears lost in the shuffle.
  • Behavioural and emotional signals: There’s a rise in unexplained absences, a change in mood or an uncharacteristic outburst. Sometimes, it’s a frustrated sigh or a look of defeat that says more than words.

The best teachers pick up on these cues and help a student avoid slipping through the cracks. They know that falling behind is rarely about laziness or lack of ability. More often, it’s a silent distress call. 

Stories of Impact this World Teacher’s Day

Ask any successful person, and they’ll likely have a teacher’s name on their lips. Bill Gates credits his maths teacher for urging him to aim higher and his drama teacher for drawing him out of his shell. Oprah Winfrey remembers Mrs Duncan, who sparked her confidence and ambition. For countless children, a teacher’s watchful eye and timely encouragement have been life-changing. Sometimes, that teacher is the first adult to see their potential, or simply, to notice that they’re struggling and care enough to act.

Across India, remarkable educators are changing the very shape of learning, often in places where resources are scarce but hope is abundant. Ranjitsinh Disale, for instance, turned rural classrooms on their heads by adding QR codes to textbooks and translating lessons into local languages. Then there’s Deep Narayan Nayak, known as the “Wall Teacher.” When the pandemic shuttered schools, he refused to let children fall behind. Nayak transformed mud walls into blackboards, making entire neighbourhoods his classroom. By observing not only his pupils but also their communities, he tackled deep-rooted social barriers and kept children learning against the odds.

And consider Arvind Gupta, who saw that many children lacked access to science labs but not to curiosity. He built simple science toys from everyday objects, turning ordinary items into extraordinary learning tools. His playful approach made science accessible and fun, inspiring millions to explore and question the world around them.

Why Early Intervention Matters

Recognizing the early signs and offering timely support can make a meaningful difference. Whether a child is struggling academically or emotionally, timely help can prevent setbacks from affecting their confidence. Teachers can respond in ways that fit each student’s needs, such as adjusting instruction, having one-on-one conversations or providing additional resources. The sooner support begins, the better the chances of helping a child succeed and believe in their abilities.

The Evolving Role of Teachers in a Changing World

The classroom is not what it once was. Today’s teachers face challenges their predecessors could hardly imagine — digital distractions, larger class sizes, a kaleidoscope of learning needs and the aftershocks of a global pandemic. Observation has become even more essential. In online lessons, teachers look for the student who goes quiet behind a muted microphone. In multicultural classrooms, they notice who is struggling with language or adjusting to a new environment. The 2026 World Teachers’ Day theme, “Standing with teachers: 60 years of protecting the profession, advancing its status and shaping our futures”, couldn’t be more apt. Teachers are frontline observers, adapting every day to help every child find their footing.

Supporting and Training Teachers

It’s not enough to ask teachers to observe; we must equip them to do it well. This means investing in training that sharpens observation skills and provides practical strategies for early intervention. Schools should foster environments where teachers have the time and resources to truly know their students, such as smaller classes, access to mental health support and strong collaboration with families.

Finding a way through our teachers

Practical Steps

When a student falls behind, a thoughtful, systematic approach helps:

  • Identify strengths and weaknesses: Look beyond the obvious; a student struggling in maths may shine in group work or creative projects.
  • Identify learning styles: Not every child learns the same way. Some may need hands-on tasks, others visual cues or discussion.
  • Differentiate instruction: Adapt lessons, scaffold concepts and provide varied homework options.
  • Have one-on-one conversations: Sometimes what a child needs most is to know you believe in them and that help is available.
  • Involve classmates: Peer support can boost confidence and understanding for both struggling and excelling students.
  • Involve the administration: Tap into school resources like counsellors, learning support staff or academic advisors. It truly takes a village.

Celebrate and Empower Teachers this World Teacher’s Day 2026

Let’s not reserve our gratitude for just one day. Thank a teacher this World Teacher’s Day 2026, support education for underserved children and speak up for better working conditions and resources. Write a note, share a memory, or simply offer a listening ear. Teachers shape our future by what they teach and, more importantly, by what they see and nurture in each child.

Great teaching begins with observation. When we value and empower our teachers as observers, we give every student the chance to be seen, understood, and uplifted. On this World Teachers’ Day, let’s celebrate those who notice the quiet struggles and the hidden strengths.

FAQs

1. What is World Teacher’s Day?
World Teacher’s Day is observed annually on 5 October to recognise the contribution of teachers and highlight the importance of supporting the teaching profession.

2. Why is observation important in teaching?
Observation helps teachers identify changes in a child’s academic performance, behaviour, participation and emotional wellbeing. It can help teachers recognise when a child may need additional support.

3. What are some early signs that a child is struggling at school?
Signs can include declining academic performance, incomplete work, reduced participation, frequent absence, withdrawal from classmates, changes in mood or unusual behaviour. A single sign does not necessarily indicate a problem, but persistent changes may warrant further attention.

4. How can teachers support children who are falling behind?
Teachers can adapt instruction, provide additional learning support, have one-on-one conversations, use different teaching approaches and work with parents, school leaders and other professionals where appropriate.

5. Why is early intervention important for children?
Early support can help address learning or emotional difficulties before they become more significant barriers to a child’s confidence, participation and educational progress.

6. How can schools help teachers identify and support struggling students?
Schools can provide teacher training, learning resources, manageable workloads, access to counsellors or learning-support professionals, and systems that encourage collaboration between teachers and families.

7. What is the theme of World Teacher’s Day 2026?
The 2026 World Teacher’s Day theme is “Standing with teachers: 60 years of protecting the profession, advancing its status and shaping its futures.” The year also marks the 60th anniversary of the 1966 UNESCO/ILO Recommendation concerning the Status of Teachers.

A Task of Behavioural Change: Changing Gender Attitudes

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Disaster Relief

Building Disability-Inclusive Disaster Preparedness

Summary

  • When disasters strike, children with disabilities can face barriers that are invisible in conventional emergency planning. A hearing-impaired child may miss an audio-only warning; a child with a visual impairment may struggle with visual evacuation cues; a child with mobility limitations may encounter inaccessible routes or shelters; and a child with an intellectual or developmental disability may require additional time, communication support and familiar routines to respond safely.
  • Research shows that these vulnerabilities are shaped not only by disability but by poverty, inaccessible infrastructure, dependence on caregivers, disrupted social networks and the failure of emergency systems to anticipate different needs.
  • India already has important legal and policy foundations for disability-inclusive disaster risk reduction. Section 8 of the Rights of Persons with Disabilities Act, 2016, requires equal protection and safety for persons with disabilities during disasters and requires disaster-management authorities to include them in disaster-management activities.
  • NDMA issued dedicated Disability Inclusive Disaster Risk Reduction guidelines in 2019, while UNICEF and international frameworks such as the Sendai Framework emphasise accessible communication, inclusive preparedness and participation by people with disabilities.
  • The remaining challenge is implementation. Research from Assam has identified a gap between policy and practice, while initiatives such as Bihar’s disability-inclusive preparedness programme demonstrate that accessible training, mock drills, educator preparation and child participation can translate policy into practical readiness.
  • The central argument is therefore simple: disability-inclusive disaster preparedness should not be treated as an additional layer of emergency planning. It is a test of whether the emergency system works for everyone.
Disability-inclusive disaster preparedness

When a disaster strikes

When a disaster strikes, the first instinct is to think about speed: how quickly people can be warned, how quickly they can leave, how quickly emergency teams can arrive and how quickly food, water and medical supplies can reach those who need them. But speed assumes something that emergency systems do not always stop to examine: that everyone receives the warning in the same way, can move through the same spaces, understands the same instructions and can reach the same services without assistance.

For a child with a hearing impairment, an evacuation announcement made over a loudspeaker may never arrive; for a child with a visual impairment, an exit sign may be meaningless without an accessible route or human guidance; for a child using a wheelchair, the staircase that becomes the fastest escape route for everyone else can become an impassable barrier; and for a child with an intellectual or developmental disability, the sudden disappearance of familiar routines, people and sensory cues can itself become part of the emergency.

These are not hypothetical complications to be addressed after the main disaster plan has been written. They are questions that determine whether the plan works at all. UNICEF identifies children with disabilities as among those most at risk during humanitarian emergencies and says that inclusive preparedness requires accessible risk communication, accessible emergency services and the meaningful involvement of children with disabilities and organisations representing people with disabilities in preparedness, response and recovery decisions.

The question, therefore, is not simply whether a community has an evacuation plan, an emergency shelter or an early-warning system; it is whether a child with a disability can actually use any of them when the moment comes.

A disaster does not create every vulnerability; sometimes it exposes the ones already there

The vulnerability of children with disabilities during disasters is often described as though it comes directly from the impairment itself, but decades of research suggest a more complicated picture.

A landmark review by Lori Peek and Laura Stough argued that the risks faced by children with disabilities emerge from the interaction between disability and the social environment around it, including poverty, housing conditions, dependence on caregivers, access to healthcare and education, the availability of social networks and the extent to which emergency systems have anticipated their needs. Their conclusion was significant: the problem is not simply that a child has a disability, but that a disaster can remove or disrupt the systems that normally compensate for barriers in everyday life.

That distinction becomes clearer when thinking about an ordinary school day. A child who uses a wheelchair may be able to move around a school because there is a ramp, a particular classroom, an accessible toilet and a teacher who knows how to assist; a child with a visual impairment may navigate because the school environment is familiar and because someone routinely helps with unfamiliar spaces; a child with an intellectual disability may understand the day’s expectations because the timetable, classroom, teacher and sequence of activities remain consistent. When a flood, earthquake, cyclone or fire suddenly changes that environment, those layers of support can disappear at precisely the moment they are most needed.

The result is that disaster preparedness has to account not only for the hazard but also for the loss of ordinary support systems. If a caregiver is separated from a child, if an assistive device is damaged, if a school is converted into a shelter, if an accessible toilet becomes unusable, if medication is left behind or if communication between a child and emergency personnel breaks down, an existing vulnerability can become an immediate safety risk.

UNICEF’s preparedness checklist consequently asks whether disability-disaggregated data are available, whether disability organisations have been involved in needs assessments, whether assistive devices and inclusive emergency supplies have been planned for, whether children with disabilities participate in drills and whether evacuation centres themselves are accessible.

The warning may arrive — and still fail

One of the most overlooked problems in emergency preparedness is communication. Modern disaster management increasingly depends on SMS alerts, mobile applications, social media, television, radio, public-address systems and digital dashboards, creating the impression that technology has made warnings faster and more universal. But a warning is only useful if the person receiving it can perceive, understand and act on it, and India’s own disability-inclusive disaster guidance explicitly recognises that inaccessible technology can create an additional barrier rather than solving the original one.

Consider an emergency announcement delivered through a school loudspeaker. A hearing-impaired child may see other students moving but not know why; if the instruction is also not displayed visually or communicated through sign language, the child is dependent on someone nearby noticing the problem and translating the information.

A television warning without sign-language interpretation can similarly exclude people who cannot hear it, while a digital warning designed without accessibility features may be unreadable to someone using a screen reader. India’s national disability-inclusive disaster guidance specifically notes these risks and calls for information and communication technologies to be used to overcome, rather than reproduce, traditional accessibility barriers.

Recent international research reinforces the point. A 2025 scoping review examining the experiences of deaf and hard-of-hearing people during emergencies identified three recurring areas affecting participation: warnings and alerts, the response of emergency services, and preparedness itself. In other words, communication failure is not a small inconvenience that occurs at the beginning of a disaster; it can affect the entire emergency chain.

An inclusive warning system therefore has to be deliberately redundant: visual and auditory alerts, text and voice, captions and sign-language interpretation where appropriate, clear symbols, accessible digital content and, where necessary, human communication through teachers, caregivers, community workers or trained volunteers. The principle is simple but easily missed: there should never be only one way to learn that danger is coming.

Evacuation is not the same thing as moving people from A to B

Emergency planning often reduces evacuation to a route on a map: leave the building, follow the marked path and gather at a safe point. But children do not evacuate maps; they evacuate physical environments, and those environments are not equally navigable for everyone.

Research involving children with disabilities in school-based disaster-risk reduction has found precisely these kinds of problems. Children using wheelchairs may struggle to evacuate quickly, while standard instructions such as “drop, cover and hold” may not work in the same way for every child.

Children with autism may find continuous sirens or alarms overwhelming, while some children with intellectual disabilities may need additional prompts, repetition or support from teachers and peers. More recent experimental research involving children with intellectual disabilities found that the timing of the drill announcement, the floor on which children were located and their dependence on teachers affected evacuation behaviour, demonstrating that evacuation is influenced by cognitive, environmental and social factors as well as physical mobility.

This has a practical implication that is easy to miss: a drill can be inaccessible even when everyone technically participates in it. If a child is carried down a staircase by adults every time, the exercise may demonstrate that adults can rescue the child, but it does not necessarily demonstrate that the school has a sustainable evacuation procedure. If a child who becomes distressed by alarms is removed from the drill rather than supported through an adapted version, the school may complete its emergency exercise while leaving the child’s actual needs untested.

Inclusive evacuation planning therefore has to begin before the alarm sounds. It means identifying accessible routes, testing them, keeping them unobstructed, determining how children who need assistance will be supported, planning transportation where necessary, securing mobility and communication devices, ensuring that medication can travel with the child and creating individualised emergency plans where appropriate.

Guidance from CBM’s disability-inclusive disaster-risk reduction work specifically recommends individual support networks, accessible evacuation routes and shelters, inclusive drills and early warnings that combine different communication formats.

What happens when the school becomes the shelter?

There is another complication that receives less attention: the place designed to protect children during a disaster may itself become inaccessible.

Schools are frequently used as temporary shelters after floods, cyclones and other disasters, but the fact that a building can accommodate large numbers of people does not make it accessible. UNICEF notes that disasters can damage schools and other critical infrastructure, while schools may also be repurposed as shelters, disrupting children’s education and other services. For a child with a disability, the consequences can extend well beyond losing classroom time.

A shelter may have a ramp at the entrance but no accessible toilet. It may have electricity but no charging arrangement for an assistive device. It may distribute food but not have a system for reaching children who cannot stand in a long queue. It may provide water but place taps or containers beyond the reach of some children. It may have medical assistance but lack information in accessible formats. A child who depends on a particular communication device, medication schedule, mobility aid or personal-care routine can therefore experience the shelter not as a safe space but as another environment full of barriers.

This is why accessibility cannot be treated as an architectural checklist added to disaster planning at the end. India’s National Disaster Management Authority issued its Guidelines on Disability Inclusive Disaster Risk Reduction in 2019, and the framework calls for universal design, accessibility and reasonable accommodation across the disaster-risk-reduction cycle. The guidelines also recognise that physical inaccessibility can affect access to food, water, medical care, shelter and transportation, and that the loss of mobility or other assistive devices can exclude people from relief and recovery.

The question a shelter manager should therefore be able to answer is not merely, Can a child enter this building? It is, Can this child live here safely and with dignity for the next several days?

For some children, the emergency is also the loss of routine

Physical access is only one part of the story. Disasters can be particularly destabilising for children who depend heavily on predictable routines, familiar environments and established communication patterns.

For a child with an intellectual or developmental disability, the sudden shift from classroom to crowded shelter, from a known teacher to unfamiliar adults, or from a predictable daily sequence to an uncertain environment can produce distress that emergency planners may misinterpret as non-compliance. A siren that is simply a warning to one child may be an overwhelming sensory experience for another; an instruction such as “move outside now” may be understandable to most students but require additional processing time, visual cues or individual prompting for another.

The school-based research on disability-inclusive disaster risk reduction found that children with disabilities were often capable of understanding hazards and identifying safe and unsafe spaces, but their knowledge was not always incorporated into formal planning. In one particularly revealing finding, researchers found that children could map hazards around their schools and identify resources that could help them during an emergency, yet their participation in formal disaster planning remained limited.

This is an important shift in perspective. The child should not be viewed only as someone to be rescued.

The child can also be someone who knows what makes the environment safe.

The child who is usually “helped” may know more than the adults assume

One of the most important findings from research on disability-inclusive disaster preparedness is that children with disabilities are frequently described primarily in terms of vulnerability, while their capacities are overlooked. In the school-based study by Ronoh, Gaillard and Marlowe, children with disabilities demonstrated substantial awareness of hazards, identified dangerous areas in their schools and understood the relationship between hazards and protective actions, yet their knowledge was not consistently incorporated into institutional disaster planning.

This is not merely a matter of good consultation practice. It affects the quality of the plan itself.

A child who uses a wheelchair may know which route is actually passable when a classroom is crowded. A child with a visual impairment may know which parts of the school can be navigated through touch and memory. A deaf child may know which visual signals would be easiest to recognise. A child with autism may be able to identify sensory triggers that adults designing an evacuation drill have overlooked. Their experiences are not simply stories to be collected after an emergency; they are information that can make preparedness more effective.

UNICEF’s guidance explicitly recommends communicating directly with children with disabilities rather than relying exclusively on caregivers and encourages the use of sign-language interpreters, inclusive education or special-education teachers and other communication supports when required. The broader principle is even more important: preparedness should be designed with children with disabilities, not merely for them.

India has a framework. The harder question is implementation.

India is not starting from an absence of policy. Section 8 of the Rights of Persons with Disabilities Act, 2016, provides that persons with disabilities have equal protection and safety in situations of risk, humanitarian emergencies and natural disasters, and requires national and state disaster management authorities to include persons with disabilities in disaster-management activities. It also requires district authorities to maintain information on persons with disabilities and take measures to inform them about situations of risk, while reconstruction is required to take accessibility into account.

The National Disaster Management Authority subsequently issued its Disability Inclusive Disaster Risk Reduction guidelines in 2019, and the national disaster-management framework recognises the heightened vulnerabilities associated with disability, including limited access to information and services and the risk that specific needs will be overlooked during relief. The Government of India has more recently reiterated that the 2019 guidelines are aligned with the Sendai Framework and that people with disabilities should be included in disaster-risk-reduction policymaking and implementation.

Yet policy on paper and preparedness on the ground are not the same thing.

A 2025 study of disability-inclusive disaster risk reduction in Assam, based on policy analysis and interviews with people with disabilities, families, government and NGO officials and disabled people’s organisations, found a significant gap between the existing DRR framework and its implementation. In Majuli, researchers found that formal institutionalised disability-inclusive disaster-risk-reduction measures remained limited and that people with disabilities often had to depend on family members, community knowledge or their own coping strategies when formal systems were inadequate.

That finding is particularly important because it exposes a common weakness in disaster policy: having an inclusive guideline does not guarantee an inclusive response.

The missing link is often local implementation — the school that has never practised an accessible evacuation, the shelter whose toilet has never been assessed for accessibility, the village that has no mechanism for identifying children who may need additional assistance, or the emergency communication system that technically reaches everyone but is not actually understandable to everyone.

Bihar offers a glimpse of what implementation can look like for disability-inclusive disaster preparedness

There are also examples showing that this gap is not impossible to close.

The Bihar State Disaster Management Authority has developed a disability-inclusive disaster-risk-reduction and capacity-building programme specifically focused on people with disabilities, including children with special needs. Its programme includes training for caregivers, educators, trainers and institutional staff, accessible training material including a Braille handbook, mock drills and practical evacuation exercises. By April 2025, the authority reported that 1,352 caregivers, educators, trainers and institutional staff had been trained, while more than 600 children with disabilities in special schools in Patna had participated in structured disaster-safety sessions and practical drills.

The significance of this approach is that it treats preparedness as a skill that can be practised rather than a document that can be filed away.

Children, teachers and caregivers are trained. Emergency responders are involved and drills are conducted.

The process can then move beyond a theoretical statement that children with disabilities should be included to a practical test of whether they can actually evacuate, communicate, reach safety and remain protected once they get there.

That is the difference between having an inclusive disaster plan and being prepared to use one.

Disaster preparedness must also protect learning

There is another reason this matters for children: a disaster does not end when the floodwater recedes or the earthquake stops shaking.

The interruption to education can stretch for weeks or months, particularly when schools are damaged, used as shelters or unable to reopen safely. UNICEF has highlighted the impact of climate-related shocks on children’s education in India, where floods, heatwaves and other hazards can destroy classrooms, disrupt attendance and interrupt learning. A systematic review of school-based disaster-risk-reduction research in India similarly found that research has increasingly focused on school infrastructure, disaster education, online learning and the effects of disasters on disadvantaged students and their mental health.

For children with disabilities, interrupted education can compound existing exclusion. UNICEF’s India data indicate that children with disabilities are disproportionately represented among children who are out of school, while its more recent work on disability inclusion stresses that barriers in education, healthcare, protection, sanitation and public spaces often intersect rather than appearing separately.

Recovery therefore has to ask more than whether a school building has been repaired. It has to ask whether children with disabilities can return to learning with their assistive devices, accessible transport, teaching support, communication aids, therapy and other services restored.

Otherwise, the disaster may end physically while continuing educationally.

Climate risk makes this question harder to postpone

The urgency is increasing because disasters are no longer occasional interruptions in many children’s lives. UNICEF’s 2026 Children’s Climate Risk Report finds that nearly half of the world’s children — about 1.1 billion — are exposed to at least three overlapping climate hazards, while more than four million face as many as six. The report argues that children’s risk depends not only on exposure to hazards but also on the strength of the social services on which they depend, including education, healthcare, water and sanitation and protection systems.

This matters enormously for disability-inclusive preparedness because disability itself does not exist in isolation from other forms of vulnerability. A child with a disability living in a flood-prone rural area, for example, may face the interaction of disability, poverty, inaccessible transport, disrupted schooling and dependence on a caregiver. A girl with a disability may face additional protection risks during displacement. A child whose family cannot afford to replace a damaged assistive device may remain affected long after the immediate emergency has passed.

The future of disaster preparedness therefore cannot be about designing one more emergency plan and expecting it to work for everyone.

It has to be about designing systems that assume human diversity from the beginning.

Donate to Smile Foundation’s Assam floods disaster response here.

What would truly disability-inclusive disaster preparedness look like?

It would begin with data that tell planners who lives in a community and what kinds of support different children may require, rather than discovering their needs only after an emergency begins. It would mean accessible early-warning systems that combine sound, sight, text, sign language and other communication methods; evacuation plans that have actually been tested by children with different disabilities; schools with accessible routes, toilets and safe assembly points; shelters that can accommodate assistive devices, medication, personal support and communication needs; trained teachers, caregivers and first responders; and clear arrangements for family reunification so that children are not separated from the people on whom they depend.

UNICEF’s preparedness checklist brings many of these elements together, including disability-disaggregated assessment, inclusive drills, accessible evacuation centres, assistive devices, trained staff and accessible communication.

But the most important change may be less technical.

It is a change in who gets to define what “prepared” means.

If disability-inclusive disaster preparedness is designed entirely by adults without disabilities, it can easily become a checklist of ramps, alarms and emergency kits. If children with disabilities, their families, teachers and organisations of persons with disabilities participate in designing and testing the system, preparedness becomes more grounded in the realities of movement, communication, sensory needs, anxiety, dependence, dignity and recovery.

The United Nations Convention on the Rights of Persons with Disabilities makes this principle a matter of rights rather than goodwill: Article 11 requires states to take necessary measures to ensure the protection and safety of persons with disabilities in situations of risk, humanitarian emergencies and natural disasters. The Sendai Framework similarly recognises persons with disabilities as stakeholders in disaster-risk reduction, rather than merely recipients of relief.

A disaster may be unpredictable.

Exclusion is not.

The question we should ask before the next disaster

The quality of a disaster-response system is often judged by how quickly it can move the largest number of people to safety. A more demanding test would be to ask what happens to the child who does not receive the announcement, cannot use the staircase, cannot read the evacuation sign, cannot tolerate the alarm, cannot communicate with a stranger or cannot find the person who usually helps them understand what is happening.

If the answer is that someone will figure it out when the disaster occurs, the community is not yet prepared.

Preparedness means figuring it out beforehand.

It means knowing which children may need additional support, understanding what that support looks like, practising it, funding it, testing it and changing the plan when children say it does not work. It means treating accessible communication as life safety, accessible infrastructure as disaster preparedness, assistive devices as essential emergency equipment and children’s participation as a source of expertise rather than a symbolic gesture.

Most importantly, it means changing the definition of who a disaster plan is designed for.

The goal cannot simply be to save the greatest number of people.

It has to be to ensure that no child becomes invisible when the systems around them begin to fail.

Because when disaster strikes, the children most likely to be left behind are not necessarily those who are least capable of surviving it.

They may simply be the children whose needs were never built into the plan.

FAQs

Why are children with disabilities more vulnerable during disasters?

Children with disabilities may face physical, communication, sensory, cognitive and social barriers during emergencies. Their vulnerability can increase when evacuation routes, warnings, shelters, healthcare, assistive devices or caregiver networks are inaccessible or disrupted. Research emphasises that vulnerability is produced by the interaction between disability and the surrounding social and physical environment, rather than by impairment alone.

How can emergency warnings be made accessible to children with disabilities?

Emergency warnings should use multiple formats rather than relying on a single channel. Depending on the child’s needs, this can include visual alerts, audio announcements, text messages, captions, sign-language interpretation, accessible digital information, clear symbols and direct communication through trained adults. UNICEF specifically recommends accessible risk communication for children with hearing, visual, intellectual and physical impairments.

What problems can children with disabilities face during evacuation?

Children with mobility limitations may encounter stairs, narrow routes or inaccessible transport, while children with hearing impairments may not hear alarms and children with visual impairments may not be able to use visual evacuation signs. Children with intellectual or developmental disabilities may require additional prompts, repetition or support, while some children may experience distress from loud alarms or sudden changes in routine.

Why should children with disabilities participate in disaster planning?

Children with disabilities can provide information about hazards, barriers and solutions that adults may overlook. Research in school settings has found that children with disabilities can identify dangerous and safe areas and understand disaster risks, but are often excluded from formal DRR decision-making. Their participation can therefore improve both inclusion and the quality of preparedness plans.

Does India have disability-inclusive disaster-management guidelines?

Yes. India’s Rights of Persons with Disabilities Act, 2016, provides for equal protection and safety for persons with disabilities during disasters and requires disaster-management authorities to include them in disaster-management activities. The National Disaster Management Authority also issued Guidelines on Disability Inclusive Disaster Risk Reduction in 2019.

What does disability-inclusive disaster risk reduction mean?

Disability-inclusive disaster risk reduction means integrating the needs, rights, capacities and participation of people with disabilities into every stage of disaster management — including risk assessment, prevention, mitigation, preparedness, early warning, evacuation, emergency response, relief, recovery and reconstruction. It is not simply about providing assistance after a disaster.

Why do schools need disability-inclusive disaster preparedness drills?

Schools are central to children’s safety because they are where children spend a significant portion of their time. A standard drill may not reveal whether evacuation routes, alarms, communication systems and shelters work for children with different disabilities. Inclusive drills allow schools to test those systems before an actual emergency and enable children themselves to identify barriers.

What happens to children’s education after a disaster?

Disasters can damage schools, force schools to become shelters, disrupt transportation and interrupt teaching and learning for extended periods. For children with disabilities, disruption can compound existing educational exclusion if assistive devices, specialised support, accessible transport or learning accommodations are not restored quickly. UNICEF has highlighted the continuing impact of climate-related disasters on educational continuity in India.

What is the biggest gap in disability-inclusive disaster preparedness in India?

One of the most important gaps is implementation. India has legal provisions and national guidelines, but research from Assam has found a divide between formal disaster-risk-reduction policy and what happens at community level, including inadequate institutionalised disability-inclusive measures and dependence on families and local communities when formal systems are insufficient.

What can NGOs do to make disability-inclusive disaster preparedness a reality?

NGOs can work with schools, children, families, disability organisations, local authorities and emergency responders to conduct accessibility assessments, develop individual emergency plans, train teachers and caregivers, create accessible preparedness materials, support inclusive drills and ensure that children with disabilities participate in designing preparedness measures. The most effective approach is collaborative: people with disabilities should be treated as experts and participants in disaster-risk reduction rather than only as beneficiaries of relief.

Categories
In The Spotlight Insights Smile

Transparency When Choosing an NGO to Support: GuideStar India Platinum

Summary

  • Transparency when choosing an NGO to support is one of the most important considerations because donors need confidence that their resources are being managed responsibly and translated into meaningful social impact.
  • Public disclosures, audited financial statements, governance information, regulatory compliance and evidence of impact can help donors make more informed decisions.
  • Third-party certifications add another layer of assurance by subjecting organisations to a defined assessment process.
  • GuideStar India’s Platinum certification represents the highest level within its current certification structure and is based on a comprehensive framework covering transparency, public accountability, governance, compliance, finance, programme management and evidence of impact.
  • Smile Foundation has a long-standing association with GuideStar India, having received the GuideStar India NGO Transparency Award as a Platinum Winner in 2018 and continuing to be listed as a Platinum-validated charity.

When people decide to support an NGO, the decision often begins with something deeply human: a cause that feels urgent, a story that stays with them, or a belief that their contribution can make a difference. But good intentions, on their own, cannot tell a donor whether an organisation is well governed, financially responsible or capable of turning resources into sustained social impact.

That is where transparency when choosing an NGO to support matters.

For donors, transparency is not simply about being able to find an annual report or a registration certificate online. It is about whether an organisation is willing and able to make its work, finances, governance, compliance and impact sufficiently visible for others to understand and assess. In a sector where trust is one of the most important forms of capital, transparency gives that trust something more substantial to rest on.

For anyone looking to support an NGO in India, therefore, the question is not only what does this organisation do? It is also how openly does it show us what it does, how it is governed and what happens to the resources entrusted to it?

That distinction is becoming increasingly important. And it is one reason certifications such as GuideStar India’s have become useful markers for donors, philanthropic institutions and corporate partners.

Transparency When Choosing an NGO

Why does transparency when choosing an NGO matter?

The nonprofit sector operates on a fundamental promise: resources provided by one group of people will be used to create value for another group, often people living with fewer opportunities and fewer choices. The distance between the donor and the person ultimately benefiting from a programme can be considerable. A corporate donor may be several hundred kilometres away from a rural healthcare project. An individual contributor may never meet the child whose education their donation supports.

Transparency when choosing an NGO helps close that distance.

A transparent NGO gives stakeholders the information they need to understand how the organisation operates. That can include its legal registrations, audited financial statements, governance structures, programme information, impact reporting, policies and other relevant disclosures.

This matters because a charitable organisation is accountable to more than its own management. It is accountable to the communities it serves, to donors and partners, to regulators, and to the broader public whose confidence allows the social sector to function.

GuideStar India describes itself as India’s largest and most reliable NGO information repository, with the purpose of making civil-society information more accessible so that stakeholders can make better decisions and charitable giving can become more informed. Its public materials say that thousands of NGOs voluntarily share information through the platform as part of an effort to strengthen trust and transparency across the social sector.

The principle is straightforward: information creates the possibility of scrutiny, and scrutiny creates stronger incentives for accountability.

What should donors look for before supporting an NGO?

Choosing an NGO should not require a donor to become an auditor. But it should involve more than reading a compelling mission statement.

A useful starting point is to look for several layers of evidence.

1. Legal and regulatory compliance

An NGO should be able to demonstrate that it is appropriately registered and compliant with the regulations applicable to its activities. Depending on the organisation and the nature of its funding, this may include registrations under the Income Tax Act, FCRA compliance where foreign contributions are involved, and other statutory requirements.

For example, Smile Foundation publicly discloses its Section 12A registration, FCRA registration and Section 80G tax-exemption status, along with the validity information available on its governance page.

2. Financial transparency when choosing an NGO

Financial statements tell donors considerably more than how much money an NGO raises. They can help stakeholders understand the organisation’s sources of income, expenditure, assets, liabilities and financial controls.

Audited accounts, annual reports and appropriate statutory filings are therefore important pieces of the picture. GuideStar India’s certification documentation has historically placed significant emphasis on audited accounts, tax filings and relevant regulatory documentation as part of its due-diligence process.

3. Governance and accountability

A strong organisation needs more than a strong programme. It needs governance structures capable of providing oversight, identifying risks and holding leadership accountable.

This is why donors should look for information about an NGO’s governing body, leadership, accountability mechanisms and organisational policies, rather than treating programme photographs and beneficiary numbers as sufficient evidence of institutional strength.

4. Evidence of impact

Impact is more complicated than counting beneficiaries.

A credible organisation should be able to explain the problem it is addressing, why its intervention is expected to work, what activities it undertakes and how it measures progress. GuideStar India’s upgraded certification framework explicitly incorporates areas such as situation analysis, theory of change, evidence of impact, programme management, operations, finance, compliance, governance and accountability.

That is an important shift in how transparency can be understood. It moves the conversation beyond how much did you spend? towards what were you trying to change, how did you try to change it, and what evidence suggests that the approach is working?

Where do certifications and public disclosures fit in?

Public disclosure and third-party certification serve related but different purposes.

An NGO can publish extensive information on its own website, and donors should certainly look at it. But self-disclosure inevitably leaves the donor with the task of deciding how comprehensive, current and reliable that information is.

A third-party certification introduces another layer of scrutiny.

It does not eliminate the need for donors to exercise judgement, nor does it mean that every certified organisation is automatically the right organisation for every donor. Instead, it provides an additional credibility marker by indicating that the organisation has undergone a defined assessment process.

GuideStar India’s certification has evolved over time. Its current upgraded framework is described as an assessment across seven pillars or clusters and more than 500 parameters, with organisations qualifying for Platinum, Gold, Silver or Bronze based on their assessment. GuideStar India also states that organisations must meet minimum requirements within each pillar and that the framework takes organisational size into account.

This makes the certification more meaningful than a simple badge of association. At its best, certification creates a structured process through which an organisation has to examine its own practices and make relevant information available for external assessment.

What is GuideStar India and what does its Platinum level signify?

GuideStar India sits at an important intersection between the nonprofit sector and the people who fund, partner with or study it.

Its public repository brings together information about NGOs and makes it available to stakeholders. GuideStar India says that more than 12,000 NGOs were voluntarily sharing information through its platform by 2024, reflecting the scale of the transparency ecosystem it has helped build.

The organisation’s certification framework is designed around transparency and public accountability, with different levels reflecting the extent to which organisations meet its assessment requirements.

Platinum represents the highest level in the current Platinum-Gold-Silver-Bronze certification structure. GuideStar India’s upgraded programme describes the Platinum Seal as being awarded through a comprehensive application and capacity-building process followed by assessment against seven key pillars for exemplary transparency and public accountability.

The process is deliberately broader than checking whether an NGO has filed its paperwork.

The framework covers areas including situation analysis, theory of change, evidence of impact, programme intervention, operations, finance, compliance, governance and accountability. In other words, it looks at the institutional machinery behind social impact, not simply the public-facing story of an organisation.

GuideStar India’s certification materials have also described an annual renewal cycle, reflecting the fact that legal compliance, financial information and organisational circumstances change over time. That is an important feature of any meaningful transparency when choosing an NGO framework: an organisation should not be able to rely indefinitely on information that was accurate several years ago.

For donors, the implication is useful. A certification should be viewed as a point-in-time, evidence-based indication of institutional credibility rather than a permanent certificate of perfection.

Smile Foundation’s Platinum certification: Why it matters

For Smile Foundation, the GuideStar India Platinum recognition has a history that goes back several years.

In 2018, Smile Foundation received the GuideStar India NGO Transparency Award as a Platinum Winner. At the time, GuideStar India recognised the organisation for comprehensive transparency, accountability and good-governance procedures, along with an exemplary level of public disclosure.

Smile Foundation has continued to publicly list itself as a GuideStar India Platinum-validated charity, and its current website identifies the Platinum accreditation as a recognition of transparency and public accountability. Its 2024 and 2025 recognition pages likewise list GuideStar India Platinum accreditation among its empanelments and accreditations.

The significance of that continuity is greater than the word Platinum might initially suggest.

A social organisation working across education, healthcare, skilling and livelihoods is managing multiple layers of responsibility at once: programme delivery, financial stewardship, regulatory compliance, partnerships, people, data and relationships with communities. The larger and more geographically distributed the organisation becomes, the more important systems of accountability become.

Smile Foundation says that credibility and accountability are central to its approach to good governance and that it operates a four-tier audit and evaluation mechanism intended to support transparency and accountability in the utilisation of funds.

The GuideStar recognition therefore sits within a wider ecosystem of disclosures, audits, registrations and external validations rather than standing alone.

That distinction matters. The value of a certification is strongest when it confirms a culture that already treats accountability as part of how an organisation operates.

Transparency when choosing an NGO is not the same as perfection

There is a useful caution here for donors.

A certification should not be interpreted as a guarantee that an NGO will never make a mistake, that every programme will achieve every intended outcome, or that donors no longer need to ask questions. Social development is too complicated for that.

The better interpretation is that an organisation has demonstrated its willingness and capacity to subject important aspects of its work to scrutiny.

That is particularly relevant in India, where the nonprofit ecosystem includes organisations of vastly different sizes, structures and levels of institutional maturity. A small community organisation may have exceptional local knowledge but limited administrative capacity. A large national NGO may have sophisticated systems but face the complexities that come with operating across multiple geographies and programmes.

Transparency does not erase those differences. It makes them easier to understand.

For donors, that is valuable because informed giving is not simply about finding an organisation that tells the most persuasive story. It is about finding an organisation whose story can withstand examination.

Why we believe trust has to be earned, not assumed

Trust is often treated as something a charity asks for. We believe it should be something an organisation continually earns.

Every donation creates an implicit contract. Someone has decided to place a measure of their own resources in an organisation’s hands because they believe those resources can contribute to a larger social purpose. That decision deserves respect, but it also deserves evidence.

Transparency provides some of that evidence.

It allows donors to look beyond the appeal of a campaign and understand the institution behind it. It makes financial and governance information more visible. It encourages organisations to articulate their theory of change and measure their results. And, when supported by credible third-party assessment, it provides another layer through which an organisation can demonstrate that its systems are designed to support accountability.

For Smile Foundation, GuideStar India’s Platinum recognition is therefore not simply an award to be displayed. It is better understood as a reminder of the standard that a development organisation must continue to meet.

The real test of transparency is not whether an organisation has a badge on its website. It is whether the organisation is prepared to keep opening the door: to its accounts, its governance, its processes, its successes and, where appropriate, the challenges it encounters along the way.

That is how trust becomes more than a claim.

It becomes something that can be examined, tested and, over time, earned.

Categories
Livelihood

The First Paycheck: Why Earning Your Own Money Changes More Than Income

Summary

  • The first paycheck represents far more than a new source of income. For young and first-generation workers, it can be the moment when education or training is converted into tangible economic value, strengthening self-efficacy, professional identity, household contribution and the ability to plan for the future.
  • Research shows that employment can support psychological wellbeing and provide structure and social connection, although the quality of work matters greatly: insecure, poorly paid or stressful employment can undermine many of the benefits associated with having a job.
  • For women, the distinction between earning and controlling income is particularly important. Indian research shows that women’s earnings can increase financial autonomy and decision-making, but employment does not automatically produce empowerment, particularly where women have limited control over their work decisions or wages.
  • Experimental evidence has also demonstrated that giving women greater control over their earnings can increase labour-force participation and shift gender norms.

The article argues that skilling programmes should therefore be evaluated by what happens after training: whether people secure relevant employment, remain employed, earn sustainable incomes, gain financial autonomy and progress beyond entry-level work. The first paycheck is meaningful because it can become the beginning of that longer chain — from skill to livelihood, livelihood to agency, and agency to greater economic mobility.

First paycheck - Smile Foundation
Focusing On The Wants Of Indian Youth

The first whiff of your money

There is a particular moment in the life of a first-time worker that has surprisingly little to do with the amount appearing on a bank statement. It may happen when a salary notification arrives on a phone, when a young woman withdraws money from her own account for the first time, when a son pays part of the household electricity bill, or when someone quietly buys a gift for a parent with money that did not come from them. The amount may be modest and the purchase entirely ordinary, but the meaning can be considerably larger: for the first time, a person has tangible proof that something they know how to do has economic value, and that realisation can begin to alter not only what they can afford but how they understand themselves, their family and the possibilities available to them.

The first paycheck is therefore more than the first instalment of income. It is often the moment when education, training or a skill stops being represented by a certificate and becomes something that another person or organisation is willing to pay for, creating a bridge between capability and economic participation that can be psychologically as important as it is financially. Research on employment, self-efficacy, financial autonomy and wellbeing suggests that work can provide structure, social connection, a sense of mastery and greater control over one’s circumstances, although those benefits depend heavily on the quality of the job and on whether workers actually retain control over what they earn.

That distinction matters particularly in India, where the transition from education and training into employment remains one of the country’s most consequential economic challenges.

The India Employment Report 2024, produced by the Institute for Human Development with the International Labour Organization, found that educated young people face disproportionately high unemployment and that there remains a significant mismatch between what many young people aspire to and the jobs available to them; the report also highlights the persistence of informal and vulnerable employment and the particular difficulties faced by young women.

The challenge, then, is not simply to help a young person acquire a skill or obtain a job, but to create a pathway through which that first job can become a durable source of income, confidence, experience and upward mobility.

The first paycheck begins changing a person before the money is spent

Psychologists have long been interested in what happens when people move from dependence into roles that give them greater responsibility and social recognition, and employment is an unusually powerful part of that transition because it provides repeated evidence of competence.

A young person may know that she completed a course, passed an examination or learnt how to operate a machine, manage a customer interaction, code software or perform a healthcare task, but those achievements can remain abstract until the labour market responds to them; when a salary arrives, the outside world has effectively confirmed that the skill is useful enough to carry an economic value.

Research on young workers has found that job self-efficacy — the belief that one is capable of performing effectively at work — is connected to subsequent health and performance, while broader research on employment suggests that opportunities for learning, skill utilisation and advancement can contribute positively to psychological wellbeing.

This is why the first job can change the internal conversation from Can I do this? to What else might I be capable of doing? The difference is subtle but important because confidence built through actual experience tends to operate differently from encouragement received from family, teachers or trainers: the worker has now performed a task under real conditions, dealt with another person depending on her performance, received feedback and been compensated for the result.

That first experience can establish a form of self-belief grounded not in optimism but in evidence, which may subsequently make it easier to apply for a better position, negotiate a salary, move to another city, take another course or imagine a career rather than simply a job.

Employment also changes the architecture of everyday life. A person who has spent years in education or months searching unsuccessfully for work may have experienced time as something uncertain, structured around examinations, applications and waiting, whereas a job introduces schedules, responsibilities, colleagues, deadlines and a reason to be somewhere at a particular hour.

That structure can be demanding, particularly when the work is poorly paid or stressful, but research on unemployment and mental health has repeatedly found that financial hardship, loss of social connection and reduced personal mastery are important pathways through which unemployment can damage wellbeing; employment can therefore restore more than a wage by giving people routine, social identity and a greater sense that their time has value.

Then the first salary enters the household

The first salary is often described through the things a person buys with it, but that can miss the more interesting social transformation taking place. A young worker who contributes to household expenses is not merely adding money to a family budget; they are changing their position within that household, moving at least partially from being someone whose needs are financed by others to someone capable of absorbing some of the family’s financial responsibilities. A daughter who pays a parent’s medical bill, a son who begins contributing to rent, or a first-generation worker who pays a younger sibling’s school expenses is doing something that may have little visibility in national employment statistics but can materially change the way a family understands the value of that person’s education and future.

This is particularly significant for households living close to the edge of financial insecurity, where even relatively small amounts of predictable income can alter the way a family manages risk. The first salary may not mean a new car, an expensive phone or an independent apartment; it may instead mean that a medical expense no longer has to be financed through a loan, that a school fee can be paid without delay, that a daily commute becomes affordable, or that the household can put a little money aside rather than spending every rupee as it arrives. In these circumstances, the importance of the first paycheck lies less in consumption than in the creation of a small margin between a household and its next financial shock.

There is also a symbolic dimension to that first contribution that is difficult to measure. Families often make significant investments in the education and training of young people without knowing exactly when those investments will produce an economic return, and the first salary provides a visible answer to a question that may have been present for years: Was all that effort worth something?

For a first-generation worker, the answer can carry particular weight because the salary is not only an individual achievement but evidence that a family member has entered an economic world that may previously have seemed distant or inaccessible.

For women, earning and controlling money are two different milestones

The meaning of a first paycheck becomes more complicated, and potentially more consequential, for women because employment and economic autonomy are not interchangeable. A woman may earn a salary and still have limited authority over how it is spent, whether she can continue working, whether she can open and use a bank account independently, or whether she can make decisions about her own mobility and career. Research published in 2025 using Indian data found that women’s earnings were associated with greater financial and bodily autonomy, decision-making capacity and social recognition, but it also found more complicated effects within intimate relationships, including restrictions in some forms of marital autonomy and an increased risk of domestic conflict and violence.

That is an important correction to the simple idea that putting women into paid employment automatically produces empowerment. The more meaningful question is not merely whether a woman earns, but whether she has agency over the decision to work and control over at least some of the resources that employment produces. A 2025 study examining married women in Bihar, Uttar Pradesh and Maharashtra found that women were significantly more likely to participate in paid work when they had greater say in the decision to work, while work-related decision-making was also associated in some states with greater control over money, savings and remittances.

Some of the most revealing evidence comes from a field experiment in rural India in which researchers varied whether women’s wages were deposited into their own accounts and whether they received training in using those accounts. Women who received direct deposits and account-use training increased their participation in both public and private-sector work, and three years later the intervention had also shifted attitudes around women’s employment and perceptions of community norms. The lesson is unusually powerful: financial control does not simply follow employment; it can actively influence whether women are able to enter and remain in employment in the first place.

This makes the first salary particularly significant for young women entering work for the first time. The money can represent a contribution to the family, but it can also become the first resource over which she has some meaningful discretion — perhaps money she can save for further training, use for transport, spend on healthcare, contribute towards a household purchase or retain as an emergency reserve. That small amount of discretion can become important over time because economic agency is rarely created through one dramatic act of independence; it is more often accumulated through repeated experiences of making decisions and seeing those decisions produce tangible consequences.

The body feels the difference between security and strain

Money also affects health in ways that are less visible than a purchase. Financial strain has been associated with poorer mental and physical health, and the psychological burden of not knowing how essential expenses will be covered can persist even when a person is technically employed. A stable income can reduce some of that uncertainty by making food, transport, healthcare or household expenses more predictable, but employment itself is not automatically protective: a poorly paid, unsafe, excessively demanding or insecure job can introduce a different set of physical and psychological pressures.

This is why the quality of the first job matters almost as much as the existence of one. Research on job quality has found that moving from unemployment into good-quality employment can improve mental health, while moving into poor-quality employment can be detrimental, demonstrating that the binary distinction between “employed” and “unemployed” is too crude to capture what work actually does to people’s lives. A young worker who spends three hours commuting, receives an unpredictable wage, has no paid leave and fears dismissal may technically have crossed the employment threshold, but the economic security associated with a first salary can remain fragile.

For this reason, a meaningful discussion of employment has to include working conditions, predictability, safety, benefits, opportunities for advancement and the relationship between wages and the cost of living. A first paycheck that arrives regularly and comes with reasonable working conditions can create a foundation from which someone can plan; a first paycheck that barely covers the cost of getting to work may provide experience but little economic mobility. The difference is critical for skilling programmes, employers and policymakers because the objective should not be to move people from unemployment into any available job, but into work that gives them a credible opportunity to build a better livelihood.

The first salary changes what a person can afford — but affordability is really about options

The popular image of a first salary tends to focus on consumption: the first phone, the first piece of clothing bought without asking for money, the first meal paid for with one’s own earnings. Those purchases can certainly carry emotional importance, but the deeper change comes when income begins to create options. Being able to pay for a course, travel to a job interview, move closer to the workplace, withstand a month between jobs, contribute to a family emergency or save towards an asset gives a person something that poverty and financial dependence often take away: the ability to make decisions before a crisis forces them to.

That is also why the psychological value of income cannot be reduced to the amount earned. A small salary can have considerable value when it is the first reliable income available to a household, while a much larger salary may produce less additional wellbeing once basic needs and financial security are already established. Research on income and wellbeing has long suggested that people adapt to improvements in income and consumption, meaning that the emotional boost from earning more does not continue indefinitely at the same intensity; what remains more consequential is the extent to which income provides security, reduces financial stress and expands a person’s room to make choices.

For a first-time worker, therefore, the most important question is often not What can I buy this month? but What can I now do that I could not do before? That might mean taking a course, changing a job, helping a parent, saving for a house, moving to a city, delaying marriage, supporting a sibling’s education or simply having enough money in reserve to say no to an unsafe or exploitative situation. Economic agency begins to emerge when income becomes a buffer against having every decision determined by the next immediate expense.

The first paycheck can make the future feel calculable

Perhaps the least visible consequence of earning is that it can change the way people imagine the future. Before employment, an aspiration can remain a statement of desire — I want to become a manager, I want to start a business, I want to support my parents, I want to own a house — but after employment, aspirations can begin to turn into calculations: If I save this amount each month, I can afford that course; if I gain this certification, I may qualify for a better position; if I stay long enough to build experience, I can apply for the next level. Income does not make those ambitions certain, but it gives them numbers, timelines and intermediate steps.

This is one reason the first job can matter disproportionately to people from households with fewer economic resources. The first salary creates experience, and experience can make the second job easier to obtain; the second job can improve earnings, and higher earnings can make further training or relocation possible; better training and experience can then increase the probability of entering a stronger position. Economic mobility is often described in terms of large outcomes such as home ownership or higher household income, but it is frequently built through these much smaller accumulations of experience, savings and confidence.

Recent evidence from employment-focused skilling programmes illustrates the importance of this longer horizon. The World Bank reports that Generation India’s Project AMBER had trained nearly 24,000 young adults, with 65 per cent employed within three months of graduation, while longer-term tracking of Generation alumni showed employment and earnings outcomes improving substantially over time; five years after programmes, 64 per cent of alumni had progressed beyond entry-level roles, compared with 30 per cent at two years. The significance is not simply that people found jobs, but that employment became a platform from which some were able to progress.

This is where the first paycheck changes the meaning of skilling

A certificate is an output of a training programme; a livelihood is an outcome. That distinction sounds obvious, but it has major implications for how programmes designed to help young people enter work should be evaluated. If the purpose of skilling is economic mobility, then the relevant questions extend beyond how many people completed training to whether they found relevant jobs, whether they stayed employed, whether their earnings increased, whether they could access financial services, whether they moved into better positions and whether their work provided enough security to allow them to plan.

The emerging evidence around employment programmes makes this distinction increasingly difficult to ignore. Generation India’s seven-step approach, for example, extends from learner recruitment and profession-specific training to social support, job placement, alumni engagement and data tracking, while Project AMBER incorporated employment and retention into the way training providers were evaluated. That approach reflects a broader shift in thinking: the real test of a skills programme is not whether someone can say they have been trained, but whether that training survives contact with the labour market and becomes a sustainable livelihood.

This matters particularly in India because the country’s youth employment challenge is increasingly about the mismatch between education, aspirations and available opportunities rather than simply the absence of people willing to work. The ILO and IHD have identified job creation, employment quality, labour-market inequalities, stronger skills policies and better labour-market information as interconnected priorities, while the World Bank has more recently described persistent skills mismatches as a constraint on productivity, firm growth and earnings. The first paycheck sits precisely at the point where those large policy questions become personal: it is where a young person’s training either finds a place in the economy or fails to do so.

The first paycheck belongs to more than one person

A person’s first income rarely affects only the person receiving it. In lower-income households, young workers often become contributors to family expenses, while women’s earnings can influence household decision-making and financial resilience; over time, these contributions can affect siblings’ education, parents’ healthcare, household savings and the acquisition of assets. The World Bank’s account of a young Generation India graduate named Pritam offers a concrete example: after finding work following customer-care training, he was able to cover his own expenses, send money home and save towards building a house for himself and his parents.

The important part of that story is not the eventual house but the sequence that preceded it. Training created a skill, the skill created employment, employment created income, income created the ability to contribute and save, and saving created the possibility of an asset that had previously been difficult to imagine. This is how economic mobility often works in practice: not as one dramatic leap from poverty into prosperity, but as a chain of increasingly stable choices in which each improvement makes the next one slightly more achievable.

The same process can operate across generations. When a first-generation worker begins earning, younger siblings may encounter a different set of expectations about education and employment; when a daughter contributes financially, the perceived economic value of investing in girls’ education can change; when a worker accumulates experience in a formal workplace, the family gains knowledge about occupations, wages, professional behaviour and career pathways that can be passed on. The first paycheck therefore has an informational value as well as a financial one: it teaches a household what the labour market can offer its members.

But the first paycheck is not a fairy tale

There is a danger in romanticising the first salary because employment can bring new pressures as well as new freedoms. A young person may begin earning and immediately become responsible for family expenses, debt repayments or expectations that consume most of the income; a woman may gain a salary while facing greater household conflict; a worker may discover that the job requires long hours, unsafe travel or conditions that undermine the very wellbeing the income was expected to improve. Research on women’s earnings and empowerment in India is particularly instructive here because it shows that economic gains can coexist with new vulnerabilities, including relationship conflict and domestic violence.

The same complexity applies to young workers more broadly. A first job can provide confidence, but repeated rejection, insecure contracts or a lack of progression can erode it; a salary can create independence, but an income that barely covers living costs can leave a worker trapped in the same financial insecurity under a different label. This is why “employed” is not an adequate description of a person’s economic wellbeing, and why decent work — including fair pay, safety, dignity, predictability and opportunities to progress — matters so much when a young person is making the transition into the labour market.

The first paycheck should therefore be treated as a beginning rather than a finish line. It is evidence that the individual has crossed one important threshold, but whether that threshold leads to lasting economic mobility depends on what comes next: whether the person can retain the job, learn within it, earn more, access financial services, save, change employers when necessary and eventually move into work that offers greater security and responsibility. A first salary can open a door, but a functioning labour market and effective support systems determine whether there is somewhere meaningful to go through it.

What really changes when someone earns their own money?

The bank balance changes first, but that is only the most visible part of the transformation. Employment can change how a person structures their time, how a family understands their contribution, how confidently they make decisions and how seriously they take their own professional capabilities; it can create access to banking, savings and financial planning while giving people new information about occupations, workplaces and what they might realistically achieve. For women, it can also alter bargaining power and public identity, although the evidence makes clear that employment becomes genuinely empowering only when accompanied by agency and control over resources.

For someone from a financially constrained household, the first paycheck may mean that a small emergency no longer requires borrowing, that a parent can receive treatment, that a sibling can remain in school, or that the worker can afford to invest in another skill. For a first-generation professional, it may mean discovering that the career once imagined as belonging to “other people” is now something they themselves can pursue; for a young woman, it may mean the first experience of having money that she earned and can partly decide how to use. These changes may look modest from the outside, but they can accumulate into something much larger: the ability to make choices with a little less fear.

That is ultimately why the first paycheck deserves to be understood as more than a financial milestone. It is where skill becomes earning, earning can become confidence, confidence can become agency, and agency can create the possibility of planning further ahead; when the employment is decent, the income reasonably secure and the worker able to retain control over at least part of what she earns, the first salary can become the beginning of a chain connecting livelihood with dignity, household resilience and economic mobility.

For organisations working in education, skilling and livelihoods, this changes what success should mean. The goal cannot simply be to train someone, issue a certificate and count them among the beneficiaries; the more meaningful outcome is whether that person can enter work, remain there, earn a sustainable income, continue learning and gradually gain the economic and psychological room to make decisions about their own life. India’s employment challenge is ultimately not only about getting young people to their first paycheck, but about ensuring that the first paycheck is not the last achievement we measure.

Because the real value of a first income is rarely what it allows someone to buy on the day it arrives. Its deeper value lies in what it makes possible afterwards: the confidence to apply for a better job, the ability to save, the freedom to contribute to a family, the capacity to withstand an unexpected expense, the possibility of investing in another skill, and perhaps, eventually, the ability to imagine a future in which one’s choices are determined less by economic dependence and more by one’s own ambitions.

The first paycheck is therefore not simply proof that someone has found a job.

It is often the first piece of evidence that a different life might be possible.

FAQs

Why is the first paycheck important?

The first paycheck can be important because it provides tangible evidence that a person’s skills can generate income while also creating opportunities for household contribution, saving and financial planning. For many first-time workers, employment also brings structure, social identity and a greater sense of personal capability.

Does earning your own money improve confidence?

Earning can strengthen confidence because employment gives people repeated opportunities to use their skills, solve problems and receive feedback in real-world conditions. Research on job self-efficacy suggests that confidence in one’s ability to perform work effectively can be connected to later health and performance outcomes.

Does earning money automatically make women financially independent?

No. Earning and controlling income are different forms of economic power. Research in India shows that women’s employment can increase financial autonomy and decision-making, but the degree of empowerment depends partly on whether women have agency over the decision to work and meaningful control over their earnings.

How does a first salary affect a family?

A first salary can allow a young worker to contribute towards household expenses, healthcare, education, rent or other essential costs, while also reducing the household’s vulnerability to financial shocks. Over time, earnings can also create savings and assets that benefit more than one generation.

Why does job quality matter after someone finds employment?

Employment is not automatically beneficial if the job is unsafe, highly stressful, insecure or inadequately paid. Research shows that moving into good-quality employment can improve mental health, while poor-quality employment may produce psychological and financial pressures that undermine the benefits of having a job.

What should a skilling programme measure beyond training completion?

A meaningful skilling programme should examine whether participants obtain relevant employment, retain their jobs, experience earnings growth, access financial services, continue learning and progress into better roles. Evidence from employment-focused programmes such as Project AMBER demonstrates the value of measuring placement and longer-term retention rather than treating certification as the final outcome.

Why is youth employment important for India’s economy?

Young people represent a major part of India’s potential workforce, but the country continues to face challenges involving skills mismatches, educated unemployment, employment quality and unequal access to opportunities. The ILO–IHD India Employment Report identifies job creation, employment quality, labour-market inequalities and stronger skills policies as interconnected priorities.

Categories
Education Insights

National Education Day: The Forgotten Idea in Maulana Azad’s Vision of Education

Summary

  • National Education Day, observed on November 11 to mark Maulana Abul Kalam Azad’s birth anniversary, is usually associated with his role in building India’s post-Independence education system. But his educational vision was broader than the institutions he helped establish.
  • Azad saw education as a means of creating informed, capable citizens, and his early post-Independence programme included an ambitious idea called “social education”, which connected adult literacy with citizenship, health, culture, economic participation and an understanding of rights and responsibilities.
  • His vision also encompassed universal elementary education, women’s education, vocational and technical training, higher education, scientific research, Indian languages and cultural institutions.

The article examines the unfinished nature of that vision and connects it with contemporary challenges around foundational learning, adult literacy, digital skills and equitable access to education. India’s current education landscape shows that the central challenge has evolved from expanding access to ensuring meaningful learning and lifelong educational opportunity. ASER 2024 and the government’s ULLAS programme provide evidence of that continuing transition.

Azad’s real vision

Every November 11, India remembers Maulana Abul Kalam Azad as its first Education Minister, a freedom fighter, scholar and institution-builder. The familiar list follows: the University Grants Commission, the Indian Institutes of Technology, the Indian Council for Cultural Relations, the national academies of literature, music and art, and the expansion of technical and scientific education.

All of it is true. But it leaves out the fact that Azad’s formidable idea of education was considerably larger than the system of schools, colleges and universities that his name is usually associated with. He was thinking about education as a way of producing not simply literate people, or even employable people, but citizens capable of participating in a democracy. In the first years after Independence, that meant thinking simultaneously about the child entering a primary school, the adult who had never learnt to read, the young person being trained for an industrial economy and the citizen trying to understand what freedom meant in everyday life.

That broader idea has a surprisingly contemporary resonance.

Today, India’s education debate has moved from the question of whether children are enrolled to whether they are actually learning. Foundational literacy and numeracy have become national priorities; adult education has returned to the policy agenda through ULLAS; digital access has become part of educational opportunity; and policymakers increasingly talk about learning outcomes, skills, inclusion and lifelong learning.

More than seven decades ago, Azad was wrestling with a remarkably similar problem, although the vocabulary was different.

His question was: What kind of people should education produce, and what kind of country would those people build?

That is the question worth returning to on National Education Day.

The Education Minister who inherited an impossible problem

When Azad became independent India’s first Education Minister in August 1947, he inherited an education system designed under colonial conditions and serving a population in which access to education was deeply unequal.

The scale of the challenge was enormous. India had won political independence, but independence had not suddenly created teachers, classrooms, universities, laboratories or literate adults.

The government’s own historical accounts of the period describe education as a field in which scarce resources had to be carefully prioritised. Azad’s approach was therefore neither to choose between mass education and elite institutions nor to imagine that India could afford only one of them. His programme attempted to build several layers of the system at once: universal elementary education, adult education, secondary education, technical education and university education.

That is one of the least appreciated features of his educational thinking.

The IIT and the village school were not competing visions for Azad. They were parts of the same national project.

The establishment of IIT Kharagpur illustrates the point. The institute began in the former Hijli Detention Camp, a site associated with the freedom struggle, and was formally inaugurated as an IIT by Azad in August 1951. Its founding vision was not limited to producing engineers. The institution was expected to conduct research, produce research workers and train technical teachers, with standards comparable to leading institutions abroad.

At the other end of the system was the child who might never make it to secondary school.

Azad argued for free and compulsory basic education for children up to the age of 14, girls’ education, vocational education, agricultural education and technical education. He also supported education in the mother tongue at the primary level while recognising the continuing importance of English for higher education and international access.

The ambition was extraordinary.

The harder question was how a newly independent country would pay for it.

The forgotten experiment: education beyond the classroom

One of the most revealing parts of Azad’s educational legacy is not the IIT or the UGC. It is an initiative that has largely disappeared from popular accounts of National Education Day: social education.

In 1948, the Central Advisory Board of Education appointed a committee under Mohan Lal Saxena to develop a scheme for adult education and literacy. The committee argued that adult education should have a broader social purpose and coined the term “social education”. Its objectives went far beyond teaching adults to read and write.

The idea was strikingly expansive.

Social education was intended to cultivate an understanding of citizens’ rights and duties, encourage democratic participation, communicate knowledge about the country’s problems, deepen an understanding of India’s history and culture, promote health and hygiene, develop a cooperative spirit, provide craft training and create opportunities for cultural and recreational expression.

Literacy was the entry point.

Citizenship was the destination.

The programme was based on an understanding that an adult who could read a sentence but could not understand public institutions, health information, economic choices or civic responsibilities had not necessarily acquired the full benefits of education.

It was education as social participation.

Azad took particular interest in translating the idea into a national programme, even while the government faced severe financial constraints. A plan was made to earmark ₹1 crore for social education from an education budget of about ₹20 crore, with most of the money intended to reach states in proportion to their numbers of illiterate people.

The plan ultimately encountered the same problem that has followed Indian education policy for generations: ambition collided with resources.

Financial pressures, crop failures and the enormous demands of refugee rehabilitation after Partition constrained the government’s ability to deliver on its commitments.

But the episode reveals something essential about Azad’s thinking.

He did not regard literacy as a narrow technical skill. He regarded it as part of the process through which people became capable of participating in a new nation.

STEM Education is not the Only Golden Goose in India's Education System

For Azad, a school was supposed to produce a citizen

One of Azad’s most revealing formulations concerned what education was ultimately supposed to accomplish.

At the first meeting of the Central Advisory Board of Education, he argued that the primary purpose of an education system was to create “balanced minds” that could not easily be misled.

That sentence is worth pausing over.

It shifts education away from examinations and towards judgement.

A person who can memorise information is educated in one sense. A person who can question, evaluate, reason and participate responsibly in public life is educated in another.

Azad’s emphasis on this distinction becomes more understandable when viewed against the circumstances in which he was working. India had emerged from colonial rule and Partition. It was trying to construct democratic institutions while managing extraordinary social and economic pressures. Education was therefore not simply a development programme. It was part of the infrastructure of democracy.

This is also why Azad’s concern with culture mattered.

He believed the cultural content of Indian education had been weakened under colonial rule and supported strengthening India’s literary, artistic and cultural institutions. His tenure saw the establishment of the Sangeet Natak Akademi, Sahitya Akademi and Lalit Kala Akademi, while the Indian Council for Cultural Relations was established in 1950.

In Azad’s conception, education was therefore not neatly divided into “academic” and “cultural” knowledge.

A nation needed scientists and engineers.

It also needed writers, artists, historians, musicians and citizens who understood the cultural complexity of the country they inhabited.

The language question was more complicated than it looks

Azad’s own intellectual life made the question of language particularly complicated.

He was an accomplished scholar of Urdu, Persian and Arabic, yet he did not advocate simply replacing English with an Indian language overnight. The government’s account of his educational thinking records his support for English because of its educational, national and international advantages, while insisting that primary education should be delivered through the mother tongue and that Indian languages needed to develop as educational languages.

This was not a contradiction so much as an attempt to negotiate two different realities.

Children learn most effectively when education speaks to the language they already understand.

At the same time, access to higher education, scientific literature and international knowledge requires access to wider linguistic resources.

The question remains familiar today.

India is still negotiating the relationship between mother tongues, regional languages, Hindi, English and increasingly digital forms of learning. The National Education Policy 2020 itself places considerable emphasis on local languages and on strengthening foundational literacy and numeracy in the early years.

Azad’s position was therefore neither anti-English nor indifferent to Indian languages.

It was more pragmatic: language should expand a learner’s access to knowledge, not become a barrier to it.

He wanted educational policy to learn from the classroom

Another part of Azad’s legacy that receives relatively little attention is his investment in educational research.

In 1947, he and Jawaharlal Nehru supported the establishment of the Central Institute of Education in Delhi, now the Department of Education at the University of Delhi. Azad did not envision it merely as a teacher-training institution. He wanted it to become a research centre capable of addressing the new educational problems facing the country.

That is a revealing choice.

A country trying to educate hundreds of millions of people cannot simply import a finished education system. It has to learn what works in its own classrooms, languages, communities and social circumstances.

In that sense, Azad’s educational architecture contained an idea that modern education policy would later rediscover: education systems need the capacity to learn about themselves.

The UGC similarly reflected the desire to create a national framework for university education. The University Grants Commission was formally inaugurated in 1953 by Azad and became a statutory body in 1956, with responsibility for coordination, standards and grants in higher education.

The institutional architecture mattered because Azad was trying to solve a problem larger than access.

He was trying to create a system.

The unfinished promise of universal education

There is, however, another side to Azad’s legacy that deserves attention precisely because it makes the story more honest.

The promise of universal education was not fulfilled quickly.

A recent NIEPA publication examining Azad’s relationship with the idea of a National System of Education points to an uncomfortable historical gap between the rhetoric of universal basic education and the ability of the post-Independence state to implement it. The volume notes that the right to education had a long constitutional history but that universal elementary education remained an unfinished project for decades.

That does not make Azad’s vision less important.

If anything, it makes the vision more instructive.

India’s education history is full of ambitious commitments followed by the slower, harder work of implementation. The distance between policy and classroom reality is not a new problem. It was already visible in the first years of the Republic.

And it remains visible today.

From access to learning: The problem has changed, but not disappeared

National Education Day

India has made enormous progress in expanding school access. The contemporary challenge is increasingly about what happens after a child enters school.

The ASER 2024 survey, which covered more than 650,000 children across more than 600 districts, found substantial recovery in basic learning levels after the pandemic. Yet the numbers also show why access cannot be treated as the end of the story. At the all-India level, 27.1% of children in Standard III could read a Standard II-level text in 2024, while 48.8% of Standard V children could do the same.

These are improvements, particularly in government schools, but they also reveal the scale of the remaining challenge.

Being enrolled is not the same as learning.

Having a school is not the same as having a good education.

And having access to a smartphone is not the same as having the ability to use technology productively for learning.

ASER’s 2024 survey began examining digital access and skills among 14–16-year-olds, an acknowledgement of how the meaning of educational opportunity has changed.

The vocabulary has changed since Azad’s time.

The underlying question has not.

What does a person need to know and be able to do to participate fully in society?

The return of the adult learner

Perhaps the most striking contemporary parallel is adult education.

India’s ULLAS — Nav Bharat Saaksharta Karyakram, running from 2022–23 to 2026–27, is designed for adults aged 15 and above who missed formal schooling. Its five components include foundational literacy and numeracy, critical life skills, basic education, vocational skills and continuing education.

That sounds remarkably close to the expansive philosophy behind Azad’s social education programme.

The modern language is different. The technologies are different. The economy is different.

But the premise remains: education does not end at the school gate.

ULLAS also places community participation at the centre of its approach, seeking to use volunteers, schools and technology to expand literacy and lifelong learning.

That is precisely where the history becomes relevant to organisations working at the grassroots.

Because the hardest educational problems are rarely solved by a textbook alone.

What National Education Day can mean for a child outside the system

For an organisation working with underserved communities, Maulana Azad’s legacy offers a useful way of thinking about education that is broader than enrolment.

A child may be technically enrolled in school and still be struggling to read at grade level.

She may have a classroom but no quiet place to study at home.

A child may have a teacher but lack access to books, technology or additional academic support.

A teenager may remain in school but have no exposure to STEM, career guidance or vocational pathways.

And an adult in the same household may be unable to read the form that determines whether the family receives a government benefit.

These are not separate educational problems but are connected.

Smile Foundation’s current Mission Education work reflects this more holistic understanding. Its education programme reports reaching more than 1.85 lakh children, working through learning centres and government schools while combining foundational literacy and numeracy with teacher development, digital learning, STEM education, school health and community engagement.

Its approach is also explicitly rooted in the idea that education cannot always be separated from the conditions in which a child lives. The organisation describes education as both a means of improving livelihoods and an end in itself because it increases awareness of rights, health and social responsibilities.

That philosophy comes surprisingly close to the older idea of social education.

The unfinished lesson of November 11

National Education Day is often treated as a day to remember a historical figure.

It may be more useful to treat it as a day to interrogate a historical question.

Azad inherited a country in which education had to do several things at once. It had to repair the exclusions of the past, create a workforce for a modern economy, develop universities and scientific institutions, strengthen Indian culture, educate women and children, and teach citizens how to inhabit a democracy.

He never solved all of those problems.

No education minister could.

But he understood something that remains easy to lose in contemporary debates: education is not merely a service delivered to an individual. It is one of the ways a society decides what kind of future it wants to have.

That is why his legacy stretches from the primary school to the IIT, from the adult literacy centre to the university, from the mother tongue to international scholarship, and from scientific research to literature and the arts.

The most interesting part of his legacy may therefore be the part that has received the least attention.

Azad did not believe that teaching someone to read was enough.

He wanted education to give people the ability to understand their society, exercise their rights, fulfil their responsibilities, participate in democracy, earn a livelihood and live with dignity.

More than seventy years later, India has made extraordinary progress towards some of those goals while still struggling with others.

Perhaps that is what National Education Day should ask us to remember.

Not simply that Maulana Abul Kalam Azad built institutions.

But that he believed the ultimate institution education was meant to build was the citizen.

And that institution, unlike a university or a school, is never finished.

FAQs

Why is November 11 celebrated as National Education Day?

November 11 is observed as National Education Day in India to commemorate the birth anniversary of Maulana Abul Kalam Azad, independent India’s first Education Minister, who played a foundational role in shaping the country’s post-Independence education system. The Government of India began observing the day as National Education Day in 2008.

Who was Maulana Abul Kalam Azad?

Maulana Abul Kalam Azad was a freedom fighter, scholar, journalist and India’s first Education Minister after Independence. He served as Education Minister from 1947 until his death in 1958 and played an important role in developing India’s systems of school, university, technical and cultural education.

What was Maulana Azad’s contribution to Indian education?

Azad helped establish or strengthen major educational and cultural institutions, including the University Grants Commission, IIT Kharagpur, the Indian Council for Cultural Relations and the national academies for literature, visual arts and performing arts. He also advocated universal basic education, adult education, women’s education, vocational training and technical education.

What did Maulana Azad believe about education?

Azad viewed education as a tool of individual development, social transformation and nation-building. His educational thinking included universal basic education, adult literacy, technical education, higher education, cultural development and the creation of informed citizens capable of participating in democratic life.

What was Maulana Azad’s idea of social education?

Social education was an early post-Independence approach to adult education that went beyond basic literacy. It aimed to develop knowledge of citizenship, rights and duties, health, culture, economic life and social cooperation alongside reading and writing skills.

Why is foundational literacy important today?

Foundational literacy and numeracy are essential because school enrolment alone does not guarantee that children acquire the basic reading, writing and mathematical skills needed for later learni

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In The Spotlight Insights Smile

How to Make Your NGO Funder-Ready: A Practical Checklist

5 Key Summary Points

  • Making your NGO funder-ready goes beyond a strong proposal: NGOs need credible systems, governance structures and processes to demonstrate they can manage resources responsibly.
  • Compliance and governance build trust: Up-to-date requirements, clear decision-making structures and responsible oversight are essential foundations for donor confidence.
  • Strong programme management matters: NGOs should be able to clearly explain their objectives, implementation plans, monitoring systems and intended results.
  • Communication should be evidence-led: Clear organisational profiles, programme information, reports, data and impact stories help funders understand an NGO’s work and credibility.
  • Turn gaps into an action plan: Funder-readiness is an ongoing process. Identifying weaknesses, prioritising improvements and assigning responsibilities can help an NGO prepare for sustainable growth.

For a grassroots NGO, securing funding is rarely just about having a compelling cause. Funders also want confidence that an organisation can govern responsibly, manage programmes effectively, communicate its work clearly and use resources well.

This is where becoming funder-ready matters.

Being an NGO funder-ready does not mean becoming a large organisation with complex systems. It means having the essential structures, processes and evidence in place to demonstrate that your NGO is credible, accountable and capable of delivering on its commitments.

For smaller NGOs and community-based organisations, building this readiness can feel overwhelming. Where should you start? What documents do you need? How strong should your governance systems be? Can you demonstrate impact? And can someone outside the organisation understand what you do and why it matters?

A practical way to approach these questions is to work through a funder-readiness checklist covering five connected areas: compliance and governance, leadership and organisational structure, programme management, communication and visibility and an actionable plan for improvement.

These are also the core areas addressed in Smile Foundation’s Empowering Grassroots Academy, whose Building Fundable Organisations course is designed to help participating organisations understand the standards and practices needed to become more an NGO funder-ready.

NGO funder-ready

What does it mean to be a NGO funder-ready?

A NGO funder-ready can demonstrate more than a good project idea. It can show that its organisation has the foundations needed to turn that idea into measurable results.

This includes:

  • appropriate compliance and governance practices
  • clearly defined leadership roles and responsibilities
  • structured programme planning and monitoring
  • credible communication and reporting
  • evidence of the organisation’s work and impact
  • a clear understanding of what needs to be strengthened

Importantly, funder-readiness is not a one-time exercise completed when an NGO applies for a grant but an ongoing organisational capability.

The Empowering Grassroots Academy approaches this as a practical capacity-building process. Its Building Fundable Organizations course covers compliance and governance, leadership and structure, programme management and communication and visibility before bringing these elements together into a mini NGO Funder-Ready Plan.

Here is a practical checklist your NGO can use.

1. Check your compliance and governance foundations

The first question a potential funder may ask is simple: Is this organisation properly governed and able to operate responsibly?

Before approaching funders, review your organisation’s legal, financial and operational compliance. Your NGO should know what registrations, records and governance processes apply to it and ensure that these are maintained appropriately.

But compliance is only one part of good governance.

A funder also needs confidence that there is responsible oversight of the organisation. That means understanding:

  • Who is responsible for organisational decision-making?
  • Are leadership roles clearly defined?
  • Is the board or governing body fulfilling its role effectively?
  • Are financial and operational responsibilities appropriately assigned?
  • Are important organisational decisions documented?
  • Are relevant policies and processes in place?

The Empowering Grassroots Academy’s course specifically introduces participants to legal, financial and operational compliance, with references including the Companies Act, FCRA and good governance norms.

Your checklist

☐ Review applicable registrations and compliance requirements
☐ Keep organisational and financial records appropriately maintained
☐ Clarify board and leadership responsibilities
☐ Review how key decisions are made and documented
☐ Identify gaps in governance processes
☐ Create an action plan to address outstanding issues

Remember: Compliance should not be treated merely as paperwork. Strong governance gives funders greater confidence that resources will be managed responsibly.

2. Make leadership and organisational roles clear

A common challenge in grassroots organisations is that a small number of people carry multiple responsibilities. While this may be unavoidable during an NGO’s early stages, it can become a weakness as the organisation grows.

Ask yourself: If one key person were unavailable tomorrow, would the organisation still know how to function?

A NGO funder-ready should be able to explain who is responsible for what. Clear roles help prevent duplication, confusion and excessive dependence on individuals.

Your organisation should be able to articulate:

  • its leadership structure
  • responsibilities of key team members
  • the role of its governing body
  • who manages programmes
  • who handles finance and administration
  • who communicates with funders and other stakeholders

This is why leadership and organisational structure form a dedicated component of the Building Fundable Organizations course. Participants work on roles, responsibilities, board effectiveness and leadership practices.

Your checklist

☐ Create or update an organisational structure
☐ Define responsibilities for key roles
☐ Clarify reporting and decision-making lines
☐ Review board effectiveness
☐ Document important organisational processes and responsibilities
☐ Identify areas where the organisation is overly dependent on individuals

A clear structure makes your NGO easier to understand—and easier to trust.

3. Strengthen programme management

A funder is not only investing in an organisation. It is often investing in a programme intended to achieve specific results.

That means your NGO needs to show that it can move from an idea to implementation in a structured way.

Start with the basics. Can you clearly explain:

What problem are you addressing? Who are you working with? What will you do? How will you implement it? How will you monitor progress? What results do you expect?

Programme management should connect activities to intended outcomes rather than simply listing everything the organisation does.

Your NGO should also have appropriate systems for planning, execution and monitoring. The Empowering Grassroots Academy’s funder-readiness course specifically focuses on planning, execution and monitoring for NGO funder-ready projects, with programme-management modules and MIS templates supporting this learning.

Your checklist

☐ Define the problem and target communities clearly
☐ Establish programme objectives
☐ Develop an implementation plan
☐ Assign responsibilities and timelines
☐ Identify indicators for tracking progress
☐ Maintain relevant programme records and data
☐ Review programme performance regularly
☐ Be able to explain how activities contribute to intended results

Good programme management demonstrates that your organisation can translate funding into organised action.

4. Learn to communicate your work and impact

Your NGO may be doing meaningful work, but if you cannot communicate it clearly, a potential funder may struggle to understand its value.

Funder readiness therefore includes communication and visibility.

This does not mean producing expensive videos or elaborate reports. It means being able to present your organisation, programmes and results in a way that is clear, credible and relevant to different stakeholders.

Consider whether you have:

  • a clear explanation of your organisation’s mission
  • concise descriptions of your programmes
  • credible information about the communities you serve
  • evidence of results
  • appropriate stories from the field
  • clear reports or updates for stakeholders
  • consistent organisational information across communication channels

The Empowering Grassroots Academy includes storytelling, reporting and branding for donors and stakeholders within its communication and visibility component.

Your checklist

☐ Write a clear organisational profile
☐ Prepare concise programme descriptions
☐ Maintain reliable programme data
☐ Document relevant stories and examples from the field
☐ Develop a simple donor/stakeholder reporting format
☐ Review your website and other public-facing information
☐ Ensure that your communication reflects your actual work and results

The goal is not to make your NGO sound bigger than it is. Credibility comes from communicating what you actually do, supported by evidence.

5. Know what evidence you can show a funder

A strong proposal cannot compensate for an organisation that cannot substantiate its claims.

Before approaching funders, conduct a simple evidence check. What can you show to demonstrate that your organisation understands its work and its results?

This might include programme records, monitoring information, reports, beneficiary data, case studies, photographs, testimonials or other relevant documentation.

The key is consistency. The numbers and stories you communicate should correspond with the organisation’s programme records.

You should also be able to distinguish between activities, outputs and outcomes. For example, conducting 20 community sessions is an activity or output; demonstrating what changed as a result requires evidence of outcomes.

This foundation becomes even more important when an NGO moves beyond basic funder readiness into measuring and communicating impact.

6. Turn the checklist into an action plan

One of the biggest mistakes an NGO can make is treating a funder-readiness checklist as a pass-or-fail exercise.

You may discover that your governance documentation needs strengthening, your programme data is inconsistent or your communication materials need updating. That does not mean your organisation is not capable of receiving funding.

It means you have identified where to improve.

The important next step is to prioritise the gaps.

Create a simple table:

AreaCurrent gapPriorityActionResponsible personTimeline
GovernancePolicy/document needs reviewHighReview and updateAssigned team member30 days
ProgrammeMonitoring format inconsistentHighStandardise MISProgramme lead30 days
CommunicationNo concise organisation profileMediumCreate profileCommunications lead15 days
LeadershipResponsibilities unclearMediumDefine rolesLeadership15 days

This turns funder-readiness from an abstract goal into a manageable organisational process.

The Building Fundable Organizations course takes precisely this action-oriented approach: its fifth day is dedicated to drafting a mini NGO Funder-Ready Plan integrating governance, leadership, programmes and communication, followed by review.

7. Ask the most important question: are you ready to grow?

Funder-readiness is ultimately about organisational confidence.

If a funder provides your NGO with resources to expand a programme, can your organisation manage that growth?

Can your team handle increased reporting? Can programme systems accommodate more beneficiaries? Are responsibilities clear? Can leadership make decisions effectively? Can you demonstrate results? Can you communicate honestly about both achievements and challenges?

These questions connect funder-readiness with broader NGO capacity building.

That is why organisational strengthening cannot stop with fundraising. The broader Empowering Grassroots pathway moves from Foundation → Sustainability → Resources → Impact. Alongside Building Fundable Organizations, it includes courses on Resilient and Adaptive Organizations, Resource Mobilization & Fundraising, and Delivering Impact & Accountability. Each course is structured over five days and 12.5 hours, with an action plan forming part of the learning outcome.

A quick funder-readiness checklist for NGOs

Before submitting your next funding application, ask:

Compliance & Governance

☐ Are our applicable compliance requirements up to date?
☐ Are our governance structures and responsibilities clear?
☐ Are financial and organisational processes appropriately documented?

Leadership & Structure

☐ Can we clearly explain who does what?
☐ Are decision-making responsibilities clear?
☐ Does our organisation have sufficient leadership capacity?

Programme Management

☐ Can we clearly explain our programme model?
☐ Do we have implementation and monitoring systems?
☐ Can we provide reliable programme information and evidence?

Communication & Visibility

☐ Can we explain our mission and programmes clearly?
☐ Can we communicate our results using evidence?
☐ Are our reports and public-facing materials credible and consistent?

Action & Improvement

☐ Have we identified our organisational gaps?
☐ Have we prioritised the most important fixes?
☐ Do we have a practical plan with responsibilities and timelines?

If several boxes remain unchecked, don’t wait until the next funding opportunity to address them. Start strengthening the organisation now.

Build a stronger foundation with Empowering Grassroots Academy

Becoming an NGO funder-ready is not about trying to look like a large NGO. It is about building the systems, skills and organisational practices that allow a grassroots organisation to deliver responsibly and demonstrate its value.

Smile Foundation’s Empowering Grassroots Academy is designed to support this journey. Its Building Fundable Organizations course brings together compliance and governance, leadership and organisational structure, programme management, and communication and visibility, culminating in a practical NGO Funder-Ready Plan.

For organisations looking beyond immediate funding readiness, the Academy’s wider learning pathway also addresses resilience, resource mobilisation, fundraising, impact, accountability, monitoring and evidence-based storytelling.

Funder readiness starts long before a proposal reaches a donor’s inbox. It starts with building an organisation that can demonstrate credibility, manage resources responsibly and deliver on its promises.

If your NGO is ready to strengthen those foundations, explore the Empowering Grassroots Academy and discover the learning pathway designed to help grassroots organisations build the capabilities they need to grow sustainably.

FAQs

1. What does it mean for an NGO to be funder-ready?

A NGO funder-ready has the organisational foundations needed to attract and responsibly manage funding. This includes appropriate compliance and governance, clear leadership structures, effective programme management, credible communication and evidence of its work and results.

2. Why is compliance important for NGO funding?

Compliance helps demonstrate that an NGO has appropriate legal, financial and operational foundations. It is an important part of organisational credibility and gives funders greater confidence in how the organisation is governed and managed.

3. What documents should an NGO have before approaching funders?

The specific requirements vary by funder and organisation, but an NGO should be prepared to provide relevant organisational, governance, financial and programme information. It should also be able to clearly explain its programmes, objectives, implementation approach and results.

4. How can a small NGO become funder-ready?

Small NGOs can start by reviewing their governance, compliance, leadership roles, programme-management processes and communication materials. Rather than trying to fix everything at once, they can identify priority gaps and create a practical action plan with responsibilities and timelines.

5. How does programme management affect an NGO’s funder-readiness?

Effective programme management demonstrates that an NGO can translate funding into organised implementation and measurable results. Clear objectives, implementation plans, monitoring systems, responsibilities and programme records can strengthen an organisation’s readiness.

6. Why does communication matter when seeking NGO funding?

Funders need to understand what an organisation does, whom it serves and what it achieves. Clear organisational information, reliable data, reports, stories and evidence help an NGO communicate its work and establish credibility.

7. Where can NGOs learn how to become funder-ready?

Smile Foundation’s Empowering Grassroots Academy includes the Building Fundable Organizations course, which covers compliance and governance, leadership and organisational structure, programme management, and communication and visibility. The course also culminates in developing a practical NGO Funder-Ready Plan.

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Beyond Fundraising for Nonprofits: What Makes a Grassroots NGO Strong and Sustainable?

Summary

Sustainability goes far beyond fundraising for nonprofits. It hinges on strong governance, diversified support and deep community engagement. This article explores the core elements – from effective leadership and partnerships to robust processes and impact measurement – that enable an NGO to stand on its own feet. It draws on experiences of Indian NGOs and Smile Foundation’s capacity-building work to offer practical tips. The Empowering Grassroots Academy provides targeted learning on these critical areas.

Grassroots NGOs often start with a passion to serve, and initial funding (a grant or two) can fuel early programmes. But many discover that getting the next grant is harder than the first. True sustainability isn’t just about money; it’s about building organisations that can survive and grow on multiple fronts. In India’s dynamic development sector, NGOs must learn to tap new resources and build capabilities. This blog outlines the key factors that help a grassroots NGO be truly sustainable – going beyond funding alone – drawing on India’s context and practical examples.

Fundraising for nonprofits

Fundraising for nonprofits: Diversify support with local resources and partnerships

Relying on a single source of funding is risky. In India, many grassroots NGOs once depended mainly on foreign grants or one-off donors. However, new opportunities are emerging within India itself. Government policies and the CSR mandate have unlocked local funding streams. For example, Indian companies are now required to spend 2% of their profits on social causes. A savvy NGO can tap into these corporate funds by aligning its work with local needs.

Beyond corporate giving, NGOs can engage individuals and communities for support. This might include local fundraising events, small donations from community members, or even volunteer services in lieu of cash. Some NGOs set up social enterprises or service fees (e.g. selling crafts, running fee-based training) to generate income. Even crowdfunding campaigns have become an option for creative projects. The key is to treat local communities and partners as stakeholders, not just beneficiaries. When villagers, schools, or businesses see an NGO’s work as relevant to them, they are more likely to contribute time, talent or money.

Actionable tip: List all potential local sources of support beyond grants. This could include local foundations, CSR programs, individual donors, government schemes (like Mahatma Gandhi NREGA community development funds), membership fees or social enterprises. Try one new local fundraising idea each year (for example, a community fair, a subscription drive or a corporate pitch).

Build strong governance and internal systems

Strong internal systems and governance create the backbone of sustainability. These include clear leadership roles, an active board or advisory group, transparent financial controls and written policies. They also mean having basic procedures for planning and documentation. Without these, even a dedicated team can become disorganized as it grows. For example, if programme plans and budgets aren’t recorded, knowledge can vanish when a key person leaves.

Ensuring good governance is not just paperwork – it’s about accountability and trust. In practice, this means keeping proper compliance with all regulations (like financial audits, FCRA or CSR rules) and regularly reporting outcomes. It also means having a simple annual plan and review process, so the NGO is not just reacting to crises. When an NGO has sound processes, it wins the confidence of donors, partners and community leaders.

Smile Foundation’s Empowering Grassroots training highlights these elements as well. Its ‘Building Fundable Organisations’ course teaches NGOs to set up governance structures, transparent accounts and effective programme management. An organisation that can show well-organized systems is more likely to attract both funding and volunteer support, making growth smoother.

Actionable tip: Conduct a quick audit of your NGO’s governance. Are roles clearly defined? Do you have a simple operations manual or handbook? Can multiple people access key documents (funding proposals, budgets, project reports)? If gaps appear, start by writing down one core process (for example, how you plan a programme or report to a donor) and make sure multiple team members understand it.

Empower leadership and invest in your team

A sustainable NGO needs capable people. In the early days, one person (often the founder) does almost everything. But for long-term health, an organisation needs a team and next-generation leadership. This means training the founder and staff in management skills and passing knowledge along.

Leadership in grassroots NGOs also means being adaptable and visionary. Leaders should be able to plan strategically (looking 3–5 years ahead), and guide the organisation through change. Regular team training (in areas like financial management, communication or new technologies) pays off. Empowering Grassroots Academy emphasizes “adaptive leadership” and team planning as key capabilities.

In India, leadership capacity building can be as simple as peer learning networks. Encourage your leaders to connect with other NGO heads at workshops or online forums. These networks often share best practices (e.g. how to use WhatsApp for community outreach or how to engage local government).

Actionable tip: Create a capacity-building plan for your staff and volunteers. Identify one skill gap (e.g., grant writing, financial bookkeeping, digital marketing) and arrange a short workshop or mentoring session to address it. Also consider succession planning: encourage senior team members to mentor juniors, so knowledge is distributed.

Engage the community as true partners

Sustainability is hardest when an NGO’s work is disconnected from the community it serves. Instead, involve community members and local partners in the organisation’s work. This can mean setting up beneficiary committees, involving local leaders in planning, or creating volunteer programmes. When people have a stake in the organisation, they become local champions and a source of resilience.

For example, an NGO that works in a village might involve the Panchayat or school committee in monitoring the project. Local collaboration also opens new resource channels: villagers may contribute small amounts, local businesses might donate materials and youth volunteers can become advocates.

A real-world example: In a rural programme in Uttar Pradesh, a local NGO (SVSS) organized sports events for village children, building trust in the community. They educated parents and local officials about the programme, then reached out for support from journalists, Panchayats and schools. This kind of community-driven initiative not only met local needs but also helped secure local buy-in and support for the NGO’s mission.

Actionable tip: Identify at least one new way to involve your community in decision-making. This might be a community meeting to share plans, a volunteer day (parents cleaning up a school with your NGO) or a beneficiary feedback survey. Building these relationships turns beneficiaries into partners, boosting local ownership of projects.

Demonstrate impact and maintain trust

Sustainability depends on results. An NGO’s supporters – be they community members, donors or volunteers – want to see positive change. Measuring and communicating impact helps retain trust and attract future support. This means developing simple Monitoring & Evaluation (M&E) practices: set clear goals (e.g. 100 children taught, 50 health check-ups done), collect basic data and share progress stories.

Transparency is crucial. Publish an annual report or a website update with your outcomes. Use photos and testimonials (with permission) to show real lives changed. When people see tangible impact, they feel confident that their contribution is used well.

International research confirms this: NGOs that demonstrate effectiveness and accountability enjoy stronger stakeholder support. Smile Foundation trains grassroots NGOs in “effective communication” and “reporting systems” as part of sustainability building. Making impact clear not only satisfies current donors; it also makes it easier to attract new partners. A consistent track record of achievement becomes a non-financial asset for your NGO’s reputation.

Actionable tip: If you haven’t already, create one page or infographic summarizing your last year’s achievements (number of beneficiaries, programmes run, funds used, story of a beneficiary). Share it via social media, WhatsApp or a simple email to key stakeholders. Putting numbers and stories in writing reinforces your accountability and inspires trust.

Stay adaptable and embrace innovation

The world can change quickly – and the most sustainable NGOs are the ones that adapt. This means regularly reviewing your strategy and being willing to innovate. For instance, when COVID hit, many NGOs shifted from in-person training to radio programmes or online courses. Similarly, new tools like mobile data collection or solar power systems can make projects more resilient.

Cultivating a learning mindset within the NGO is important. Celebrate lessons learned (including failures), and encourage staff and volunteers to suggest improvements. As one participant in the Empowering Grassroots programme noted, adversity can be an opportunity for new beginnings. Encourage your team to keep learning – for example, by attending webinars on rural development or connecting with a local development college.

Staying adaptable also means planning for the future: maintain a small reserve fund if possible, and keep contingency plans for emergencies (natural disasters, funding cuts, etc.). While you can’t predict everything, you can build flexibility into your plans and budget.

Actionable tip: Hold a quarterly review with your core team. Ask: “What’s one thing we should stop doing, and one new idea we should try?” Document these learning points and adjust your plans accordingly. This habit keeps the organisation responsive rather than rigid.

Fundraising for nonprofits: Taking a different path

Sustainability for grassroots NGOs is not a single achievement, but a journey of continuous strengthening. Beyond just securing grants, it involves building strong foundations (good governance, capable people, accountable systems) and broadening support (engaging community, diversifying resources and demonstrating impact). In India’s context, where policy is shifting towards local ownership (such as the CSR mandate and the Atmanirbhar Bharat mission), these efforts are more important than ever.

Grassroots NGOs that embed these practices can grow their local credibility and reduce dependency on external aid. By following these principles, an organisation moves toward the day when it truly belongs to the community it serves – sustained by local energy and responsibility.

For a structured path to building these capacities, consider Smile Foundation’s Empowering Grassroots Academy. It offers practical courses on leadership, resource mobilization and resilience tailored for Indian NGOs. Explore the Academy to strengthen your organisation’s foundation and prepare for sustainable growth.

Visit the Empowering Grassroots Academy to learn more and join the next cohort of changemakers.

FAQs

  • What does NGO sustainability mean? It means an NGO can continue its mission over the long term, maintaining programmes and impact even after initial funding dries up. This involves strong governance, diverse resources and community support.
  • Why isn’t funding alone enough for sustainability? Because grants or donations can be unpredictable. If an NGO relies solely on outside funding, a pause in grants can stop its work. Sustainability requires also building internal strengths (like good systems) and local backing.
  • How can NGOs diversify their resources beyond grants? By exploring local fundraising (community donations, events), corporate partnerships (CSR), social enterprises (fee-based services or products) and even small earned-income models. Engaging volunteers or in-kind contributions (like land or materials) also diversifies support.
  • How important is community involvement for sustainability? Very important. When the local community feels ownership (through involvement, volunteers or local committees), the NGO gains new resources and legitimacy. Community buy-in often leads to stable support and advocacy at the local level.
  • What role does governance play in an NGO’s sustainability? Good governance (clear leadership, transparency, accountability) builds trust with donors and partners. It ensures the organisation is well-run. This makes it more attractive to funders and helps avoid disruptions when staff changes.
  • How can NGOs measure and share their impact effectively? Start with simple goals and track basic indicators (e.g. number of beneficiaries, outcomes achieved). Use photos and stories (with permission) to illustrate changes. Share concise reports or newsletters with supporters. Clear communication of impact maintains trust and motivates continued support.
  • Are there training programmes to help build NGO sustainability? Yes. For example, Smile Foundation’s Empowering Grassroots Academy offers courses on topics like fundraising strategy, resilient organisation development and measuring impact. Such programmes combine learning with practical tools (like action plans) to help NGOs apply these lessons.
  • What is the Empowering Grassroots Academy? It’s a digital learning platform by Smile Foundation aimed at strengthening grassroots NGOs. The Academy provides structured courses on organizational leadership, sustainability, resource mobilization and accountability. It teaches NGOs how to become self-reliant and locally sustainable.
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