Alwani Foundation is a progressive and dynamic non‐profit, philanthropic organization, registered simultaneously in USA and in Pakistan, leading the way in human development and poverty alleviation by implementing viable economic development, educational and capacity building programs in Pakistan.

As part of its education services the Alwani Foundation has set up bursaries to support students who may otherwise have no access for attaining higher education to build a better future. In this regard, Alwani Foundation is pleased to announce its 2012‐2013 scholarship awards Applications are therefore invited from talented and deserving students who have scored more than 75% marks. 

Mission:
To eastablish the ALWANI FOUNDATION as valued and respected constituent of civil society, with the aim of building bridges, among mass.

Vision:
Our Vision for the ALWANI FOUNDATION is to establish as valued and respectul civic organization, and to engage the  common citizen in it's core values and theme, through Philanthropic Contributions.

Our Goal:
At ALWANI FOUNDATION, Our Goal is very Simple, Straight forward and Crystal Clear, to create a talented Group of  at least 100 students, in next 20 years, by providing them a Quality Post Graduate Level Education, in return they will change the society around them. And This is our DREAM, OUR VISION and OUR GOAL.

Our Approach to Giving

We use a Four-step process to develop strategy. First we scope the problem and opportunity; next we choose and articulate our strategic choices; third, we develop an execution plan and budget: fourth , if there is a need arise, in order to get the optimum results, we adjust our strategies, whenever we feel, we need to.

Scope the Problem:
Long before we make a single grant for any given issue, we listen and learn about problems that cause great inequity. Whether the challenge is low-Income based family or low -grade student, we begin by immersing ourselves in information about problems that cause great harm and get far too little attention.
As we learn about an issue, we ask whether we can make a difference with our money and our ability to bring partners together. We get involved only if we believe we can make a unique contribution. We call this process “scoping” because we are exploring and analyzing the problem we aim to solve, while considering potential alternative solutions.

We are willing to take risks to address the issues that are important to us, and we recognize that the steps we take—or that our Trustees take—may not always be the right ones. That’s why, once we’ve made a grant, we expect  the trustee to measure progress and report on the results. When appropriate, we also commission measurement and evaluations across groups of similar grants, for the comparison point of view.
Three principles guide our approach:

• Measurement should inform specific decisions and/or actions.
• We do not measure everything, but we do strive to measure what matters most.
• The data we gather help us learn and adapt our initiatives and strategies.

Annual Progress Assessments of Grants:
When they apply for foundation funding, we ask  to complete frameworks that explain the sets of activities they propose to conduct and the outputs and outcomes they expect to see as a result. After grants are awarded, we require our trustee to carefully track and report on their work in the field each quarter. Our officers/Trustees carefully monitor each grant.

Measuring Progress Towards Toward Impact:
We aspire to measure the intermediate outcomes and ultimate impact of our work. In many, but not all, cases, we may look beyond our trustees and draw on data gathered from other sources. We take the following types of steps:

• In some cases we commission third-party evaluations that provide in-depth findings on the effectiveness of the work. In some cases, we evaluate specific grants; in other cases, we may review entire strategies, initiatives, or portfolios of similar work.
• We also turn to outside advisors and experts to help us examine our efforts and give us honest counsel.
• We reach out to the people we intend to serve—our ultimate beneficiaries—to make sure that our investments are meeting their needs.
• Our Trustees involve in our Kid's activities very frequently, to motivate them, we jointly celebrate their Birthdays along with their parents, Also by spending quality time in their summer vacation, engaging with them in various indoor and outdoor sports activities. Our Trustees also discuss the results with the parents and setup new goals and guidelines for the next academic year, in some cases we also seek outside help from the experts in the field.

For more information on how we strive to measure and learn from the results of our partners and grantees, see A Guide to Actionable Measurement, which offers an explanation of our general guidelines and principles.

A Guide to Actionable Measurement

A Guide to Actionable Measurement is the result of a year-long cross-foundation effort to develop common principles, approaches, and taxonomies to help staff decide how best to allocate time and resources for data collection and analysis. Three principles guide our approach to actionable measurement:

1. Measurement should inform specific decisions and/or actions.
2. We do not measure everything, but we do strive to measure what matters most.
3. The data we gather help us learn and adapt our initiatives and strategies.

The guide includes a results matrix, results hierarchy, definitions of related terms, and measurement guidelines intended to shape internal decisions about the depth, breadth, and rigor of measurement across grants and within strategies. It also highlights the best practices we aspire to follow to be good stewards of our resources and not increase the reporting burden of our grantees or distract them from their work.

Choose a Strategy:
We consider multiple possible solutions to the problem, balancing opportunities’ potential for impact on student's  lives with an assessment of their viability, cost, chances, and sustainability.
Based on these criteria, and after extensive discussion, we identify a strategy that includes an impact goal, major assumptions, the Foundation’s proposed role and the anticipated role of our partners, trustee and an identification of risks and financial requirements.

Develop an Execution Plan:
Prior to formal approval, we develop an execution plan. To create this plan, we detail the "Nuts and Bolts" of how we will implement against our strategic goals. We develop a budget, identify Trustees and likely grants, plan how to measure key results over the short and long term, and set specific milestones and timeframes for our work.

Strategy Reviews:
Internally, we assess our grant making teams’ progress against strategic goals through our annual strategy review and budget planning processes. In strategy review meetings, teams have the opportunity to share with Naushad Alwani(Chairman), and CEO Pervez Jindani what has gone well that year, what the challenges have been, and what the lessons and adjustments will be. Teams bring critical issues to leaders’ attention and request feedback. This is also a great opportunity for the CEO and co-chairs to learn, ask questions, and be engaged in the work.