We raise and deliver corporate social responsibility funding for hospitals, single specialty clinics, incubators and accelerators. Two members of our team have raised and executed public health funding from inside government, so the work covers both halves of the problem: finding the money, and then actually spending it well.
Sources: Companies Act 2013, s.135; National CSR Portal (MCA); The Hindu, July 2026. Deployment timeline reflects our operating experience.
Every challenge is tagged to a lens, and every challenge is answered by a named service on this page.
A hospital trust or incubation centre approaches a donor without CSR-1 registration in place, or without 80G status current, so the donor's own finance team cannot recognise the spend against its CSR obligation. The proposal then dies in corporate finance rather than in the CSR committee, and nobody tells the applicant why.
Source: Companies (CSR Policy) Amendment Rules, 2021 (Form CSR-1); Income Tax Act, 1961, Section 80G How we solve thisMoney lands and then sits. The receiving institution has clinical capacity but no project management, so equipment arrives uninstalled and staff go untrained - which is precisely the failure mode the law now penalises: CSR amounts unspent against an ongoing project must be transferred to a designated account and utilised within three years, or moved out of the company's control entirely.
Source: Companies Act, 2013, Section 135(5)–(6) (unspent CSR amount and transfer requirements) How we solve thisA CSR programme delivers and closes, and the relationship closes with it. The donor received a raw utilisation certificate rather than a narrative its own board would recognise, so next year's allocation defaults back to the same few metropolitan recipients who already know how to ask.
Source: Aavinyaa Strategies CSR delivery experience How we solve thisThe work is organised across six lenses: innovation, efficiency, marketing and sales, financial structuring, regulation and compliance, and delivery.
Clinicians design the programme around a defined catchment population, a clinical endpoint and a measurement plan, turning a funding request into something a CSR committee can approve.
Programme DesignTelemedicine deployment and AI-assisted screening camps for CSR-funded public health programmes reaching tier 2, tier 3 and rural catchments - the same clinical and technical rigour we apply to a funded venture, applied to a funded programme.
Telemedicine · AI ScreeningQualified projects taken directly to corporate CSR teams, foundations and family offices with healthcare in their giving mandate, rather than asking donors to go looking.
Donor MatchingTurning a single CSR grant into a renewed, multi-year relationship - framing outcomes as a narrative the donor's own board will recognise, distinct from the raw measurement work that sits under Financial.
Renewal Strategy · Board NarrativeOutcome measurement built in from the start and reported against the endpoints agreed at approval, in a format the donor can put in front of its own board.
Impact · Board ReportingRegistration and tax standing checked for every fund receiver under Section 80G and Section 80C before a proposal is submitted, so compliance is settled at the outset.
80G · 80C · VerificationSpecification, procurement, installation, staff training and commissioning for funded capital equipment, so the asset ends up in clinical use rather than in a store room.
Capex · CommissioningWe take delivery as part of the mandate rather than handing over a plan. Sanction, disbursement and utilisation are tracked against the approved schedule the donor can see.
Delivery · UtilisationBecause CSR mandates vary so widely in size, geography and reporting burden, this vertical is quoted project by project rather than on a standing rate. The fee covers project design, compliance verification, execution management and outcome reporting, and is agreed in writing before work begins.
Institutions seeking CSR or grant funding for a defined programme or capital purchase.
Companies who want a healthcare programme built to their own mandate and delivered on their behalf.
Where a project also requires operational work on the receiving hospital or clinic, that portion is scoped under the relevant vertical and quoted separately, so the CSR budget funds the programme rather than our advisory time.
Corporate funding that reaches the ward, with execution attached. Let us scope a programme.