NOC Founder and Chair, Dr. Narendra P. Sharma, gave a keynote presentation at a workshop attended by representatives from 15 South Carolina foundations at the Community Foundation of the Lowcountry on October 24, 2014. Dr. Sharma’s talk focused on the NOC model as an example of how individuals, families, and communities can be empowered to achieve independence, self-reliance, and dignity.

Earlier in the workshop, participants had reflected on Robert Lupton’s recent book, Toxic Charity: How Churches and Charities Hurt Those They Help and How to Reverse It.  Dr. Sharma pointed out NOC’s comparative advantages in addressing the needs of underserved groups, in particular:

• Ensuring a strong presence in target neighborhoods and making connections with families by establishing program centers in these neighborhoods.
• Listening and building relationships and trusts with people in the neighborhoods; and involving them in finding solutions.
• Focusing on empowerment (“teaching people how to fish”) through human capital development.
• Partnering with the local schools and service providers, and bringing their services into the neighborhoods.
• Bringing teachers, high school tutors, and volunteers into NOC’s neighborhood program centers.
• Providing technology-based learning in target neighborhoods.
• Focusing on results and impact, while keeping costs low (<$1,200 per child annually).

 

View Dr. Sharma’s presentation: Community Foundation Presentation Oct 24, 2014

 

Dr. Narendra P. Sharma, Founder and Chair, NOC, made a presentation to the Board of Education and senior staff of the Beaufort County School District on August 7, 2014, to discuss accomplishments of the NOC/BCSD partnership over the past five years.  The presentation also focused on challenges we face in Beaufort County to reduce the significant gap between minority and non-minority students and between students from high-income and low-income families.

Dr. Sharma noted that by maintaining a strong presence and connections with parents in the neighborhoods served, bringing teachers and technology into its program centers in these neighborhoods, and focusing only on education, NOC is strategically placed to supplement learning in the schools. NOC has established a solid track record in generating results and showing academic gains among students participating in its programs.  He added that NOC wants to bring more children and additional underserved neighborhoods in Beaufort County into its programs. To accomplish this aim, NOC seeks a stronger partnership with BCSD, as well as help from BCSD in the following areas:

(a)    Funding of 50% of the cost of qualified teachers in NOC’s current 4 program centers (2 in HHI and 2 in Bluffton),

(b)   Pre-school learning for children in low-income neighborhoods.

(c)    Timely sharing of data (including test scores).

(d)   Joint grant proposals for funding to expand into new neighborhoods, especially North of the Broad.

Further discussions are anticipated by both sides to strengthen collaboration in order to help high risk children excel academically and graduate on time.

View a summary of Dr. Sharma’s presentation: BCSD Presentation, 2014

I am happy to report that the health of NOC is excellent as it enters 2014.

NOC is on a trajectory of expansion in keeping with its strategic goals and priorities for the next five years.  Clearly, NOC’s development approach and business model for empowering individuals, families, and communities are showing positive results. By maintaining financial integrity and high quality, demand driven programs, and programs that are cost effective and replicable, NOC has established a solid track record and credibility.  The NOC model has recently received national attention for its success, with its results covered in the Wall Street Journal Market Watch, “Making an Investment in At-Risk Kids,” and Real Clear Markets, “Unlearning World Bank Lessons to Fix Local Poverty.” But NOC’s greatest asset continues to be its strong presence in low income neighborhoods, connection with people in these neighborhoods, and introduction of important service providers into these neighborhoods through its programs.  

NOC’s commitment to its mission, outreach programs, and the people it serves was put to the test as it addressed the problem of eviction by the new owners of Bluffton House (Aspen Square Management) in mid-2013.  Because of its integrity, commitment, and perseverance, NOC was able to renegotiate a contract to stay at Bluffton House by renting one apartment.  NOC’s aim is to add another apartment in 2014. NOC is highly indebted to the residents of Bluffton House, the local media, the Town of Bluffton, Lowcountry Presbyterian Church, and the Bluffton community for their support to help NOC retain its program center at Bluffton House.  The Bluffton House case shows that together we can make a difference.

In the next five years, NOC will continue to bring educational programs, technology, and health screenings to people with limited pathways to academic and economic success. At the outset of 2014, NOC will focus on the following strategic goals over the next five years:

goal one: Expand NOC’s Program Centers from 3 to 7 to include additional neighborhoods in Beaufort and Jasper counties. Neighborhoods for expansion will be identified in collaboration with local school districts. (Add another 300 students.)

goal two: Improve pre-school (< 5 years) children’s readiness to enter pre-K, improve academic performance outcomes of children in K through Grade 8, and empower non-English speaking individuals in low-income neighborhoods to become functional in English language. (Supporting outcome goals set by BCSD and United Way)

goal three: Improve the health of people living in low-income neighborhoods through outreach, health screenings, referrals, education, and case management. (Target 500 persons annually.)

goal four: Increase NOC’s annual budget from $375,000 in 2013/2014 to $500,000 in 2014-2015, and sustain an average 25% annual growth rate through FY2020.

goal five:  Promote NOC’s brand, business model, and results through aggressive marketing, especially in support of fund raising.

In close, I want to thank Ally McNair, NOC’s Vice Chair for her hard work and commitment to NOC’s mission. She has strengthened NOC’s leadership significantly.  I also want to extend my special thanks to NOC’s Board of Directors, NOC staff and volunteers, funding agencies, private donors, and friends for their support of NOC.  Each day, my personal commitment to NOC’s mission and programs grows as I witness success stories of children and adults from low income neighborhoods, as well as when I see the struggles of people, including children and women, in neighborhoods such as Cordillo Courts, Hedges, and Woodhaven.

Again, together we can make a difference. 

Best wishes for 2014.