Consent over numbers
We report pledges honestly, including when a camp produces very few. A pledge collected through pressure is a number we would rather not have.
Vision & Mission
What we are trying to change, how we intend to change it, and the standards we hold ourselves to while we try.
Vision
An India where organ donation is a decision families have already made — together, calmly, long before it is needed.
Not a decision taken by a grieving family under fluorescent lights at three in the morning. A decision taken at a dinner table, years earlier, and simply honoured when the time comes.
Mission
To close the gap between the Indians who would donate and the Indians who actually do.
Survey after survey shows most Indians are willing to donate. Very few families ever consent when asked. That gap is not a values problem — it is an information and preparation problem, and it can be closed. We do it by:
- Making accurate, plainly worded information available in the languages families use at home
- Running awareness camps repeatedly in the same communities rather than once
- Helping people register a pledge and then rehearse the conversation at home
- Supporting donor and recipient families through the process with trained counsellors
- Strengthening the communities we serve through education, health and welfare work
Our values
Five things we will not trade away
Values are only real when they cost something. These have each cost us a pledge count, a donor, or a partnership at some point.
Grief before advocacy
When we sit with a family who has just lost someone, we are there for them. We do not photograph them, quote them, or use their loss in a campaign without explicit written consent.
Accuracy, even when it is less persuasive
We do not inflate statistics or imply that pledging guarantees donation. Overstating the case is how trust in this sector gets destroyed.
Distance from allocation
We never involve ourselves in who receives an organ. Allocation belongs to NOTTO and the SOTTO network, and any attempt to influence it will be reported.
Money in public view
Audited accounts, programme-wise spending and trustee details stay published. A donor should never have to ask where the money went.
Communities, not audiences
We return to the same places for years. If we cannot commit to coming back, we would rather not start.
Strategy 2026–2029
Four priorities for the next three years
1
Make the family conversation the centre of every camp
Move our own measure of success from pledges registered to pledges a family has been told about. Every camp attendee leaves with a conversation guide, and follow-up asks one question: did you tell them?
2
Reach beyond the people who already agree
College and corporate audiences are the easiest and the least representative. Priority shifts to semi-urban and rural blocks, women's self-help groups, and faith communities where the questions are hardest and most worth answering.
3
Professionalise family counselling
Grief support is not something willing volunteers should improvise. We are building a trained counsellor cadre with supervision, written protocols and a duty of care that does not end when the decision is made.
4
Sustain the education and welfare work that earns us trust
Our school and community programmes are not a side activity. They are the reason a family in a village will open the door to us at all. They stay funded and staffed.
See how the strategy turns into work
Our programmes across health, education and social service, and the projects running right now.