UN Sustainable Development Goal:
% Spent on BeneficiariesHelpYourNGO USP: Our Research Team studies the NGO's financials to arrive at ratios, variances and the % spent on beneficiaries. This % is the proportion of direct program expenses to total expenditure for the latest financial year, indicating the total direct spend on beneficiaries.
|Year of Establishment||:||2001|
|Registered Address||:||Room No. 5, 2nd Floor, A Wing, Todi Estate, Sun Mills Compound, Lower Parel, Mumbai 400013 , Maharashtra|
|Presence||:||Andhra Pradesh, Assam, Bihar, Chandigarh, Delhi, Gujarat, Haryana, Himachal Pradesh, Jammu and Kashmir, Jharkhand, Karnataka, Kerala, Madhya Pradesh, Maharashtra, Mizoram, Orissa, Punjab, Rajasthan, Tamil Nadu, Telangana, Uttar Pradesh, West Bengal|
|Telephone||:||+91 022 62434848|
|Donor Contact||:||Ms. Preeti Dhingra / email@example.com|
|Registered Under||:||The Companies Act, 1956
|Auditor||:||S. L. Makhija & Co.|
|Bankers||:||ICICI Bank, HSBC Bank, HDFC Bank, Axis Bank, ING Vyasya Bank|
|Trustees/Directors/Managing Committee:||:||Mr. Matthew Spacie - Founder, Mr. Deval Sanghavi, Ms. Samantha Nayar, Mr. Rajeev Dubey, Ms. Shaneen Parikh, Mr. Sandeep Murthy, Mr. Arpan Sheth, Mr. Jaideep Khanna|
These ‘life-skills’ – which range from education and gender equality to health and employability – are taught by youth leaders from the communities themselves supported and trained through Magic Bus’ unique mentorship programme. Through its network of more than 8,000 such youth trainers, Magic Bus accompanies children on their journey from childhood to livelihood to help them grow up and become successful and participating members of their communities.
The programme begins when a child is seven years old, follows their journey through childhood and aims to create confident young people, ready for jobs or higher education opportunities.
It fosters young adults to deliver their programme and to become role models and mentors for the children. Both the young adults, who work with them as volunteers, and the children, come from the same communities, enabling a relationship that is both close and constant. The young adults are trained to deliver the activity-based curricula Magic Bus has pioneered, to bring about changes in behaviours and practices. They work to promote gender equality, access to education and health services, as well as on developing a child's social and emotional skills. Their other key role is to work with the child’s support structure: the parents, the community at large and local institutions to ensure the change they make results in social, emotional and economic well-being for all children living in that area.
The programme delivered has strong grounding in academic research and is based on classical learning theories. Sporting activities and games are structured into each session to make them fun and appealing to children. Sessions are designed to represent real-life situations and challenges so children are able to relate these back to their daily lives.
Magic Bus has partnerships with Comic Relief, Laureus, Marchesa, Mondelez, Bloomberg, Nestle, Barclays, Coca Cola, HSBC, ICICI Foundation, Bernard Lewis Charitable Trust, BMW Group India, Vodafone, Asian Paints, Herbal Life, Tech Mahindra, Reliance Foundation, Tata Power, Boeing, ICRW-MacArthur, Prudential, Mastek, EClerx, FIFA, etc.
|FY 2019 (₹)||FY 2020 (₹)||FY 2021 (₹)|
|Income and Expenditure Statement||-12,674,028||10,452,644||106,617,284|
|1) Donations include donations in kind.
2) Other income includes profit on sale of mutual fund.
3) Expenses have been classified based on Natural Classification in FY15 & FY16 (earlier classified based on Functional Classification). As a result Expense items prior to FY15 are not comparable with FY15 & FY16.
4) Other expenses includes foreign exchange loss, prior period items, loss on sale of assets, amounts written off, and provision for doubtful advances. In FY17, provision for doubtful advances was Rs49.21 lakhs.
5) Other Liabilities include long term provisions.
|FY 2019||FY 2020||FY 2021|
|Direct Beneficiaries (nos.)||-||-||-|
|Indirect Beneficiaries (nos.)||-||-||-|
|Average Cost per Direct Beneficiary (₹)||-||-||-|
|No. of Staff||-||-||-|
|Number of Consultants||-||-||-|
|Number Of Volunteers||-||-||-|
|Highest Paid Full-Time Staff (₹ p.a.)||-||-||-|
|Lowest Paid Full-Time Staff (₹ p.a.)||-||-||-|
|Services||Funds Raised (₹)|
|Total Funds Raised||5,000|
|NGO Name||Sector||Sub Sector||Location||% Spent on Beneficiaries||Income (₹)||Expense (₹)|
|Grace Peter Charitable Trust||Children||Services||Tamil Nadu||94||647,790||659,846|
|Vathsalya Charitable Trust||Children||Child Care/Balwadi/Creche||Karnataka||82||11,534,617||12,747,852|
|Annamitra Foundation (Formerly known as ISKCON Food Relief Foundation)||Children||Nutrition||Maharashtra||73||447,797,532||462,334,334|
|Magic Bus India Foundation||Children||Sports for Development||Maharashtra||69||961,683,816||855,066,532|
|Family Service Centre||Children||Adoption||Maharashtra||67||8,855,533||7,095,463|
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