Social Welfare Administration

Social Welfare Administration

2012

SOCIAL WELFARE ADMINISTRATION ADMINISTRATION Administration

Administration is a cooperative human effort towards achieving some common goals. The word administration has been derived from the Latin words ‘ad’ and ‘ministrate’ which means to serve. In simple language, it means the ‘management of affairs’ or ‘looking after the people’. L.D. hite !"#$%& views that, 'the art of administration is the direction, coordination and control of man( persons to achieve some purpose or ob)ective.* According to +erbert A. imon !"#-&, 'In its broadest sense, administration can be defined as the activities of groups co/operative to accomplish common goals.* Organization

An organi0ation is defined as, 'a social unit of people, s(stematicall( structured and managed to meet a need or to pursue collective goals on a continuing basis.* All organi0ations have a management structure that determines relationships between functions and positions, and subdivides and delegates roles, responsibilities, and authorit( to carr( out defined tasks. 1rgani0ations are open s(stems in that the( affect and are affected b( the environment be(ond their boundaries. 1ne wa( to ‘measure’ organi0ational t(pes is b( using 12AI, the 1rgani0ational 2ulture Assessment Instrument. This s(stem is 3uite popular due to its effective and simple nature. Two primar( characteristics are measured b( this s(stem4 

The ratio of stabilit( versus fle5ibilit(, and

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The ratio of internal versus e5ternal mindedness.

6ased on these two dimensions, four t(pes of organi0ations can be discerned, which are briefl( discussed here. 1. Hierarchical Organization The hierarchical hierarchical organi0atio organi0ation n is ver( effective in a relativel( relativel( stable environment environment,, where the efficient and predictable delivering of products is its main reason of e5istence. 7ollowing the rules and procedures is of the utmost importance here. These t(pes of organi0ations are often characteri0ed b( a machine bureaucrac( with a role culture. 7or e5ample, 8cDonald’s !think standardi0ati standardi0ation on and efficienc(& efficienc(& and the 7ord 8otor 8otor 2ompan( 2ompan( with their seventeen levels of management. 2. Market Organization In a more competitive environment, hierarchical organi0ations are no longer that effective, since the( are too ‘internal minded’. A more e5ternal minded organi0ation is re3uired in such

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Mrs. Ji Jinu Ab Abraham, As Asst. Pr Profess essor, So Socia cial Wo Work Dep Deptt., LI LISSA


2012

conditions. This t(pe is called the market organi0ation and is strongl( focused on the result of the the prod produc ucti tion on proc proces esses ses.. The The econ econom omica icall and and poli politi tical cal envi enviro ronm nmen entt is perc percei eive ved d as danger dangerous ous and is approa approache ched d aggress aggressive ivel( l(.. The focus in this this t(pe t(pe of organi organi0ati 0ation on lies lies primaril( on the results and productivit(. The feeling that holds the compan( together is that feeling of being better than the competition. +ere, a task culture dominates. 9eneral :lectric, under the leadership of former 2:1 ;ack elch, is a good e5ample of a market organi0ation. +e famousl( announced that if businesses divisions were not first or second in their markets then, simpl(, the( would be sold. Their corporate culture was !and still largel( is& highl( competitive where performance results speak louder than process. 3. Family Organization In a famil( famil( organi organi0ati 0ation on !which !which is most most often often a profess profession ional al bureau bureaucra crac(& c(& the idea that that success is a conse3uence of individual development, teamwork and shared norms and values is paramount. The freedom of action for the individual emplo(ee is cherished. This t(pe of organi0ation is characteri0ed b( a lot of attention for the individual and a strong sense of solidarit(. The culture in this t(pe of compan( is a personal culture. A good e5ample of a famil( organi0ation in American business is Tom’s of 8aine, which produces all/natural toothp toothpaste astes, s, soaps, soaps, and other other h(gien h(gienee produc products. ts. The founde founder, r, Tom 2happe 2happell, ll, grew grew the compan( to respect relationships with co/workers, customers, owners, agents, suppliers, the communit(, and the environment. According to their compan( statement of beliefs, the( aim to provide their emplo(ees with 'a safe and fulfilling environment and an opportunit( to grow and learn.* T(pical of famil( organi0ation cultures, Tom’s of 8aine, is like an e5tended famil( with high morale and Tom himself takes on the role of mentor or parental figure. 4. Adhocracy In an adhocrac(, the temporar( character of the organi0ation is the central tenet. This is a conse3uence of the central position of innovation and fast adaptation to new situations. +ierarchical power levels are missing and someone’s influence can strongl( fluctuate based on the problem that is being solved. In cultural perspective, creativit(, entrepreneurship and a d(namical attitude dominate. The overall task is innovation and the production of uni3ue and origin original al servic services es and products products.. The domina dominant nt cultur culturee in this this t(pe t(pe of organi organi0at 0ation ion is a combination of a task and personal culture. +igh/tech companies like 9oogle are protot(pical adhocr adhocrac( ac(.. 9oogl 9ooglee develo develops ps innova innovativ tivee web tools, tools, taking taking advant advantage age of entrep entrepren reneur eurial ial software engineers and cutting/edge processes and technologies. Their abilit( to 3uickl( develop new services and capture market share has made them leaders in the marketplace and forced less nimble competition to pla( catch/up. Management

8anagement is the process of reaching organi0ational goals b( working with and through people and other organi0ational resources. It has the following < characteristics4 ". It is a process process or series series of of continuin continuing g and related activities. activities.

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=. It involves involves and concen concentrates trates on on reaching reaching organi0atio organi0ational nal goals. goals. <. It reaches reaches these goals goals b( working working with and throug through h people people and other other organi0a organi0atio tional nal resources. Principles of Management There are "$ >rinciples of 8anagement described b( +enri 7a(ol. 1. Division of Labour

+enr( 7a(ol has stressed on the speciali0ation of )obs. +e recommended that work of all kinds kinds must must be divide divided d ? subdiv subdivide ided d and allott allotted ed to variou variouss person personss accord according ing to their their e5pertise in a particular area. ubdivision of work makes it simpler and results in efficienc(. It also helps the individual in ac3uiring speed, accurac( in his performance. peciali0ation leads to efficienc( ? econom( in spheres of business. =. >art( >art( of of Autho Authorit( rit( ? @espo @esponsi nsibil bilit( it( Authorit( ? responsibilit( are co/e5isting. If authorit( is given to a person, he should also be made responsible. In a same wa(, if an(one is made responsible for an( )ob, he should also have concerned authorit(. Authorit( refers to the right of superiors to get e5actness from their sub/or sub/ordin dinate atess wherea whereass respon responsib sibilit ilit( ( means means obliga obligatio tion n for the perfor performan mance ce of the )ob assigned. There should be a balance between the two i.e. the( must go hand in hand. Authorit( Authorit( without without responsibili responsibilit( t( leads to irresponsibl irresponsiblee behaviour behaviour whereas responsibilit( responsibilit( without authorit( makes the person ineffective. <. >rin >rincip ciple le of 1ne 1ne 6oss 6oss A sub/ordinate should receive orders and be accountable to one and onl( one boss at a time. In other words, a sub/ordinate should not receive instructions from more than one person because4

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It undermines authorit(

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eakens discipline

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Divides lo(alt(

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2reates confusion

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Dela(s and chaos

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:scaping responsibilities

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Duplication of work

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1verlapping of efforts



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Therefore, dual sub/ordination should be avoided unless and until it is absolutel( essential. nit( of command provides the enterprise a disciplined, stable ? orderl( e5istence. It creates harmonious relationship between superiors and sub/ordinates. $. nit nit( ( of of Dir Direc ecti tion on 7a(ol advocates one head one plan which means that there should be one plan for a group of activities having similar ob)ectives. @elated activities should be grouped together. There should be one plan of action for them and the( should be under the charge of a particular manager. According to this principle, efforts of all the members of the organi0ation should be direct directed ed toward towardss common common goal. goal. ithou ithoutt unit( unit( of direct direction ion,, unit( unit( of action action cannot cannot be achieved. In fact, unit( of command is not possible without unit( of direction. B. :3uit( :3uit( :3uit( means combinatio combination n of fairness, kindness ? )ustice. )ustice. The emplo(ees emplo(ees should should be treated with kindness ? e3uit( if devotion is e5pected of them. It implies that managers should be fair and impartial while dealing with the subordinates. The( should give similar treatment to people of similar position. The( should not discriminate with respect to age, caste, se5, religion, religion, relation etc. :3uit( :3uit( is essential essential to create and maintain cordial relations relations between between the managers managers and sub/ordinat sub/ordinate. e. 6ut e3uit( does not mean total absence of harshness. harshness. 7a(ol was of opinion that, 'at times force and harshness might become necessar( for the sake of e3uit(*. -. 1rder This principle is concerned with proper ? s(stematic arrangement of things and people. Arrangement of things is called material order and placement of people is called social order. 8aterial order/ There should be safe, appropriate and specific place for ever( article and ever( place to be effectivel( used for specific activit( and commodit(. ocial order/ election and appointment of most suitable person on the suitable )ob. There should be a specific place for ever(one and ever(one should have a specific place so that the( can easil( be contacted whenever need arises. C. Discip cipline Acco Accord rdin ing g to 7a(o 7a(ol, l, 'Disci 'Discipl plin inee mean meanss sinc sinceri erit( t(,, obed obedie ienc nce, e, respe respect ct of auth author orit( it( ? observance of rules and regulations of the enterprise*. This principle applies that subordinate should respect their superiors and obe( their order. It is an important re3uisite for smooth running of the enterprise. Discipline is not onl( re3uired on path of subordinates but also on the part of management. Discipline can be enforced if4

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There are good superiors at all levels.

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There are clear ? fair agreements with workers.

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anctions !punishments& are )udiciousl( applied.



2012

%. Initiativ tive orkers should be encouraged to take initiative in the work assigned to them. It means eagerness to initiate actions without being asked to do so. 7a(ol advised that management should should provide provide opportuni opportunit( t( to its emplo(ees to suggest suggest ideas, e5periences? e5periences? new method method of work. It helps in developing an atmosphere of trust and understanding. >eople then en)o( working in the organi0ation because it adds to their 0eal and energ(. To suggest improvement in formulation ? implementation of place. The( can be encouraged with the help of monetar( ? non/monetar( incentives. #. 7air 7air @em @emuner unerat atio ion n The The 3uan 3uantu tum m and and meth method od of remun remunera erati tion on to be paid paid to the the work worker erss shoul should d be fair, fair, reasona reasonable ble,, satisfac satisfactor( tor( ? reward rewarding ing of the effort efforts. s. As far as possib possible le it should should accord satisfaction to both emplo(er and the emplo(ees. ages should be determined on the basis of cost of living, work assigned, financial position of the business, wage rate prevailing etc. Logical ? appropriate wage rates and methods of their pa(ment reduce tension ? differences between workers ? management creates harmonious relationship re lationship and pleasing atmosphere of work. 7a(ol also recommended provision of other benefits such as free education, medical ? residential facilities to workers. ". tabilit( tabilit( of Tenure Tenure 7a(ol 7a(ol emphasi0ed emphasi0ed that emplo(ees emplo(ees should not be moved moved fre3uentl( fre3uentl( from one )ob position position to another i.e. the period of service in a )ob should be fi5ed. Therefore emplo(ees should be appointed after keeping in view principles of recruitment ? selection but once the( are appointed their services should be served. According to 7a(ol. 'Time is re3uired for an emplo(ee to get used to a new work ? succeed to doing it well but if he is removed before that he will not be able to render worthwhile services*. As a result, the time, effort and mone( spent on training the worker will go waste. tabilit( of )ob creates team spirit and a sense of belongingness among workers which ultimatel( increase the 3ualit( as well as 3uantit( of work. "". calar calar 2hain 2hain 7a(ol defines scalar chain as ’The chain of superiors ranging from the ultimate authorit( to the lowest* lowest*.. :ver( :ver( orders, orders, instru instructi ctions ons,, messag messages, es, re3ues re3uests, ts, e5plan e5planati ation on etc. etc. has to pass pass through through calar chain. 6ut, for the sake of convenienc conveniencee ? urgenc(, urgenc(, this path can be cut short and this short cut is known as 9ang >lank. A 9ang >lank is a temporar( arrangement between two different points to facilitate 3uick ? eas( communication as e5plained below4 9ang >lank clarifies that management principles are not rigid rather the( are ver( fle5ible. The( can be moulded and modified as per the re3uirements of situations "=. ub/1rdination of of Individual Interest to 9eneral Interest

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An organi0ation is much bigger than the individual it constitutes therefore interest of the undertakin undertaking g should should prevail prevail in all circumstances. circumstances. As far as possible, possible, reconciliation reconciliation should be achieved between individual and group interests. 6ut in case of conflict, individual must sacrifice for bigger interests. In order to achieve this attitude, it is essential that4 

:mplo(ees should be honest ? sincere.

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>roper ? regular supervision of work.

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@econciliation of mutual differences and clashes b( mutual agreement. 7or e5ample, for change of location of plant, for change of profit sharing ratio, etc.

"<. :spirit :spirit De’ 2orps It refers to team spirit i.e. harmon( in the work groups and mutual understanding among the members. pirit De’ 2orps inspires workers to work harder. 7a(ol cautioned the managers against dividing the emplo(ees into competing groups because it might damage the moral of the workers and interest of the undertaking in the long run. To inculcate :spirit De’ 2orps following steps should be undertaken4 

There should be proper co/ordination of work at all levels

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ubord ubordina inates tes should should be encour encourage aged d to develo develop p inform informal al relatio relations ns among among themselves.

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:fforts should be made to create enthusiasm and keenness among subordinates so that the( can work to the ma5imum abilit(.

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:fficient emplo(ees should be rewarded and those who are not up to the mark should be given a chance to improve their performance.

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ubordinates should be made conscious of that whatever the( are doing is of great importance to the business ? societ(.

"$. 2entrali0atio 2entrali0ation n ? De/2entrali0ation De/2entrali0ation 2entrali0ation means concentration of authorit( at the top level. In other words, centrali0ation is a situatio situation n in which which top managemen managementt retains retains most most of the decisio decision n making making author authorit( it(.. Decen Decentr trali ali0at 0atio ion n mean meanss disp dispos osal al of deci decisio sion n maki making ng auth author orit( it( to all the the leve levels ls of the the organi0ation. In other words, sharing authorit( downwards is decentrali0ation. According to 7a(ol, 'Degree of centrali0ation or decentrali0ation depends on no. of factors like si0e of business, e5perience of superiors, dependabilit( ? abilit( of subordinates etc. An(thing which increases the role of subordinate is decentrali0ation ? an(thing which decreases it is centrali0ation. 7a(ol suggested that absolute centrali0ation or decentrali0ation is not feasible. An organi0ation should strike to achieve a lot between the two. Social Welfare Administration – Introdction Introdction

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In earlier times, social welfare was performed performed b( a select few individuals individuals or small groups groups of individuals who were inspired b( compassion and concern for the poor, the need( and the destitute. ince, it is no longer accepted that an( normall( intelligent person with good intentions can administer the welfare work, a sound administration is vital. It is increasingl( reali0ed that social welfare programmes re3uire 3ualified and trained social welfare personnel to perform social welfare functions efficientl(. o, it is argued that for serving the people effectivel( it is necessar( to be professional, as professionalism can increase the abilit( of social welfare personnel to solve the pressing social problems confronting our societ(. ocial welfare administration aims to appl( professional competence to achieve social work goals. ocial work’s aim is to provide service to individuals in the societ( and social welfare admini administra stratio tion n is the ‘busin ‘business’ ess’ of social social work. work. ocial ocial welfare welfare admini administra stratio tion n helps helps in professionall( doing social work in the societ(. Conce!ts related to Social Welfare Administration

ocial !e"elopment Development means progressive change in the living conditions and 3ualities of life of the members of the societ(. The process of social development is growth in the direction of modernit(, nation/building and socio/economic progress. Development has to be a whole, value laden, cultural cultural process, process, including including the natural natural environme environment, nt, social relations, education, education, production, consumption and well being of the whole nation. Thus social development is the transfo transforma rmatio tion n of the societ( societ(.. It is ver( ver( essenti essential al that that social social welfare welfare administ administrati ration on be practiced to bring in the re3uired social development in our countr(. countr(. ocial #elfare ocial welfare is understood as those formall( organi0ed and sociall( sponsored institutions, agencies and programmes that operate to improve and maintain the economic conditions, heal health th or inte inter/p r/per erso sona nall comp compete etenc ncee of some some secti section onss of the the popu popula lati tion on or of all all the the population. Thus, social welfare implies reordering of socio/economic relations in the present societ(, which is undergoing rapid transformation. ocial welfare can be defined as 'The organi0ed s(stem of social welfare institutions designed to aid disadvantaged individuals and grou groups ps to attai attain n satisf satisf( (ing ing stan standa dard rdss of life life and and healt health. h. It aims aims at perso persona nall and and socia sociall relationship which permits individuals to develop their full capacities and the promotion of their well/being in harmon( with the needs of the communit(* !Titmus, "#-%&. ocial #elfare Agency It is an organi0ation or an institution that provides treatment and preventive services in social welfare. These agencies practice social work, according to the ob)ectives laid down b( the agenc(. ocial welfare agencies are of three kinds4 1. 9overnmental agencies which function according to the governmental setup, run and controlled b( the government and funded b( the ta5es collected.

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!. olu olunt ntar ar( ( agen agenci cies es fina financ nced ed b( the the memb member erss of the the comm commun unit it( ( with with loca locall contributions and donations. ". Eon/governmental and autonomous agencies promoted and funded b( the government.

Social Welfare Administration – Definition

ocial welfare administration is a process through which social polic( is transformed into social services. It involves the administration of government and non/government agencies. The American American 2ounci 2ouncill of ocial ocial ork ork :ducati :ducation on in its curriculu curriculum m stud( stud( has given a comprehensive definition of social welfare administration. It states 'administration is the process of transforming communit( resources into a programme of communit( services, in accordance with goals, policies and standards which has been agreed b( those involved in the enterprise. It is creative in that it structures roles and relationships in such a wa( as to alter and enhance the total product. It involves the problem solving process of stud(, diagnosis and treatment*. +erleigh Tracker !"#C"& interprets social welfare administration as a 'process of working with people in wa(s that release and relate their energies so that the( use available resources to accomplish the purpose of providing needed communit( services and programmes.* Featres of Social Welfare Administration

ome distinctive features of social welfare administration are4 ". ocial ocial welfare welfare administ administrati ration on deals deals with with social welfare welfare agencies agencies and helps helps them them to achiev achievee their their ob)ect ob)ective ivess for the target target group groupss for which the( the( are workin working. g. It is specificall( concerned with identification of social ob)ectives, the formulation and implementation of proposed programmes to achieve the ob)ectives laid down. =. 7rom 7rom func functi tion onal al poin pointt of view view,, soci social al welf welfar aree admi admini nist stra rati tion on incl includ udes es thre threee perspectives of social problems4 a. restoration of impaired social functioningF b. provision of resources, social and individual, for more effective social functioningF

c. preven preventio tion n of of socia sociall d(sfun d(sfuncti ction. on. <. Despite Despite variatio variations ns in si0e, si0e, scope, scope, structur structuree and t(pes t(pes of progra programm mmes, es, ever( agenc( agenc( has a governing board as an ape5 bod( for final decision/making. The board is generall( represented b( the communit( it intends to serve.

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$. ocial ocial welfare welfare admini administra stratio tion n re3uir re3uires es optim optimum um utili0ati utili0ation on of its availabl availablee resourc resources es together with active communit( participation, so that the ultimate goal of programmes can be achieved properl(. B. ocial welfare welfare agencies agencies have have to allocate allocate certain certain portion portion of of their resource resourcess for survival survival so that the organi0ation organi0ation can continue continue to e5ist. 6ut this should not limit their capacit( to achieve 3uantitative and 3ualitative growth. -. oci ocial al welf welfare are agen agenci cies es gene general rall( l( func functi tion on in a coop coopera erati tive ve mann manner er and and ensu ensure re participation of all the members in administration of their activities. &. Ther Theree is a grow growin ing g trend trend in thse thse agen agenci cies es to recru recruit it prof profess essio iona nall( ll( 3ual 3ualif ified ied manpower. It has helped in introducing professional approach in their functioning.

Fnctions of Social Welfare Administration

The functions of social welfare administration to achieve the ob)ectives set up b( the agenc( would include4 1. To formulate the appropriate ob)ectives and programmes of the agenc(, it is ver( important to get the re3uired information and to understand the total situation. The agenc( generall( focuses on a particular problem in a particular geographical area. !. To anal(0e the collected information so as to plan appropriate measures to solve social problems. ocial welfare agenc(’s work is to address social problems of the societ( in that given area. ". To recogni0e, screen and opt for an appropriate plan of action to tackle problems and handle the initiatives of the social welfare agenc(. #. 7orm 7ormul ulati ating ng poli polici cies, es, prog progra ramm mmes es and and plan planss for for effec effecti tive vel( l( carr( carr(ing ing out out the the ob)ectives of the social welfare agenc( in a planned manner. $. To iden identi tif( f( appr approp opri riat atee perso personn nnel el for for the the soci social al welf welfare are agen agenc( c( with with prop proper er orie orient ntati ation on and and supe superv rvisi ision on so that that the( the( unde underst rstan and d the the ob)ec ob)ecti tive vess and and how how to implement the programmes in order to achieve the goals of the agenc(. %. To inspire volunteers who can involve themselves in the aims, ob)ectives and goals of the social welfare agenc(. &. The administration has to delegate work to various departments under supervisors who will be accountable for the assigned work, in the various departments which has to be coordinated so that ma5imum results are obtained. '. @ule @ules, s, regul regulat atio ions ns,, prac practi tices ces and and proc proced edur ures es have have to be set up so that that ther theree is uniformit( and accountabilit( among all staff in the agenc( so that the ob)ectives of the agenc( are easil( accomplished.

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(. The agenc( must keep proper records and reports. These records and reports must be anal(0ed and interpreted to find out the progress of the agenc(’s work. 1). The financial practices must be ver( economicall( and strictl( laid down so that there can be no misappropriations. The finances must be accuratel( utili0ed and accounted for financ financee is the backbone backbone of an( organi0at organi0ation ion.. o financ finances es must must be proper properl( l( managed. 11. :ver( agenc( has to la( down certain standards of work and work towards meeting those standards at all times. The personnel from highest level to the lowest level must understand and maintain the standards and work for it with great care. 1!. 1ne of the main threads that binds the whole agenc( together is communication. The comm commun unic icati ation on must must be clear clear and and smoo smooth th from from all all secto sectors rs of the the agen agenc( c( be it hori0ontal from department to department, or vertical from top to bottom or bottom to top. The agenc( must also have an open communication channel with the communit( people. 1". oci ocial al welf welfare are admi admini nistr strati ation on must must also also see to it that that the the agen agenc( c( has has suit suitab able le coordination within the various departments of the agenc( and at various levels in the agenc(. The agenc( when it works as a whole, it becomes most effective to meet its ob)ectives. ob)ectives. The social welfare agenc( must also have proper proper coordination coordination with other agencies working in the same field. There must be networking with agencies with similar themes, in same geographical areas. 1#. ocial welfare administration has an important role in monitoring and evaluation of the agenc(’s programmes and in assessing overall work.

Administrati"e #rocess in Social Welfare Instittions

>1D >1D2o 2o@6 @6 is an acro acron( n(m m whic which h soci social al welfa welfare re admi admini nistr strati ation on has has borro borrowe wed d from from management theor(. The classical management thinker, Luther 9ullick gave this acron(m to describe the functions of a manager in an organisation. Planning According to Terr( and 7ranklin ‘>lanning is selecting information and making assumptions regarding the future to formulate activities necessar( to achieve organisational ob)ectives’. :ver( organisation does some form of planning, as the( have to prepare for the future. In large organisations, planning is done b( a separate division or department which generall( reports to the 2hief e5ecutive. >lanning, here, is a highl( speciali0ed area, as a number of factors have to be taken into consideration. The department includes e5perts from diverse fields such as economics, statistics, management, etc. hen an( organisation operates in more than one region or countr(, the comple5it( of the planning process increases. In smaller organisations, the task is entrusted to staff members, who handle other work but have the

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competence and knowledge to do the planning functionF do planning. :ither wa( planning is an important activit( of the administrator. 8a)or teps in >lanning4 ". Defi Define ne the the pro probl blem em nderst nderstand anding ing the proble problem m and its variou variouss dimensi dimensions ons is the first step in the planning planning process. 8an( e5perts sa( that if the problem is ade3uatel( defined half the problem is solved. !. 2ollect all relevant data and information about the activities involved

The The sour sources ces of info inform rmati ation on can can be from from with within in the the orga organi nisat satio ion n and and outsi outside de it. it. The The organi organisati sation on can use outsid outsidee source sourcess of inform informati ation on like like govern governmen mentt report reports, s, polici policies, es, legislations, legislations, >lanning >lanning commission commission documents etc. ources ources from within the organisatio organisation n inclu include de poli polic( c( statem statemen ents, ts, agen agenc( c( repor reports, ts, eval evalua uatio tion n repo report rts, s, minu minutes tes of meet meetin ings gs,, documents etc. <. Anal( Anal(0e 0e the the info inform rmati ation on An enormous amount of data ma( be collected from various sources. 6ut if the( are not seen from the organisational perspective then the( cannot be of much use. :ver( component has to be seen as part of the larger whole. 2ause and effect relationships have to be established. #. :stablish planning criteria and standards

>lanning >lanning criteria are assumptions assumptions on which the plan is to be formulated. formulated. The criteria will be drawn from the organisation’s ideolog(, socio/economic factors, information gathered and the priorities of the decision/makers. These criteria will form the basis on which different action plans will be )udged. $. >reparation of different action plans for achieving the goal

8ost organisations organisations formulate a number number of tentative plans. This enables enables the decision/makers decision/makers to choose among the alternatives available based on its advantages and disadvantages. %. Decide on one plan from the different alternative plans

The The >lan >lan shou should ld be work workab able le and and cost cost effec effecti tive ve.. It shou should ld be reali realisti sticc enou enough gh to be implemented. 1ften it is said that the plan was good but its improper implementation ruined it. A good planner, therefore, will take into account these factors that impede implementation. A planne plannerr should should also take take into into accoun accountt strengt strengths hs and weakne weaknesses sses of the implem implementi enting ng agenc(. &. Arrange detailed se3uence and timing for the plan

Decide what activities have to be carried out and when. Time is an important but scarce resource and maintaining the time schedule is therefore important.

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%. >rovid >rovidee chan channel nelss for for feedbac feedback k 2onstant feedback and monitoring are necessar(. It will help identif( shortcomings in the plan and its implementation. ome part of the plan ma( have to be modified if unforeseen factors influence the implementation process. #. Impl Implem emen entt the the plan plan The success of an( plan sets on its effective implementation. ". :valuate :valuate the plan performance. performance. The last step in the planning process is the evaluation of its performance. At his stage onl( the success or failure of a plan is )udged. T(pes of >lans4 ". tra trate tegi gicc >lan >lanni ning ng / trat trateg egic ic plan planni ning ng !also !also calle called d long long/te /term rm plan planni ning ng&& has has two two important elements. It covers a long period of time which ma( e5tend from five to twent( or more (ears and secondl( it covers mostl( all the activities within the organisation. In other words, it is long/term and comprehensive planning. !. 1perationali0ed >lanning / 1perationali0ed >lanning is also called tactical planning and it indicates the specific activities to be taken so that specific goals are to be achieved. 2ompared to strategic planning, operationali0ed planning is short/term and deals with specific areas. These two t(pes of planning are not inclusive. trategic planning depends on the operationli0ed operationli0ed planning for achieving its goals.

Organising 1rganising means establishing effective behavioural relationship among persons so that the( ma( work together efficientl( and gain personal satisfaction in doing selected tasks under given environmental condition for the purpose of achieving some goal or ob)ective. The need for an organisatio organisation n emerges emerges when one individual individual cannot perform all the necessar( tasks. As number of individual individualss increase, increase, the( are further divided into groups each of which are given a specific set of tasks to perform. +ow and on what basis these tasks are divided among individuals and group is the role of ‘organising’ in management. Eeed for 1rganising4 ". 2lear/c 2lear/cut ut lines of author authorit( it( and responsib responsibili ilit( t( in an organisat organisation ion are created created which help in controlling and leading the organisation. =. There here are are less lesser er oppor pportu tun nitie itiess responsibilities are clearl( defined.

for for

org organis anisat atio ion n

con conflic flicts ts if orga organ nisat isatio ion nal

<. 1rga 1rgani nised sed groups groups and and orga organi nisat satio ions ns are are more more like likel( l( to give give satis satisfac facti tion on to the the emplo(ees and thereb( positive results for the organisation.

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:lements of 1rganising4 There are four important elements in organising G division of labour, degree of centrali0ation and decentrali0ation, departmentali0ation and span of control. ". Division Division of labour labour means means that the the total work work of the organi organisation sation is divide divided d into smaller smaller units and distributed among the emplo(ees. ork is allotted to person most suited to do it. It allows the emplo(ers to attain proficienc( in their work and thereb( increase the efficienc( of the organisation. =. 2ent 2entra rali li0a 0ati tion on and and dece decent ntra rali li0a 0ati tion on refe refers rs to the the degr degree ee to whic which h auth author orit it( ( is distributed distributed among the various various levels of the organisation. organisation. If authorit( authorit( is distributed distributed in such a wa( that ma)orit( of the decisions are taken b( the top managers then the organi organisati sation on is called called centrali0e centrali0ed. d. 1n the other other hand, hand, if the lower levels of the organisation have authorit( to make decisionHwithout seeking approval from the top level level manage managers rs then then the organi organisati sation on is called called decent decentrali rali0ed 0ed.. Importa Important nt decisio decisions ns includ includee those those related related to financ financial ial matters matters,, progra programm mmee schedu schedules, les, adminis administrat trative ive matters, staff problems, etc. The degree of centrali0ation and decentrali0ation depends on a number of factors like organisational histor(, level of trust in the organisation, subordinat subordinate’s e’s staff competence, competence, technolog( technolog( available available etc. :5cessive centrali0ation centrali0ation is likel( likel( to reduce reduce emplo emplo(e (ee’s e’s motiv motivatio ation n and discou discourag ragee initia initiativ tive. e. It is also also time time consuming when ever( decision has to be referred to the top and approval obtained for the same. The 3ualit( of decisions making ma( also suffer, as often it is the lower leve levell staff staff that that know know the the loca locall cond condit itio ions ns bett better er.. 1n the the othe otherr hand hand,, too too much much decentrali0ation is also harmful. Decentrali0ation ma( result in declining control of the top management. 2onse3uentl( emplo(ees at the lower levels ma( engage in empire building at the cost of neglecting organisational ob)ectives. 2oordination in the the orga organi nisat satio ion n ma( ma( suff suffer er as each each part part ma( ma( char chartt its its own own cour course. se. 2hao 2haoss and and indiscipline will be the result. <. Departm Department entali0 ali0ati ation on refers to the formal formal structu structure re of the organi organisati sation on composed composed of various departmental and managerial positions and their relationship to each other. Departments are formed on the following basis G function, product, territor(, clients and process. ome e5amples are provided here of departments based on these factors.

1"

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7unction based departments G 8arketing department, >ersonnel department. >lanning department, etc.



>roduct based departments G 8icro/credit department, water and sanitation department etc.



Territor( based departments G Eorthern @ailwa(s, outhern @ailwa(s, :astern @ailwa(s.



2lient/based departments G omen and child department, elfare of 2T.





2012

>rocess/based departments G 8arketing, >lanning, administration etc.

There are at least three departments departments which will almost almost inevitabl( inevitabl( be present in ever( organisation. The( are namel( administration, accounts and services. 8ost of the large organisations have departments based on more than one factors. $. pan of of control control refers to the the number number of subordinat subordinates es an individu individual al can supervise supervise and and control. 2ontrol is not to be seen as something narrow and negative. It refers to the superior’s guidance, encouragement and appreciation provided to the subordinates. 8anagement e5perts recommend that no superior can control more than five or si5 subordinates without decline in the 3ualit( of supervision. taffing taffing is the management function that deals with the recruitment, placement, training and develo developme pment nt of organi organisati sation on members members.. An( organi organisati sation on is as good good as it’s it’s emplo( emplo(ees’ ees’ performance shows. taff of the organisation should be selected, retained and promoted based on the needs of the organisation and their performance. taffing >rocess4 +uman @esource >lanning should take into consideration the following internal and e5ternal factors. The internal factors that need to be taken into consideration are the present and future skill needs, vacancies, areas of priorities of the organisation and its financial condition. :5te :5tern rnal al fact factor orss incl includ udee the the poli polici cies es of gove govern rnme ment nt,, dono donorr agen agenci cies, es, coll collab abor orati ating ng organisations, the labour market etc. 1. @ecrui @ecruitme tment4 nt4 @ecrui @ecruitme tment nt is concern concerned ed with with develo developin ping g a large large pool pool of )ob for candidates in line in view of the needs of the organisation. This can be achieved b( giving giving wide wide public publicit( it( to the positi position on availa available ble and attract attracting ing man( man( as eligib eligible le candidates as possible for the positions. !. election4 election involves evaluating and choosing among the )ob candidates. A number of means like interviews, group discussion, and skill tests are used to select the candidates. ". Induction and 1rientation4 After selection, the newcomer has to be helped to fit into the the orga organi nisa sati tion on.. The( The( are are intr introd oduc uced ed to thei theirr coll collea eagu gues es,, ac3u ac3uai aint nted ed with with responsibilities and informed about organisation policies and goals. #. Train Trainin ing g and and Deve Develo lopm pmen ent4 t4 The The proc process ess of trai traini ning ng and and deve develo lopm pmen entt aims aims at increasing the knowledge and skills of the emplo(ees along with attitudinal changes. The overall aim is to increase organisation’s productivit( and emplo(ee’s level of )ob satisfaction. $. >erformance Appraisal4 >erformance appraisal aims at )udging the performance of the emplo(ee’s and hisher contribution to the organisation. >erformance appraisal has to

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be done on the basis of ob)ective standards and not on the whims and fancies of the superior officer. 7urther the emplo(ee should have a clear )ob profile and should know on what basis he or she is being )udged. If performance is satisfactor(, the emplo(ee ma( be rewarded and if it is not, corrective action is to be taken. >eople )oin organisations not merel( for monetar( gains. The( also look for satisfaction of their social needs, self/esteem needs and emotional needs. In an( case, after a person has achieved financial securit(, he or she will most probabl( seek other kinds of fulfillments namel( pride in the )ob, a sense of achievement, satisfactor( associations at work place, autonom( to function independentl(, etc. It is up to the organisation to provide emplo(ees with these opportunities. !irecting Directing is the managerial function of guiding, supervising and leading people. According to 2handa 2handan n ‘it is concer concerned ned with with direct directing ing the human human efforts efforts toward towardss organi organisati sationa onall goal goal achievement’. ometimes directing and leading are seen as one function. 1ften it is the success or failure of this function that will determine whether the organisation will achieve its ob)ec ob)ecti tive ves. s. Lead Leadin ing g also also dete determ rmin ines es the the level levelss of satis satisfac facti tion on the the empl emplo( o(ees ees of the the orga organi nisat satio ion n e5pe e5perie rienc nce. e. ome ome of the the re3ui re3uire reme ment ntss for for succ success essfu full lead leader ersh ship ip in an organi organisati sation on are4 are4 clear/cu clear/cutt ob)ect ob)ective ivess which which should should be known known to all the manager managerss and emplo( emplo(ees, ees, meanin meaningfu gfull superv supervisio ision n b( the superi superiors ors of the subord subordina inates, tes, partic participa ipator( tor( managerial st(le, unit( of direction, and purposive and effective follow/up. Leadership Leadership is defined as the relationship in which the one person influences others to work together willingl( on related tasks to attain goals devised b( the leader and the group. Leaders can be formal or informal. 7ormal leaders are found in formal institutions like bureaucratic organisations, political parties, and militar(. +ere the organisational functioning is governed b( written and formal rules. The( determine how the leader is selectedelected and what hisher hisher powers are and how the( are to be e5ercised. 1n the other hand, informal informal leadership leadership depends on the personal 3ualities of the leader such as the charm, intelligence, skills etc. Leadership t(les ". Auto Autocr crat atic ic Lea Leade ders rs Autocr Autocratic atic leader leaderss are those those who assume assume all author authorit( it( to themse themselve lves. s. ubord ubordina inates tes are discou discourag raged ed to offer offer suggest suggestion ionss or partici participat patee in decisio decision n making making process process.. Autocr Autocratic atic leadership has some advantages and are useful in certain situations. In this st(le, firstl( decision making is 3uick and in emergencies it can be advantageous. econdl(, decisions will refl reflec ectt the the lead leader er’s ’s prio priori riti ties es and and will will not not be dilu dilute ted. d. Thir Thirdl dl( (, if subo subord rdin inat ates es are are ine5perience ine5perienced d or are not 3ualified, 3ualified, then autocratic autocratic leadership leadership is better. better. Autocratic Autocratic leadership has man( disadvantages also. As autocratic leaders do not take into account opinions of others, it ma( result in bad decisions. econdl(, the lack of consultation ma( adversel( affect

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2012

subordinate’s motivation and alienate them. It will increase resentment towards the leader and the organisation as a whole. =. >artic >articipat ipative ive or Democr Democratic atic Decisio Decision/m n/maki aking ng In the democratic or participative decision making process the subordinates are consulted. Their opinions are activel( sought and a consensus arrived at before decisions are taken. The decisions decisions thus taken ma( or ma( not reflect the opinion opinion of the leader. The ma)or advantages advantages of this t(pe of decisions making are that ma5imum possible information is collected and differe different nt viewpo viewpoint intss are to be conside considered red.. >artici >articipat pation ion of man( man( indivi individua duals ls means means that that decisions taken will have a better chance of being accepted b( others. As a result, confidence and lo(alt( lo(alt( among among the worker workerss will will increas increase. e. +oweve +owever, r, success success of democr democratic atic decisio decision n making depends on certain conditions. A pre/condition for democratic decision making is that individuals are motivated to contribute to the decision making process. Absence of this motivation will lower the 3ualit( of decisions made. There should also be trust between the leaders leaders and the members. If there are vested interests or if the organisation organisation has something something to hide from the emplo(ees then the decision making process will be flawed. 7urther, there should also be a spirit of give and take as no one can get totall( satisfactor( decisions. <. Laisse0 Laisse0/fai /faire re or or 7ree/r 7ree/rein ein Leader Leadershi ship p The leader gives the organisation ma5imum freedom to make decisions. The leader is in most cases a figure head and at other times a coordinator between the various members. It gives ma5imum autonom( to the members leading to creativit( and freedom of e5pression. The ma)or disadvantages are that in under/motivated organisations this t(pe of leadership will result in chaos. In different organisations the nature of work and tradition makes the leader adopt one or other leadership leadership st(les. The leaders adopt adopt the laisse0/faire method in situation situation where encouraging encouraging creativit( is the aim G for e5ample, in universities or laboratories. 1n the other hand, in famil( famil( run busin business ess houses houses where where contro controll is consid considere ered d as importa important, nt, leadersh leadership ip st(les st(les adopted are closer to the autocratic leadership st(le. $oordinating 2oordination is the process of integrating the ob)ectives and activities of two or more units !departments !departments or functional functional areas& of an organisation organisation in order to achieve achieve organisation organisational al goals efficientl(. In the organising function, we have seen the need for division of work among the various units of the organisation. :fficienc( increases with speciali0ation of activit( and grou groupi ping ng of relat related ed work work.. 6ut 6ut the the divi divisio sion n of work work brin brings gs abou aboutt its its own own prob problem lems. s. Departments become so involved in their work that the( forget the organisational ob)ectives. Departmental interests are placed above organisational interests. a(s to Achieve 2oordination4

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2012

1. +ierarch( is an important method to achieve coordination. >eople who are high in the hierar hierarch( ch( have have more more author authorit( it( and respons responsibi ibilit( lit(.. +ierarc +ierarch( h( in fact channe channels ls and regula regulates tes the e5ercis e5ercisee of author authorit( it(,, work work alloca allocatio tion n and flow flow of commun communicat ication ion.. >roblems between departments if and when the( arise can be sorted out b( the superior officer. !. Anothe Anotherr import important ant method method of coordi coordinat nation ion is rules rules and regula regulatio tions. ns. @ules @ules and regulations regulations make organisatio organisational nal work predictable. predictable. @ules and regulation regulationss standardi0e standardi0e routine work which saves the time of the managers. :ver(one in the organisation will know know what what behavi behaviour our is e5pect e5pected ed from from himhe himherr and from others. others. Tasks will will be performed accordingl(. ". The identification identification of ob)ectives ob)ectives and formulation formulation of plans also improve improve coordinati coordination. on. This gives the organisation a unit( of purpose and a unit( of direction. The( help the various units with different responsibilities to direct their efforts toward achieving their targets. #. Larg Larger er orga organi nisat satio ions ns ofte often n use use comm committ ittees ees to impr improv ovee coor coordi dina nati tion on.. These These comm committ ittees ees cons consis istt of memb member erss of diff differe erent nt depa depart rtme ment ntss of the the orga organi nisat satio ions ns.. 2ommit 2ommittee tee meetin meetings gs help help them e5chan e5change ge inform informati ation, on, underst understand and each each others others viewpoints and problems and resolve conflicts. $. ertical and hori0ontal communication s(stems are used in all organisations to share information. Intra organisational official communications in the form of departmental notes, memos, official letters etc., help improve coordination between the various sections. %. Eowada(s, with the rise of information technolog(, IT enabled 8anagement Info Inform rmati ation on (ste (stems ms are are used used to tran transm smit it data data up and and down down the the level levelss of the the organisation. This s(stem enables 3uick reporting, processing, storing and retrieval of information as and when re3uired.

Till now we have discussed the formal means of improving coordination. 6ut it is now reali0ed that informal relationships between emplo(ees are as important as the formal means of coordination. &. >ersonal relationships between the various members improve overall coordination within within the organi organisati sation. on. In organi organisat sation ionss where where proper proper underst understand anding ing and trust trust between emplo(ees e5ists, the need for formal means of coordination, which are time consum consuming ing and cumber cumbersom some, e, will will be less. less. This This will will contri contribut butee to a better better work work environment and improve efficienc( of the organisation.

%eporting

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2012

@eporting means keeping the superiors informed about the various aspects of work including progress of the various programmes, problems in implementation and problems related in staff. @eporting is done at ever( level. The Annual @eport of the organisation is its statement of achievement and shortcomings to the general bod( of the organisation organisation and to the societ( at large. ithin the organisation, organisation, the 2hief 2hief :5ecut :5ecutive ive 1ffice 1fficerr report reportss to the 6oard 6oard of 8anage 8anagemen mentt or the govern governing ing bod(. bod(. ubordinates of the e5ecutive officer will report to himher and so on down to the lowest level of the organisation. Eeed for :ffective @eporting4 1. @eporting keeps the management informed about the organisation’s performance. !. @eporting allows the management to take corrective actions when things go wrong. ". @eporting inculcates a sense of responsibilit( among emplo(ees as the( have to report the programme activities to the higher authorities.

@eporting >rocess4 1. :stablish means b( which reporting is done. !. Jeep a time period within which the report is done. ". It should be decided as to whom the report should go and in what form. #. @eporting also includes action to be taken on the report.

&'dgeting The word ‘budget’ originall( meant a bag, pouch or pocket attached to a person. 6ut in the modern sense, a budget is a complete statement regarding the organisation’s income and e5penditure of the past financial (ear and provides an estimate of the same for the coming financial (ear. The organisation’s budget is usuall( approved b( the highest controlling bod(, the 6oard of 8anagement or the 9overning 2ouncil. 1nce the budget is approved, the allocation of funds to various sectionsdepartments of the organisation takes place. The concerned heads of departments have to function within the funds allocated to them. ometimes due to changes in environment or inside the organisation, a revised budget is formulated after a period of time which ma( increase or decrease the funds allocated to a particular department. 6udget 6udgeting ing is a special speciali0ed i0ed activit( activit( and person personss involv involved ed should should possess possess consid considerab erable le knowledge in accounts, economics, costing etc. to prepare a proper budget. A budget contains the e5penditure, income and outcome planned for a specific period of time. suall( budgets are made for a (ear, that is, annuall(. Through the budget, the manager

1'



2012

controls the activities of the organisation. Therefore budgeting refers to the controlling of the organisation based on a budget. Eeed for 6udgeting4 1. 7inance is the fuel on which the organisation runs. 1ne of the most effective wa(s of directing and controlling the organisation is b( controlling the financial part of the organisation. !. 6udgeting helps to control the e5cessive e5penditure. ometimes managers tend to over spend with )ustifications and sometimes without )ustifications. ell prepared budget with clear allocations to various heads prevents this costl( practice. ". 6udget 6udgeting ing also helps helps in preven preventin ting g admini administra strative tive and financ financial ial malpra malpractic ctices. es. At times, unscrupulous emplo(ees tr( a variet( of means to earn mone( at the cost of the organisatio organisation. n. 6ut budgetar( budgetar( allocation allocation prevents prevents this practice practice to a great e5tent. At the end of the (ear audit is done in which budgetar( allocations are compared with actual e5penditure incurred. Discrepancies if an( have to be e5plained. This ensures that there is a check and balance. #. 6udgeting improves the coordination in the organisation. >roper appropriation to different overheads within the organisation helps prevent conflict and overlapping. $. 6udgeting also helps in measuring the performance of the organisation. The actual performance of the organisation can be seen in relation to ob)ectives set forth in the budget. %. 6udgets are also a source of information. 6udgetar( allocations to various activities of the organisation reveal the priorities of the organisation. This is useful to people outside the organisation as well as its emplo(ees and supporters. &. Lastl(, the ver( process of budget preparation is an educative e5ercise. 8anagers review the e5isting situation, discuss the needs of the organisation in the coming (ear, and keeping in view the priorities of the organisation, prepare the budget. Thus the budgeting processes make the managers aware of the ob)ectives of the organisation, its its resou resource rce base base and and anti antici cipat patef efor orec ecast ast tren trends ds and and chan change gess in the the e5te e5tern rnal al environment.

("al'ation and Feed)ack :valuation means ‘to assess the value of ever( organisation’s rationale for its e5istence and the contribution it makes for the welfare of the societ(. It is for this reason that government and donor agencies provide funds and the people support these organisations. Eaturall( it has to be seen whether the organisation has been fulfilling its mission or not. Thus evaluation of the organisation’s functioning and their programmes are a logical necessit(.

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2012

ociall( ociall( relevant relevant programmes programmes of E91s have multiple multiple dimension dimensions. s. Therefore, Therefore, evaluation of the programme has to include the following dimensions H  

the relevance and the need of the programme for the clientsF the the e5te e5tent nt of part partic icip ipati ation on of clie client ntsc scom ommu muni nit( t( in the the vari variou ouss stage stagess of the the programmeF



accessibilit(, availabilit( and 3ualit( of the services renderedF



sustainabilit( and financial viabilit( of the programme.



Latel( it has also been felt that the gender dimension of the programme should be part of the program evaluation process. Therefore, the e5tent of female participation and the benefits obtained for women has become an important part of the evaluation process.

Due to the decline in donor funds and government support, most organisations are hard pressed for funds. f unds. Therefore the financial aspect of the programme is of crucial importance. Thus evaluation takes into consideration cost effectiveness and timeliness of the programme implemented. The American >ublic +ealth Association defines 'evaluation as the process of determining the value or amount of success achieved in terms of its predetermined ob)ectives*. It includes at least the following steps4 1. formulation of the ob)ectives, !. identification of proper criteria to be used in measuring success and determination and e5planation of the degree of success, ". recommendation for further programme activit(.

According to the ‘:nc(clopedia of ocial ork in India’4 1. evaluation should have an ob)ective approach to the stud( of problem, !. it should focus on positive as well as a negative aspects of the problem, ". eval evalua uati tion on shou should ld cont contri ribu bute te to the the impr improv ovem emen entt in the the func functi tion onin ing g of the the organisation. In other words, evaluation has educative aspects also.

:valuation can be of two t(pes4 



internal, internal, which is done b( the organisation organisation’s ’s functionari functionaries es themselves themselves to assess their progress, and e5ternal, which is done b( outside agencies like government, donor agencies etc.

P')lic %elations

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2012

>ublic relation !>@& is one of the important functions of social welfare administration which ensures ensures the development development of cordial cordial and harmonious harmonious relations with the stakeholders stakeholders.. It is the practice of managing flow of information between betwee n the organi0ation and the public. >@ is an essential and integrated component of public polic( or service. The public relations activities are meant to ensure the benefits to the citi0ens, for whom the policies and services are meant for. The Institute of >ublic @elations, A, has defined >ublic @elations as 'the deliberate, planned and sustained effort to establish and maintain mutual understanding between an organi0ation and its publics*. Likewise, :dward L. 6erna(s has given definition of >ublic @elati @elations ons as 'the attempt attempt b( inform informatio ation, n, persua persuasio sion n and ad)ustm ad)ustment ent to engine engineer er public public support for an activit(, cause, movement or institution*. >ublic relations and publicit( are not s(non(mous but man( >@ campaigns include provisions for publicit( also. >ublicit( is the spreading of information to gain public awareness for a product, person, service, cause or organi0ation, and can be seen as a result of effective >@ planning. Kou ma( wonder, what is the need for organi0ations to engage in >@ activities Investing on >@ helps the organi0ation to achieve its ob)ective effectivel( and smoothl(. >@ does not mean creating good image for a bad team, since false image cannot be sustained for a long time. :ven if the organi0ation’s servicesprogrammes are good, it needs an effective >ublic @elati @elations ons campai campaign gn for attract attracting ing,, motiv motivati ating ng the public public to utili0 utili0ee the service services, s, creatin creating g awareness about policies and programmes and publici0ing the work of the organi0ation. It not onl( encourages people’s participation but also helps in building credibilit( and better image in the public e(e. An effective >@ can create and build up the image of an individual or an organi0ation or a nation. At the time when an organi0ation is under crisis an effective >ublic @ela @elati tion onss can can rem remove ove the the ‘mis ‘misun unde ders rsta tand ndin ing’ g’ and and help help in deve develo lopi ping ng reci recipr proc ocal al underst understand anding ing and goodwi goodwill ll betwee between n the organi organi0ati 0ation on and the public. public. The >@ includ includes es anal(sis anal(sis of public public perception, perception, modif(ing modif(ingdesig designing ning organi0atio organi0ation’s n’s polic(prog polic(programmes rammes in consonance with public interest and then e5ecuting the programmes for communication with the public. >@ is a plan planne ned d effo effort rt or mana managem gemen entt func functi tion on.. It is an e5ecu e5ecuti tion on of comm commun unic icati ation on programme for rapport building, creating goodwill, goodwill, understanding and acceptance as the chief end results sought b( public relations activities. It is ver( important to understand the two components of >@ / ‘>ublic’ and ‘@elations’. It is essential that socio/demographic and cultural characteristics, values, attitudes, perceptions of the ‘public’ !that includes emplo(ees in the organi0ation as well as the communit( that the organi0ation is serving& be studied ob)ect ob)ective ivel( l(.. ‘@elati ‘@elations ons’’ means means conscio conscious us decisio decision n of the kind kind of relatio relation n or image image the administrators want to create in the e(es of the public. Let us look at the process of public relations. The process of public relations is categori0ed into seven phases for better understanding4 The first phase includes identif(ing and listing out the information or message to be disseminated. The second phase of >@ process is to ascertain the e5isting image or awareness level about the issue in the target group or common public. The third phase is developing communication ob)ectives and priorities. The fourth phase of >@ deals with developing the message and

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choosing appropriate media to transmission. The fifth phase of >@ is the implementation of ‘com ‘commu muni nica cati tion on camp campai aign gn’’ desi design gned ed in the the four fourth th phas phasee and and coor coordi dina nati tion on or the the disseminatio dissemination n of message. In the si5th phase, communicati communication on campaign campaign is checked checked whether whether message message has reached properl( and the e5pected e5pected action or behaviour behaviour or knowledge knowledge on image factors factors emerge emerged. d. The seventh seventh phase phase of >@ includ includes es rectifi rectificati cation on of the commun communicat ication ion campaign, campaign, in case the message message does not reach properl( properl( after identificatio identification n of reasons for the ineffectiveness. It is followed b( dissemination of the revised message. The Image building e5ercises start with understanding the present image and to chalk out, the desired image and to channali0e all the >@ activities towards it. ome possibilities that would call for >@ are promotional opportunit( !to inform about new service  polic( which re3uire wider wider public publicit( it(&, &, compet competitio ition n !to overco overcome me the resistan resistance ce or pre/set pre/set mind mind condit condition ion&, &, controvers( !To eliminate the contradictor( conditions in between the organi0ation and the public&, adverse publicit( !to inform about the truth or correct issues and thereb( removing the misunderstanding&, catastrophe !announcement of an( unfavourable issues& and crisis !whe !whene neve verr threa threats ts arise& arise&.. Amon Among g the the man( man( chan channe nels, ls, blog blogss are are the the most most recen recentt and and economical means. F'nd %aising 7und raising is the process of soliciting and gathering mone( or other gifts in/kind, b( re3uesting donations from individuals, businesses, charitable foundations, or governmental agenci agencies. es. Althou Although gh fund fund raising raising t(pica t(picall( ll( refers refers to efforts efforts to gather gather funds funds for non/pr non/profi ofitt organi0ations, it is sometimes used to refer to the identification and solicitation of investors or other sources of capital for/profit enterprises. 2ommon sources of funds are !"& local, International donors and government. Eow the scenario is changing and even international E91s are looking for fund raising, e.g. >lan Inte Intern rnat atio iona nall has has targ target eted ed <M <M of fund fundin ing g from from loca locall sour source ces. s. 1fte 1ften n in time timess of naturalmanm naturalmanmade ade calamities calamities like TsunamiJar TsunamiJargil gil war, organi0atio organi0ations ns engage engage themselves themselves in fund raising. h( we would raise funds 1bviousl(, it is impossible for an( organi0ation to implement activities and pro)ects without certain human, technical and financial resources. 7und raising increases the amount of resources and even helps in development of corpus funds. It also reduces dependence on international and national donor organi0ation, which, often times, ma( reduce fle5ibilit( of implementing innovativecreative ideas and targeting those needs that a communit( finds important. 7und raising brings sense of ownership among communit( people and helps organi0ation build social capital and communit( linkages. 8obili0ing local resources increases the sustainabilit( of communit( initiatives. 6efore initiating fund raising endeavour, organi0ations must check their ta5 situation. There are two main provisions regarding this G ec. %9 and ec.
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individuals or companies& to claim relief up to BM of the amount donated. The ec. romotion of ocial and :conomic elfare, Delhi and E91s generall( have to undertake pro)ect for < (ears. Another important issue in fund raising is to develop an ethicall( sound fund raising polic(. It is crucial to list down sociall( inappropri inappropriate ate activities and not to accept an( fundsresources fundsresources from from tainte tainted d sources sources,, which which ma( hamper hamper organi organi0at 0ation ion’s ’s own image image and credibi credibilit( lit(.. 7or instance, taking mone( from cigaretteli3uor manufacturing compan(people with criminal background for an( social cause would do more harm than an( good. 7urther, it is also unethical and unsought for to e5aggerate datainformation, pro)ect beneficiaries as victims, accentuating their vulnerabilit( !whereas in realit( the( are not so& while appealing for funds. Ee5t, understanding ps(cholog( of prospective donors on wh( people give is also necessar(. >eople donate because G !i& the( ma( be concerned about the problemF !ii& ma( have personal e5perience of the problemF !iii& peer pressure !iv& guilt feeling !v& dut( !vi& namefameas memorial and !vii& ta5 benefits. 7or a successful fund raising campaign one needs to identif( likel( people, create the right message and communicate that right message. Another point is how much to ask for / it depends on the situation. In crisis situations like earth 3uack, flood, etc., cash and kind donations are asked for. Asking people to contribute ‘generousl(’ often confuses them. Instead, people respond better if a range of options is provided to them. 7or instance, divide the work into units4 " sapling planted O @s.BF " saplings planted O @s.BF one cataract operation O @s.B. Also linking the amount being asked with cause gives better results, sa(, sponsoring child’s educationnutrition, etc. Approa Approachi ching ng the prospe prospecti ctive ve donors donors has man( man( wa(s wa(s G face to face, face, address addressing ing groups, groups, telephonic telephonic conversatio conversation, n, personal personal letter to knownunk knownunknown nown and circular circular letter. 1ne ma( organi0e house to house or office to office collection, organi0e fund raising events, invite celebrit( on e5hibitionfairmela, frame appeal, produce occasional newsletters, pamphlets for fund raising, raising, tap religious religious resources resources !0akaat appeal before @am0aan for donation& donation& and so on and so forth. Tapping corporate donors is also one of the important strategies for fund raising. 2ompanies generall( donate to create goodwill in the local communit(, to generate publicit( and for ta5 benefits. 2ertain e5amples of corporate giving are / cash donations, sponsoring an event, event, free office office space, space, free space space for worksh workshops ops,, making making compan compan( ( facilit facilities ies availa available ble inclu includi ding ng meeti meeting ng room rooms, s, prin printi ting ng,, desi design gnin ing, g, lend lendin ing g a staff staff memb member, er, prov provid idin ing g e5pertiseadvice and so on. 8an( times emplo(ees agree to have regular amount deducted each month from hisher salar( for donations as seen in the case of +elpage in 2hennai. In fact, fund raising strategies are becoming increasingl( more creative and innovative.

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T$!es of Social Welfare Agencies

There are two main t(pes of social welfare agencies4 1. >ublic or 9overnment agencies are based upon a law or order, administered within the framework of local, state and central governments and financed b( the 9overnment. !. >rivate Agencies or Eon/9overnmental 1rganisations or oluntar( 1rgani0ations are establi established shed b( indivi individua duals ls or philan philanthr throp opic, ic, religi religious ous,, fratern fraternal al or humani humanitari tarian an groupsF their management is vested with a board of directors. These organisations are supported mainl( b( contributions, donations, endowments or trus t funds.

Non%&o"ernment Non%&o"ernment Organisations '(olntar$ Organisations) Organisations)

!efinition Accord According ingl( l( to Lord Lord 6everid 6everidge, ge, 'A olunt oluntar( ar( organi organisati sation, on, proper properl( l( speakin speaking, g, is an organisation which whether its workers are paid or unpaid, is initiated and governed b( its own members without e5ternal control.* Eon/profit organisations in India4 a* e5ist independentl( of the stateF b* are self/governed b( a board of trustees or ‘managing committee’ governing council, comprising individuals who generall( serve in a fiduciar( capacit(F c* produce benefits for others, generall( outside the membership of the organisationF and

d& are are ‘non ‘non/p /pro rofi fit/m t/mak akin ing’ g’,, in as much much as the( the( are proh prohib ibit ited ed from from dist distrib ribut utin ing g a monetar( residual to their own members. $haracteristics ". It is registe registered red under under the ocietie ocietiess @egistr @egistrati ations ons Act, Act, "%-, the Indian Indian Trusts Trusts Act, "%%=, The 2ooperative ocieties Act, "#$ or ec. =B of the 2ompanies Act, "#B-, depending upon the nature and scope of its activities to give it a legal status. =. It has definit definitee aims and and ob)ectives ob)ectives,, and program programmes mes for their their fulfilme fulfilment. nt. <. It has an administ administrati rative ve structure structure and dul( constitu constituted ted managem management ent and e5ecutiv e5ecutivee committees. $. It is an organ organisa isati tion on initia initiated ted and govern governed ed b( its own own memb member erss on democ democrat ratic ic principles without an( e5ternal control. B. It raises raises funds funds for its activitie activitiess partl( partl( from from the e5che3ue e5che3uerr in the form form of grants/in grants/in/id /id and partl( in the form of contributions or subscriptions from members of the local communit( andor the beneficiaries of the programme.

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tr'ct're 9eneral 6od( !9eneral 8embership&

:5ecutive 2ounsel8anaging 2ommittee9overning 6od(

1ffice 6earers !>resident, ice >resident, 9eneral ecretar(, ;oint ecretar(, Assistant ecretar(, Treasurer&

>aid taffolunteers !ocial orkers&

F'nctions ". +uman +uman beings beings b( nature nature are gregario gregarious. us. The urge urge to act in groups groups is fundamen fundamental tal in them. >eople therefore form groups and associations voluntaril( for their benefit as also of others with a view to lead a full and richer life. This phenomeno phenomenon n is reflected reflected in voluntar( associations which are formed for promotion of recreational and cultural activities, social services, professional interest etc. =. A pluralist pluralistic ic societ( societ( with with a democra democratic tic s(stem s(stem re3uires re3uires a multit multitude ude of independ independent ent,, nongovernment organisations to serve as a buffer between the individual and the state and thus preventing the government from fr om developing monopol( in various fields. <. 1rgani 1rganised sed volunta voluntar( r( action action helps helps groups groups and individ individual ualss with with diverse diverse politic political al and other other interes interests, ts, contrib contribute utess to strengt strengthen hening ing the feeling feeling of nation national al solida solidarit( rit( and promotes participative democrac(. $. The state state does not not have the re3uisi re3uisite te financial financial resources resources and manpow manpower er to meet all the the need needss of its its citi citi0en 0ens. s. The The non/ non/go gove vern rnme ment nt orga organi nisat satio ions ns b( raisi raising ng addi additi tion onal al resources locall( can meet uncovered needs and enrich local life.

Factors moti"ating *ol'ntary Action

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+ypes ". 6ila 6ilate tera rall Agen Agenci cies es The word bilateral means, 'Agreement made between two countries*. In this, agreement two coun countr trie iess make make agre agreem emen entt to have have dut( dut( free free entr entr( ( of dona donate ted d supp suppli lies es for for relie relieff and and rehabilitation of the poor and the need( without discrimination of caste, creed or race. nder these agreements, agreements, commoditie commoditiess like food grains, grains, milk powder, cheese, processed food stuffF drugs, medicines, multi vitamin tablets, hospital e3uipment, and supplies like ambulances, mobile dispensaries, agricultural implements etc. are received b( approved organisations, from from appr approv oved ed orga organi nisat satio ions ns,, loca locate ted d in resp respect ectiv ivee coun countr trie ies. s. 9ove 9overn rnme ment nt of Indi Indiaa encourages such assistance. The 8inistr( of ocial ;ustice and :mpowerment operates the bilateral agreements on gift deliveries entered into b( the 9overnment of India with the 9overnment 9overnmentss of 7ederal 7ederal @epublic @epublic of 9erman(, 9erman(, weden, wit0erland wit0erland,, nited Jingdom and nited tates of America.

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The 7ood 2orporation of India is entrusted with the responsibilit( of handling the port operations work in respect of gift consignments, coming under the agreements on pa(ment for the service servicess at approv approved ed rates. rates. The e5pendit e5penditure ure on handli handling ng clearan clearance ce and inland inland transpo transporta rtatio tion n of gift gift delive deliveries ries to the approv approved ed consign consignees’ ees’ destin destinati ation on is borne borne b( the 8inistr( as per terms of the Agreement. =. Inte Intern rnat atio ional nal Agen Agencie ciess Though the well being of the people is the concern of the state, it cannot be fulfilled due to the lack of financial resources, manpower, manpower, and other resources. resources. Therefore Therefore the tate depends depends upon the help and support of other nations and countries to ameliorate the lot of its poor and need(. It is upon this recognition that the International co/operation in social welfare is need needed ed in orde orderr to secur securee soci social al and and econo economi micc welf welfare are of huma human n bein beings gs ever( ever(wh where ere.. International social welfare organisations can be classified into five groups4 i. 9ove 9overn rnm ment ent Agen Agenci cies es of of Inte Intern rnat atio iona nall char charac acte ter, r, e. e.g. n nited ited Eat Eatio ions ns,, orld +ealth 1rganisation, International Labour 1rganisation etc. ii. ii. >riv rivate ate Inte Intern rnat atio iona nall 1rgan rganis isat atio ion, n, e.g e.g. The The Inte Intern rnat atio iona nall 2onf 2onfer eren ence ce of ocial ork, orld 7ederation of 8ental +ealth, The International nion for the 2hild elfare. iii. iii. >riv rivate ate Inte Intern rnat atio iona nall 1rga 1rgan nisat isatio ion ns havin aving g auto auton nomou omouss org organis anisat atio ions ns in each countr(, e.g. International @ed 2ross, the K82A and K2A. iv. iv.

Eati Eation onal al 9ove 9overn rnm ment ent Age Agenc ncie iess e5t e5ten endi ding ng thei theirr hel help p to othe otherr cou count ntri ries es,, e.g. The nited tates Technical 2o/operation programme popularl( known as point $ >rogramme.

v.

Eational >rivate Agencies e5tending their social service to other countries, e.g. The 7ord 7oundation and the @ockefeller 7oundations in India.

<. Dono Donorr Age Agen ncies cies 1ne of the ma)or activities of an( Eon 9overnmental 1rganisation is mobili0ing financial support for its activities. A number of Eational and International organisations are providing funds to the social service organisations. organisations. uch agencies are known known as Donor agencies. agencies. The( give support to the social service activities on the basis of the pro)ect proposals, submitted b( the 1rganisation. 9enerall( donor agencies are providing funds and other services to the regi registe stere red d orga organi nisat satio ions ns for for thei theirr vario various us soci social al welfa welfare re activ activiti ities es for for the the need need( ( and and marginali0ed. The amount of their support varies from pro)ect to pro)ect according to the re3uirements or the gravit( of the problems. The donor agencies mainl( raise funds from its 2iti0en and the 9overnment. ome of the Donor agencies are 4 i. ii. ii.

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2ordaid, 9erman( 2hur 2hurch ch Au5 Au5il ilia iar( r( for for oc ocia iall Acti Action on !2A !2AA A&&



iii. iii.

Dani Danish sh Int Intern ernat atio iona nall Deve Develo lopm pmen entt Agen Agenc( c( !DA !DAEI EIDA DA&&

iv. iv.

2hris hristi tian an 2hil 2hildr dren en’s ’s 7und und

v. vi. vi.

2012

orld ision 2o/o 2o/ope perat rativ ivee for Ameri America can n @eli @elief ef :ve :ver( r(wh where ere !2A !2A@: @:&&

vii. vii.

2ath atholic olic @el @elie ieff erv ervic ices es !2 !2@& @&

viii viii..

Indo Indo/9e /9erm rman an oci ocial al erv ervic icee oc ociet iet( ( !I9 !I9 & &

i5.

2aritas In India et etc.

$. E 6odies The nited Eations has set up various organisations for groups needing special help. Their contributions to international welfare ma( be discussed as follows4 i. nit nited ed Eati Eatio ons 2hild hildre ren n’s 7und 7und !EI !EI2: 2:7& 7& / It It wa was est estab abli lish shed ed b( the the 9eneral Assembl( on ""th December "#$-. Its purpose is to help developing countr countries ies to improv improvee the condit condition ion of their their childr children en and (outh (outh.. EI2:7 EI2:7 provides assistance in such fields as health, nutrition, social welfare, education, and vocational training. It also helps 9overnments to assess the important needs of their children and plan comprehensive programme to meet them. A large part of EI2:7 aid is in the form of providing e3uipment, drugs, well/drilling rigs, school garden supplies, protot(pe e3uipment for da( care centers and e3uipment for the production of the te5tbooks. EI2:7 was awarded the Eobel >eace >ri0e in "#-B and the Indira >eace >ri0e in "#%#. ii. 1ffice of the nited Eations +igh 2ommissioner for @efugees !E+2@& / The office of the E+2@ was established on "st ;anuar( "#B". It provides legal protection, and at the re3uest of a 9overnment, material assistance for the refugees. E+2@’s head3uarters is in 9eneva. There are $ 7ield 1ffices. E+2@ was awarded the Eobel >ri0e in "#B$. There are a number of other .E bodies working for the social welfare. ome of these organisations are4 iii.

nited Ea Eations 2en 2entter fo for @e @egional De Development.

iv.

nited Eations Development >rogramme.

v. vi. vii.

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nit nited ed Eati Eation onal al :duc :ducat atio iona nal, l, cie cient ntif ific ic and and 2ult 2ultur ural al 1rga 1rgani nisa sati tion on.. nited Eations :nvironment >rogramme. nited Ea Eations In Institute fo for Tra Traiining an and @e @esear searcch.



viii. iii.

2012

nit nited ed Eati Eation onss @es @esea earc rch h In Instit stitu ute for for ocia ociall Dev Devel elo opment ment etc. etc.

B. 2hari 2harita tabl blee 1rgan 1rganisa isati tion onss 2haritable 1rganisations are those organisations established for helping the poor or need( people. These organisations are mainl( formed to serve the need( through a charitable approach. The 8issionaries of 2harit( !82& is one e5ample of such charitable organisations. 8ost of its workers are full( dedicated to service and the( serve without e5pecting an(thing back. These institutions provide institutional care to the poor and neglected. The( also provide food, clothing, medical medical treatment etc. for need( people. The 2haritable 1rganisations are registered under the 2haritable :ndowment Act /"%#. ection = of the 2haritable :ndowment Act defines ‘charitable purpose’ as including general relief to the poor, education, medical relief and the advancement of an( other ob)ect of general public utilit(. -. ocieties The oluntar( 1rganisation can be registered under the ocieties @egistration Act G "%-, Indian Indian Trusts Act G "%%= or under under ection =B of the Indian 2ompanies 2ompanies Act G "#B-. "#B-. 8ost of the Eon/9overnmental 1rganisations are registered under ocieties @egistration Act. ocieties are formed with some deliberate intention following some s(stem in their da(/to/ da( affairs as well as rules for their governing and proceedings. The following activities should be handled properl(, since it is vital for better function of an( organisation4 i. >rimar >rimar( ( stud( stud( on the attain attainabi abilit( lit( of the ob)ective ob)ectivess stated stated b( the organisation. ii. @ecruitment of manpower, right people for the right )ob, to attain the organisational goals. iii.

Drafting of a constitution, this consists of memorandum of association and rules and regulations.

i+. 8aking sure of the registration of the societ( b( appropriate legal authorit(.

8emorandum of Association and rules and regulations are two important parts of a societ(’s constit constituti ution. on. hile hile memora memorandu ndum m of associa associatio tion n define definess the ob)ect ob)ect of the 1rgani 1rganisati sation on reco recogn gnise ised d and and appr approv oved ed b( the the @egi @egistr strar, ar, rule ruless and and regu regula lati tion onss defi define ne the the inte intern rnal al management principles, which are binding on the members. ocieties are more democratic in their setup. suall( elections are conducted to elect the managing committee. In some cases, founder members ma( be permitted to remain life members of the managing committee. C. Trust

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elfare programmes are also run b( charitable trusts. The Indian Trusts Act G"%%= provides room for registering and running >ublic, >rivate, @eligious and 2haritable Trusts. A Trust is an obligation anne5ed to the ownership of propert( and arising out of a confidence reposed in and accepted b( the trustee!s&, for the benefit of another and the owner. The following are the ob)ects of a charitable trust4 i.

Trusts for the relief of >overt(

ii.

Trusts for the advancement of :ducation

iii.

Trusts for the advancement of religion and

i+. Trusts for other purposes beneficial to the communit(. !Eot falling unde underr an( an( othe otherr three three head heads, s, e.g. e.g. reno renova vati tion on of road roads, s, supp suppl( l( of wate water, r, repairing of bridges etc.&

%egistration Methods The right of all citi0ens to form associations or unions is guaranteed b( the 2onstitution of India, Article "#!"&!c&. There are three pertinent legal forms of not/for/profit entities under Indian law / trusts, societies, and section =B companies. 8an( state and central government agencies have regulator( authorit( over these not/for/ profit entities. 7or e5ample, all not/for/profit organi0ations are re3uired to file annual ta5 returns returns and audited audited accoun accountt stateme statements nts with with variou variouss agenci agencies. es. At the state state level, level, these these agencies include the 2harit( 2ommissioner !for trusts&, the @egistrar of ocieties !referred to in some states b( different titles, including the @egistrar of ;oint tock 2ompanies&, 2ompanies&, and the @egistrar of 2ompanies !for section =B companies&. At the national or federal level, the regulator( bodies include the Income Ta5 Department and 8inistr( of +ome Affairs !onl( for not/for/profit organi0ations receiving foreign contributions&.

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". Trust >ublic charitable trusts, as distinguished from private trusts, are designed to benefit members of an uncertain and fluctuating class. In determining whether whether a trust is public public or private, the ke( 3uestion is whether the class to be benefited constitutes a substantial segment of the public. In general, trusts ma( register for one or more of the following purposes4 

@elief of >overt( or DistressF



:ducationF



8edical @eliefF



>rovision >rovision for facilities facilities for recreation or other leisure /time occupation occupation !including !including assistance for such provision&, if the facilities are provided in the interest of social welfare and public benefitF and



The advancement of an( other ob)ect of general public utilit(, e5cluding purposes which relate e5clusivel( to religious teaching or worship.

A public charitable trust is usuall( floated when there is propert( involved, especiall( in terms of land and building. Legislation4 Different states in India have different Trusts Acts in force, which govern the trusts in the stateF in the absence of a Trusts Act in an( particular state or territor( the general principles of the Indian Trusts Act "%%= are applied. 8ain Instrument4 The main instrument of an( public charitable trust is the trust deed, wherein the aims and ob)ects and mode of management !of the trust& should be enshrined. In ever( trust deed, the minimum and ma5imum number of trustees has to be specified. The trust deed should clearl( spell out the aims and ob)ects of the trust, how the trust should be managed, how other trustees ma( be appointed or removed, etc. The trust deed should be signed b( both the settlors and trustees in the presence of two witnesses. The trust deed should be e5ecuted e5ecuted on non/)udici non/)udicial al stamp paper, the value of which would depend on the valuation valuation of the trust propert(. Trustees4 Trustees4 At least two trustees are re3uired re3uired to register register a public charitable charitable trust. In general, general, Indian citi0ens serve as trustees, although there is no prohibition against non/natural legal persons or foreigners serving in this capacit(. The 6oard of 8anagement comprises the trustees. Legal title of the propert( of a public charitable trust vests in the trustees. Trustees of a public charitable trust ma( not, however, in an( wa( use trust propert( or their position for their own interest or private advantage. Trustees ma( not enter into agreements in which the( ma( have a personal interest that conflicts or ma( possibl( conflict with the interests of the beneficiaries of the trust !whose interests the trustees are bound to protect&. Trustees ma( not delegate an( of their duties, functions or powers to a co/trustee or an( other person, e5cept

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that trustees trustees ma( delegate ministerial ministerial acts. In essence, trustees trustees ma( not delegate delegate authorit( authorit( with respect to duties re3uiring the e5ercise of discretion. Application for @egistration4 The application for registration should be made to the official having having )urisdict )urisdiction ion over the region region in which which the trust is sought sought to be regist registered ered.. After After providing details !in the form& regarding designation b( which the public trust shall be known, names of trustees, mode of succession, etc., the applicant has to affi5 a court fee stamp of @s.=/ to the form and pa( a ver( nominal registration fee which ma( range from @s.</ to @s.=B/, @s.=B/, depending on the value of the trust propert(. propert(. The application application form should be signed b( the applicant before the regional officer or superintendent of the regional office of the charit( commissioner or a notar(. The application form should be submitted, together with a cop( of the trust deed. Two other documents which should be submitted at the time of making an application for registration are affidavit and consent letter. >ublic charitable trusts are highl( regulated. 7or instance, in man( states, purchases purchases or sales of propert( b( a trust must be approved in advance b( the 2harit( 2ommissioner. The( are also generall( generall( irrevocable. irrevocable. If a trust becomes inactive inactive due to the negligence negligence of its trustees, the 2harit( 2ommissioner 2ommissioner ma( take steps to revive the trust. 7urthermore, if it becomes too difficult to carr( out the ob)ectives of a trust, the doctrine of c( pres, meaning Pas near as possible,P ma( be applied to change the ob)ectives of the trust. Thus, it appears that grantors can feel fairl( secure that the charitable nature of a trust will be honoured, even if the original, specific purposes of the trust cannot be carried out. =. ociet( According to section = of the ocieties @egistration Act, "%-, the following societies can be registered under the Act4 ‘charitable societies, militar( orphan funds or societies established at the several presidencies of India, societies established for the promotion of science, literature, or the fine arts, for instruction, the diffusion of useful knowledge, the diffusion of political education, the foundation or maintenance of libraries or reading rooms for general use among the members or open to the public, or public museums and galleries of paintings and other works of art, collection of natural histor(, mechanical and philosophical inventions, instruments or designs.’ Legislation4 ocieties are registered under the ocieties @egistration Act, "%-, which is a federal act. In certain states, which have a charit( commissioner, the societ( must not onl( be registered under the ocieties @egistration Act, but also, additionall(, under the 6omba( >ublic Trusts Act. 8ain Instrument4 The main instrument of an( societ( is the memorandum of association and rules and regulations !no stamp paper re3uired&, wherein the aims and ob)ects and mode of management !of the societ(& should be enshrined. 8embers4 The 6oard of 8anagement is in the form of a governing bod( or council or a managing or e5ecutive committee. Individuals or institutions or both ma( be members of a societ(. The general bod( of members delegates the management of da(/to/da( affairs to the

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managing committee, which is usuall( elected b( the membership. 8embers of the general bod( of the societ( have voting rights and can demand the submission of accounts and the annual report of the societ( for inspection. 8embers of the managing committee ma( hold office for such period of time as ma( be specified under the b(laws of the societ(. A ociet( needs a minimum of seven managing committee membersF there is no upper limit to the number managing committee members. Application for @egistration4 @egistration can be done either at the state level !i.e., in the office of the @egistrar of ocieties& or at the district level !in the office of the District 8agistrate or the local office of the @egistrar of ocieties&. The procedure procedure varies varies from from state state to state. state. +oweve +oweverr general generall( l( the applic applicatio ation n should should be submi submitted tted togeth together er with4 with4 !a& memora memorandu ndum m of associa associatio tion n and rules rules and regula regulatio tionsF nsF !b& consent letters of all the members of the managing committeeF !c& authorit( letter dul( signed b( all the members of the managing committeeF !d& an affidavit sworn b( the president or secretar( of the societ( on non/)udicial stamp paper of @s.=/, together with a court fee stampF and !e& a declaration b( the members of the managing committee that the funds of the societ( will be used onl( for the purpose of furthering the aims and ob)ects of the societ(. All the aforesaid documents which are re3uired for the application for registration should be submitted submitted in duplicate, duplicate, together with the re3uired re3uired registration fee. nlike the trust deed, the memorandum of association and rules and regulations need not be e5ecuted on stamp paper. ocieties, unlike trusts, must file annuall(, with the @egister of ocieties, a list of the names, addresses and occupations occupations of their managing managing committee members. members. 7urthermore, in a societ(, all propert( is held in the name of the societ(, whereas all of the propert( of a trust legall( vests in the trustees. Also, societies ma( be dissolved. Dissolution must be approved b( at least three/fifths of the societ(Qs members. pon dissolution, and after settlement of all debts and liabilities, the funds and propert( propert( of the societ( ma( not be distributed distributed among among the members members of the societ(. societ(. @ather, the remaining funds and propert( must be given or transferred to some other societ(, preferabl( one with similar ob)ects as the dissolved entit(.

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2012

". ection G =B 2ompan(

The Indian Indian 2ompan 2ompanies ies Act, Act, "#B-, "#B-, which which princi principal pall( l( govern governss for/pr for/profi ofitt entiti entities, es, permit permitss certain companies companies to obtain obtain not/for/profit not/for/profit status as Psection =B companies companies.P .P According According to section =B!"&!a& and !b& of the Indian 2ompanies Act, "#B-, a section/=B compan( can be establi establishe shed d ‘for ‘for promo promotin ting g commerc commerce, e, art, art, science science,, religio religion, n, charit( charit( or an( other other useful useful ob)ect’, provided the profits, if an(, or other income is applied for promoting onl( the ob)ects of the compan( and no dividend is paid to its members. Legislation4 Legislation4 ection/=B ection/=B companies are registered registered under under section/=B section/=B of the Indian 2ompanies 2ompanies Act. "#B-. 8ain Instrument4 7or a section/=B compan(, the main instrument is a 8emorandum and articles of association !no stamp paper re3uired& Trustees4 A section/=B 2ompan( needs a minimum of three trusteesF there is no upper limit to the number of trustees. The internal governance generall( has members and is governed b( 6oard of Directors or 8anaging 2ommittee or 9overning 2ouncil elected b( its members. Application for @egistration4 ". An applicatio application n has to be be made for for availabilit( availabilit( of of name to the registrar registrar of compan companies, ies, which must be made in the prescribed form no. "A, together with a fee of @s.B/. It is advisable to suggest a choice of three other names b( which the compan( will be called, in case the first name which is proposed is not found acceptable b( the registrar. =. 1nce the the availabilit( availabilit( of name name is confirm confirmed, ed, an applicati application on should should be made made in writing writing to the the regio regiona nall direc directo torr of the the comp compan( an( law boar board. d. The The appl applic icati ation on shou should ld be accompanied b( the following documents4 a. Thre Threee prin printe ted d or t(pe t(pewr writ itte ten n copi copies es of the the memo memora rand ndum um and and arti articl cles es of association of the proposed compan(, dul( signed b( all the promoters with full name, address and occupation. b. A declaration b( an advocate or a chartered accountant that the memorandum and and artic article less of assoc associat iatio ion n have have been been draw drawn n up in conf confor ormi mit( t( with with the the provisions of the Act and that all the re3uirements of the Act and the rules made there under have been dul( complied with, in respect of registration or matters incidental or supplementar( thereto.

c. Three hree cop copies ies of a list list of the the names ames,, addr addres esse sess and and occu occup patio ation ns of the the promoters !and where a firm is a promoter, of each partner in the firm&, as well as of the members of the proposed board of directors, together with the names of companies, associations and other institutions in which such promoters, partners and a nd members of the proposed board of directors are directors or hold responsible positions, if an(, with description of the positions so held.

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d. A statement statement showin showing g in detail the assets assets !with the the estimated estimated values values thereo thereof& f& and the liabilities of the association, as on the date of the application or within seven da(s of that date. e. An estima estimate te of the futu future re annu annual al inco income me and e5pe e5pend ndit itur uree of the the prop propos osed ed comp compan( an(,, speci specif( f(in ing g the the sour source cess of the the inco income me and and the the ob)ec ob)ects ts of the the e5penditure. f. A stateme statement nt giving giving a brief descri descripti ption on of the work, work, if an(, an(, alread( alread( done done b( the association and of the work proposed to be done b( it after registration, in pursuance of section/=B. g. A statement statement specif(ing specif(ing briefl( briefl( the the grounds grounds on which which the applica application tion is made. made. h. A declarat declaration ion b( each each of the persons persons making making the the applicat application ion that that heshe heshe is of sound mind, not an undischarged insolvent, not convicted b( a court for an( offence and does not stand dis3ualified under section =< of the 2ompanies Act "#B-, for appointment as a director. <. The applic applicants ants must must also furnish furnish to the registra registrarr of compan companies ies !of the state state in which which the registered office of the proposed compan( is to be, or is situate& a cop( of the application and each of the other documents that had been filed before the regional director of the compan( law board. $. The applicants applicants should should also, also, within within a week week from the the date of making making the the application application to the regional director of the compan( law board, publish a notice in the prescribed manner at least once in a newspaper in a principal language of the district in which the regi registe stere red d offi office ce of the the prop propos osed ed comp compan an( ( is to be situa situate ted d or is situa situate ted d and and circulating in that district, and at least once in an :nglish newspaper circulating in that district. B. The regional regional director director ma(, ma(, after considering considering the the ob)ections, ob)ections, if an(, an(, received within within < da(s from the date of publication of the notice in the newspapers, and after consulting an( authorit(, department or ministr(, as he ma(, in his discretion, decide, determine whether the licence should or should not be granted. -. The regional regional director director ma( also also direct direct the compan( compan( to insert insert in its memoran memorandum, dum, or in its articles, or in both, such conditions of the licence as ma( be specified b( him in this behalf. Like a societ( !but unlike unlike a trust&, a section =B compan( ma( be dissolved. pon dissolution and after settlement of all debts and liabilities, the funds and propert( of the compan( ma( not be distributed distributed among the members members of the compan(. @ather, @ather, the remaining funds funds and propert( must be given or transferred to some other section =B compan(, preferabl( one having similar ob)ects as the dissolved entit(. pecial Licensing

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In addition to registration, a non/profit engaged in certain activities might also re3uire special licensepermission. ome of these include !but are not limited to&4 

A place of work in a restricted area !like a tribal area or a border area re3uires a special permit G the Inner Line >ermit G usuall( issues either b( the 8inistr( of +ome Affairs or b( the relevant local authorit( !i.e., district magistrate&.



To open an office and emplo( people, people, the E91 should be registered under the hop and :stablishment Act.



To empl emplo( o( fore foreig ign n staf staff, f, an Indi Indian an non/ non/pr prof ofit it need needss to be regi regist ster ered ed as a trust trustsoci societ( et(com compan( pan(,, have have 72@A 72@A regist registrati ration on and also obtain obtain a Eo 1b)ect 1b)ection ion 2ertificate. The intended emplo(ee also needs a work visa.



A foreign non/profit setting up an office in India and wanting staff from abroad needs to be registered as a trustsociet(compan(, needs permission from the @eserve 6ank of India and also a Eo 1b)ection 2ertificate from the 8inistr( of :5ternal Affairs.

ectio ection n =!"B& =!"B& of the Income Income Ta5 Act G which which is applic applicabl ablee unifor uniforml( ml( througho throughout ut the @epublic of India G defines ‘charitable purpose’ to include ‘relief of the poor, education, medical medical relief and the advancement advancement of an( other ob)ect of general public utilit(’. utilit(’. A purpose that relates e5clusivel( to religious teaching or worship is not considered as charitable. Thus, in ascertaining whether a purpose is public or private, one has to see if the class to be benefited, or from which the beneficiaries beneficiari es are to be selected, selec ted, constitute a substantial s ubstantial bod( of the public. A public charitable purpose has to benefit a sufficientl( large section of the public as distinguished from specified individuals. 1rganisations which lack the public element G such as trusts for the benefit of workmen or emplo(ees of a compan(, however numerous G have not been held to be charitable. As long as the beneficiaries of the organisation comprise an uncertain and fluctuating bod( of the public answering a particular description, the fact that the beneficiaries beneficiaries ma( belong to a certain religious faith, or a sect of persons of a certain religious persuasion, would not affect the organisation’s ‘public’ character. hether a trust, societ( or section/=B compan(, the Income Ta5 Act gives all categories e3ual treatment, in terms of e5empting their income and granting %9 certificates, whereb( donors donors to non/pr non/profi ofitt organi organisati sations ons ma( claim claim a rebate rebate agains againstt donatio donations ns made. made. 7oreig 7oreign n contributions to non/profits are governed b( 72!@&A regulations and the +ome 8inistr(.

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Social Welfare Administration in India

The structure of welfare organi0ations differs in agencies, which are established under public sector from those, which are in voluntar( or private sector. >ublic or 9overnment agencies are are based based upon upon a law, law, admi admini nist stere ered d with within in the the fram framew ewor ork k of loca local, l, stat statee and and cent centra rall governments and financed b( the government. 1ur countr( has a long tradition of social service. 1ur sovereign and democratic republic stands committed to ensure social, economic and political )ustice to the people and usher in a welfare state. After independence, the concept of social )ustice became part and parcel of our 2onstitutio 2onstitution n and is reflected reflected not onl( in the preamble, preamble, but also in the Directive principles principles of state polic(. oci ocial al welf welfare are is defi define ned d as those those servi service cess whic which h are are desig designe ned d for for thos thosee weak weaker er and and vulnerable sections of communit( who due to some hardship G social, economic, political, mental G are unable to make use of, or are traditionall( denied, the use of these services. The scope of social welfare encompasses services relating to women, children, (outh, aged, the handicappe handicapped, d, scheduled scheduled castes and scheduled tribes, communit( communit( welfare services, services, social defence, social welfare measures and social welfare services for other weaker sections of societ(. In India the 9overnment organi0ations are b( the government and can be at three levels that is local, state and central level organi0ations. ,ocal ,e"el At the Local level, the social welfare services are through rural and urban local authorities. @ural local authorities comprise of the pancha(ati ra) institutions, which were introduced for local governance in the rural areas of the countr(. The three/tier s(stem of pancha(ati ra) consisting of gram pancha(at, pancha(at samiti and 0illa pancha(at and these are responsible to undertake the welfare activities for their respective areas. In fact, pancha(ati ra) bodies are ver( much involved in implementing and administering the welfare programmes assigned to them. The urban local authorities authorities consisting consisting of municipal municipal corporations corporations was created b( the Acts of the concerned tate legislature are assigned obligator( and discretionar( functions in the field of social welfare. 7or instance, section $< of Delhi 8unicipal 2orporation Act, "#BC makes it incumbent on the corporation to make ade3uate provisions for construction and maintenance of drainage work, public latrines and urinals, water suppl(, pollution control, checking of dang danger erou ouss dise disease ases, s, prov provis isio ion n of tran transp spor ortt facil faciliti ities, es, prov provisi ision on of medic medical al relie relieff and and establishment of maternit( and child welfare centers, etc. The concept of democratic decentrali0ation is essential in the field of development. The aspect of welfare has come to be understood as the primar( responsibilit( of the individuals. Therefore, through people’s participations and decentrali0ation of power, the government is tr(ing to achieve the goal of total development. 6esides 9overnment efforts, there are a

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number of non/government organi0ations working at the local level with more fle5ibilit( and pro5imit(. tate ,e"el At the tate level, the state governments and union territor( administrations formulate and implement various kinds of welfare services programmes on their own in their respective )urisdiction for the benefit of the sociall( and economicall( weaker sections of the societ(. The The stat statee gove govern rnme ment nt or the the unio union n terri territo tori ries es admi admini nistr strati ation onss carr( carr( out out thei theirr welf welfare are commit commitmen ments ts and progra programme mmess mainl( mainl( throu through gh the departm department entss of social social welfare welfare and volu volunt ntar( ar( orga organi ni0a 0ati tion ons. s. At the the state state leve level, l, the the Depa Depart rtme ment nt of oci ocial al e elf lfare are is the the responsibilit( of the welfare minister and the secretar( to government is the administrative head head of the the depa departm rtmen ent. t. The The secret secretar aria iatt help helps, s, guid guides es and and advi advises ses the the 8ini 8iniste sterr in the the formu formulati lation on of polici policies es of the departm department ent,, in gettin getting g the legisla legislatio tion n passed passed b( the state state legislature, and supervises the e5ecution of the policies, schemes, pro)ects and programmers undertaken b( the Directorate. The Directorate of social welfare is headed b( a Director who is assisted b( Additional Director, ;oint Director, Deput( Directors, Administrative officer and supporting staff. In the field, the Divisional and District ocial elfare 1fficers function at the district level and e5ecute e5ecute the various welfare programmes programmes in their respective )urisdictions. )urisdictions. The administrativ administrativee and staffing pattern at all the stages is more or less the same and so are the kinds of welfare services provided in each state e5cept for some minor variations. The functions of the tate ocial elfare 6oards are as follows4 i.

To promote the growth of voluntar( social welfare agencies, with special reference to development of welfare services in all areas.

ii.

To administer the grant/in/aid programme. a* 1n behalf of the 2entral ocial elfare 6oard for development and capital grants and b* 1n behalf of the state welfare governments for maintenance grants.

iii.

To assist the 2entral ocial elfare 6oard in the provision of a field counselling services for aided agencies

i+.

To administer the programmes of rural welfare pro)ects

+.

To stimulate effective coordination among voluntar( welfare agencies at the tates and local levels

+i.

To assist the 2entral ocial elfare 6oard and tate 9overnment in the further development of welfare services

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$entral ,e"el At the 2entral level, also called the nion level although the responsibilit( of formulating overall polic( and planning of social welfare programmes rests with the department of social welfare, the initiation and e5ecution of certain welfare services and stimulating the effective coordination among voluntar( welfare agencies especiall( at the national level will rest with the 2entral ocial elfare 6oard. $entral ocial #elfare &oard -$#& The important landmark in the histor( of voluntar( social welfare was created in "#B<, with the provision of @s.$ 2rore for the social welfare sector in the 7irst 7ive Kear >lan. The dilemma before the countr(’s planners was whether this amount should be utili0ed through government machiner( or b( voluntar( agencies, as at that time there was no independent department department of social welfare at the centre, nor at the state levels. nder the leadership leadership of >t. ;awahar Lal Eehru our then prime minister, it was decided that social welfare needed a special kind of machiner( that had components of fle5ibilit(, dedication and closeness to the countr(’s people. It was then felt that it should be handled not b( the government machiner( but b( the voluntar( workers who had dedicated their service to the need(. Accordingl(, an autonomous board was created which was charged with the responsibilit( of preparing plans and schemes to be funded from out of the provision made in the 7ive Kear >lans. An outstanding social worker was made the 2hairperson of the 2entral ocial elfare 6oard. Dr. !8rs.& Durgabai Deshmukh was its first 2hairperson. The main function of the 6oard was to give grant/in/aid and technical guidance to oluntar( 1rgani0atio 1rgani0ations ns engaged in different different t(pes of social welfare activities. 1ne of the functions functions of the board was also to create organi0ations in the areas where these did not e5ist. It was found that in those da(s in the slum and rural areas, there were no services for women and pre/ school school childr children. en. The 6oard 6oard accordi accordingl ngl( ( launch launched ed a scheme scheme named named the famil( famil( and child child welfare pro)ects. The present integrated integrated child developmen developmentt services services !I2D& !I2D& programme programme was the outcome of these efforts. 2ent 2entral ral oci ocial al e elf lfare are 6oard 6oard was was set up on the the recom recomme mend ndati ation onss of the the >lan >lanni ning ng 2ommission as a semiautonomous bod(, but the power of the administration was vested in the ministr( of education. education. It was registered as a compan( compan( from "st April "#-# under under section =B of the Indian companies Act, "#B- in order to have greater autonom( and fle5ibilit(. 1b)ectives of the 6oard4 

>romote the growth of voluntar( social service agencies.



To assist voluntar( welfare programmes for the specific groups of persons who need special help, like women, children and the handicapped.



To coordinate the welfare schemes of various central and state government.

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

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To develop new programmes of welfare and organi0e pilot pro)ects that is innovative and closer to the common man.

A cabinet minister, who is assisted b( the 8inister or the Deput( 8inister, heads the 8inistr( of welfare. The Department has two broad divisions4 one headed b( the secretar( G welfare and the other headed b( the secretar(, department of women and child welfare. The secretar(/ welfare welfare is assisted assisted b( an additi additiona onall secreta secretar(. r(. In the wing, wing, there there are direct directors, ors, deput( deput( secretar(, under secretaries, )oint directors and other officers to handle the tasks. The ministr( is assisted in its functions b( a number of subordinate organi0ations, national commissions and national institutes over which the ministr( e5ercises its administrative control. These are enlisted below4   

2entral social welfare board Eational commission for scheduled castes and scheduled tribes 8inorities commission



Eational institute of social defence



Eational institute for the visuall( handicapped



Eational Institute for the 1rthopaedicall( +andicapped



Eational Institute of @ehabilitation

Activities of the 8inistr( The 8inistr( has been taking up large number of sub)ects and accordingl( undertakes multi/ dimensional function related to the welfare of various sections in the societ( like4 i.

>olic(, planning and coordination of programmes

ii.

1perations of central and centrall( sponsored schemes

iii.

9uidance and direction to the state

i+.

Association with >lanning 2ommission

+.

2onvening of conference of state ministersecretaries of social welfare

+i.

2onstitution of commission, committeesstud( teams

+ii.

Assistance to voluntar( organi0ations

+iii.

Informal and mass education activities

i.

>ublications

.

@esearch, education and documentation

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>articipation in International 2onferences, seminars and workshops.

Integrated C*ild De"elo!ment Ser"ices 'ICDS)

Launched on =nd 1ctober "#CB, toda(, I2D cheme represents one of the world’s largest and most uni3ue programmes for earl( childhood development. I2D is the foremost s(mbol of India’s commitment to her children G India’s response to the challenge of providing pre/ school education on one hand and breaking the vicious c(cle of malnutrition, morbidit(, reduced learning capacit( and mortalit(, on the other. O)/ecti"es The Integrated Integrated 2hild Development Development ervices !I2D& cheme was launched launched in "#CB with the following ob)ectives4 i. ii.

to impro improve ve the the nutrit nutrition ional al and healt health h status status of chil childre dren n in the the age/gro age/group up //- (ears (earsFF to la( the found foundati ation on for for proper proper ps(c ps(chol hologi ogical, cal, ph( ph(sica sicall and socia sociall develo developme pment nt of the the childF

iii. iii.

to reduc reducee the incid incidenc encee of morta mortalit( lit(,, morbid morbidit( it(,, malnut malnutriti rition on and and school school drop dropout outFF

iv.

to achie achieve ve effecti effective ve co/or co/ordin dinatio ation n of polic( polic( and impl impleme ementat ntation ion amo amongs ngstt the vario various us departments to promote child developmentF and

v.

to enhan enhance ce the the capabi capabilit( lit( of the the moth mother er to look look after after the the norma normall health health and and nutr nutriti itiona onall needs of the child through proper nutrition and health education.

er"ices The above ob)ectives are sought to be achieved through a package of services comprising4 i. ii.

sup supplementar( ar( nut nutrition, immuni0ation,

iii.

health ch check/up,

iv.

referral services,

v. vi. vi.

pre/ pre/sc scho hool ol non/ non/fo form rmal al educ educat atio ion n and and nutri utriti tion on ? hea healt lth h ed educat ucatio ion n.

The concept of providing a package of services is based primaril( on the consideration that the overall impact will be much larger if the different services develop in an integrated manner as the efficac( of a particular service depends upon the support it receives from related services.

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Ser"ices

Target &ro!

Ser"ice #ro"ided +$

uppleme ementa ntar( Eutrition

2hildren below - (ears ears44

Anganwadi orker Anganwadi +elper

>regnant ? 8other !>?L8& Immuni0ationR

2hildren below - (ears4 >regnant ? 8other !>?L8&

+ealth 2heck/upR

@eferral ervices

>re/chool :ducation ?

AE881A

Lactating


AE881

Lactating


Eutrition :ducation

Lactating

and and

AAE881

Lactating

2hildren
A  AAE881

RA assists AE8 in identif(ing the target group. 0'trition incl'ding 'pplementary 0'trition This includes supplementar( feeding and growth monitoringF and proph(la5is against vita min A deficienc( and control of nutritional anaemia. All families in the communit( are surve(ed, to identif( children below the age of si5 and pregnant ? nursing mothers. The( avail of supplementar( feeding support for < da(s in a (ear. 6( providing supplementar( feeding, the Anganwadi attempts to bridge the caloric gap between the national recommended and average intake of children and women in low income and disadvantaged communities. 9row 9rowth th 8oni 8onito tori ring ng and and nutr nutrit itio ion n surv survei eill llan ance ce are two two impo importa rtant nt acti activi viti ties es that that are are undertaken. 2hildren below the age of three (ears of age are weighed once a month and children
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2012

mm'nization Immuni0ation of pregnant women and infants protects children from si5 vaccine preventable diseases/poli diseases/poliom(e om(elitis, litis, diphtheria, diphtheria, pertussis, tetanus, tetanus, tuberculosi tuberculosiss and measles. These are ma)or preventable causes of child mortalit(, disabilit(, morbidit( and related malnutrition. Immuni Immuni0ati 0ation on of pregna pregnant nt women women agains againstt tetanu tetanuss also reduce reducess matern maternal al and neonat neonatal al mortalit(. Health $heck'ps This includes health care of children less than si5 (ears of age, antenatal care of e5pectant mothers and postnatal care of nursing mothers. The various health services provided for children b( anganwadi workers and >rimar( +ealth 2entre !>+2& staff, include regular health check/ups, recording of weight, immuni0ation, management of malnutrition, treatment of diarrhoea, de/worming and distribution of simple medicines etc. %eferral er"ices During health check/ups and growth monitoring, sick or malnourished children, in need of prompt medical attention, are referred to the >rimar( +ealth 2entre or its sub/centre. The anganwadi worker has also been oriented to detect disabilities in (oung children. he enlists all such cases in a special register and refers them to the medical officer of the >rimar( +ealth 2entre ub/centre. 0onformal Prechool (d'cation -P( -P( The Eon/formal >re/school :ducation !>:& component of the I2D ma( well be considered the backbone of the I2D programme, since all its services essentiall( converge at the anganwadi G a village court(ard. Anganwadi 2entre !A2& G a village court(ard G is the main platform for delivering of these services. These A2s have been set up in ever( village in the countr(. In pursuance of its commitment to the cause of India’s 2hildren, present government has decided to set up an A2 in ever( human habitation settlement. As a result, total number of A2 would go up to almost ".$ million. This is also the most )o(ful pla(/ wa( dail( activit(, visibl( sustained for three hours a da(. It brings and keeps (oung children at the anganw anganwadi adi centre centre / an activit activit( ( that that motiv motivates ates parent parentss and commu communit nities. ies. >:, as envisaged envisaged in the I2D, focuses focuses on total development development of the child, child, in the age up to si5 (ears, mainl( from the underprivileged groups. Its programme for the three/to si5 (ears old children in the anganwadi is directed towards providing and ensuring a natural, )o(ful and stimulating environment, with emphasis on necessar( inputs for optimal growth and development. The earl( learning component of the I2D is a significant input for providing a sound foundation for cumulative lifelong lifelong learning learning and development development.. It also contributes contributes to the universali0ation universali0ation of primar primar( ( educati education, on, b( provid providing ing to the child child the necessa necessar( r( prepar preparati ation on for primar( primar( schooling and offering substitute care to (ounger siblings, thus freeing the older ones G especiall( girls G to attend school. 0'trition and Health (d'cation

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2012

Eutrition, +ealth and :ducation !E+:D& is a ke( element of the work of the anganwadi worker. This forms part of 622 !6ehaviour 2hange 2ommunication& strateg(. This has the long term goal of capacit(/building of women G especiall( in the age group of "B/$B (ears G so that the( can look after their own health, health, nutrition and development development needs as well as that of their children and families. F'nding Pattern I2D is a 2entrall(/sponsored cheme implemented through the tate 9overnmentsT Admi Admini nist strat ratio ions ns.. >rio >riorr to =B =B/ /-, -, "M "M fina financ ncial ial assis assista tanc ncee for for inpu inputs ts othe otherr than than supplementar( nutrition, which the tates were to provided out of their own resources, was being provided b( the 9overnment of India. ince man( tates were not providing ade3uatel( for supplementar( nutrition in view of resource constraints, it was decided in =B =B/ /- to supp suppor ortt to tat tates es up to BM BM of the the fina financ ncial ial norm normss or to supp suppor ortt BM BM of e5penditure incurred b( them on supplementar( nutrition, whichever is less. 7rom the financial (ear =#/", 9overnment of India has modified the funding pattern of I2D between 2entre and tates. The sharing pattern of supplementar( nutrition in respect of Eorth/eastern tates between 2entre and tates has been changed from B4B to #4" ratio. o far as other tates and Ts, the e5isting sharing pattern of B4B continues. +owever, for all other components of I2D, the ratio has been modified to #4"!"M 2entral Assistance earlier&. &'dgetary Allocation Alongside gradual e5pansion of the cheme, there has also been a significant increase in the 6udgetar( allocation for I2D cheme from @s."<#".CB crore in "th 7ive Kear >lan to @s.$$,$ crore in SI >lan >eriod. +he $! +eam The I2D team comprises the Anganwadi orkers, Anganwadi +elpers, upervisors, 2hild Deve Develo lopm pmen entt >ro) >ro)ec ectt 1ffi 1fficer cerss !2D> !2D>1s& 1s& and and Dist Distric rictt >rog >rogram ramme me 1ffic 1fficers ers !D>1 !D>1s&. s&. Anganw Anganwadi adi orker orker,, a lad( lad( selecte selected d from from the local local commun communit( it(,, is a commun communit( it( based based frontline honorar( worker of the I2D >rogramme. he is also an agent of social change, mobili0ing communit( support for better care of (oung children, girls and women. 6esides, the medical officers, Au5iliar( Eurse 8idwife !AE8& and Accredited ocial +ealth Activist !A+A& !A+A& form a team team with with the I2D I2D functio functionar naries ies to achiev achievee conver convergen gence ce of differe different nt services. Monitoring ystem 2entral Level 8inist 8inistr( r( of omen omen and 2hild 2hild Develo Developme pment nt !82D& !82D& has the overall overall respons responsibi ibilit( lit( of monitoring the I2D scheme. There e5ists a 2entral Level I2D 8onitoring nit in the 8inist 8inistr( r( which which is respons responsibl iblee for collec collectio tion n and anal(s anal(sis is of the period periodic ic work work report reportss

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2012

received from the tates in the prescribed formats. tates have been asked to send the tate level consolidated reports b( "Cth da( of the following month. The e5isting status of monitoring of these si5 services is as under4 !i& upplementar( Eutrition4 Eo. of 6eneficiaries !2hildren - months to - (ears and pregnant ? lactating mothers& for supplementar( nutritionF !ii& >re/chool :ducation4 Eo. of 6eneficiaries !2hildren ro)ects and Anganwadi 2entres !A2s& w.r.t. targeted no. of I2D >ro)ects and A2s are taken into account for review purpose. The information received in the prescribed formats is compiled, processed and anal(sed at the 2entral level on 3uarterl( basis. The progress and shortfalls indicated in the reports on I2D are reviewed b( the 8inistr( with the tate 9overnments regularl( b( review meetings letters. tate Level arious arious 3uantitativ 3uantitativee inputs inputs captured captured through 2D>1’s 8>@ +>@ are compiled compiled at the tate level for all >ro)ects in the tate. Eo technical staff has been sanctioned for the state for programme monitoring. 2D>1’s 8>@ capture information on number of beneficiaries for supplementar( nutrition, pre/school education, field visit to A2s b( I2D functionaries like upervisors, 2D>1 A2D>1 etc., information on number of meeting on nutrition and health education !E+:D& and vacanc( position of I2D functionaries etc.

6lock Level At block level, 2hild Development >ro)ect 1fficer !2D>1& is the in/charge of an I2D >ro)ect. >ro)ect. 2D>1’s 8>@ and +>@ have been prescribed at block level,. These 2D>1’s 8>@ +>@ format formatss have have one/to one/to/on /onee corresp correspon onden dence ce with with A’s A’s 8>@ 8>@ +>@. +>@. 2D>1’s 2D>1’s 8>@ consists vacanc( position of I2D functionaries at block and A2 levels. At block level, no technical technical post of officials have been sanctioned sanctioned under under the scheme for monitorin monitoring. g. +owever, one post of statistical Assistant. Assistant is sanctioned at block level to consolidate the 8>@ +>@ data.

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2012

In between 2D>1 and A, there e5ist a supervisor who is re3uired to supervise =B A2 on an average. 2D>1 is re3uired to send the 8onthl( >rogress @eport !8>@& b( Cth da( of the following month to tate 9overnmen 9overnment. t. imilarl(, imilarl(, 2D>1 is re3uired re3uired to send +alf/(earl( +alf/(earl( >rogress @eport !+>@& to tate b( Cth April and Cth 1ctober ever( (ear. illage Level !Anganwadi Level& At the the gras grass/r s/roo oott leve level, l, deli delive ver( r( of vari variou ouss servi services ces to targe targett grou groups ps is give given n at the the Anganw Anganwadi adi 2entre 2entre !A2&. !A2&. An A2 is manage managed d b( an honora honorar( r( Anganw Anganwadi adi orker orker !A& and an honorar( Anganwadi +elper !A+&. In the e5isting e5isting 8anagement 8anagement Information Information (stem, records and registers registers are prescribed at the Anganwadi level i.e. at village level. The 8onthl( and +alf/(earl( >rogress @eports of Anganwadi orker have also been prescribed. The monthl( progress report of A capture information on population details, births and deaths of children, maternal deaths, no. of children attended A2 for supplementar( nutrition and pre/school education, nutritional status of children b( weight for age, information on nutrition and health education and home visits b( A. imilarl(, A’s +alf (earl( >rogress @eport capture data on literac( standard of A, training details of A, increase decrease in weight of children, details on space for storing ration at A2, availabilit( of health cards, availabilit( of registers, availabilit( of growth charts etc. A is re3uired to send these 8onthl( >rogress @eport !8>@& b( Bth da( of following month to 2D>1’ In/charge of an I2D >ro)ect. imilarl(, A is re3uired to send +alf/ (earl( >rogress @eport !+>@& to 2D>1 b( Bth April and Bth 1ctober ever( (ear. nternational Partners 9overn 9overnmen mentt of India India partne partners rs with with the follow following ing intern internatio ational nal agenci agencies es to supple supplemen mentt interventions under the I2D4 ". nited Eations Eations Internatio International nal 2hildren 2hildren’’ :mergenc( :mergenc( 7und !EI2:7& !EI2:7& EI2:7 supports the I2D b( providing technical support for the development of training training plans, organi0ing organi0ing of regional regional workshops workshops and disseminatio dissemination n of best practices of I2D. I2D. It also assists assists in service service delive deliver( r( and accreditat accreditation ion s(stem s(stem where where the capacit( of I2D functionar( is strengthened. Impact assessment in selected tates on earl( childhood nutrition and development, micro/nutrient and anemia control through it. ‘A’ supplementations and deworming interventions for children in the age group of #/B# months is also conducted b( EI2:7 from time to time. =. 2ooperativ 2ooperativee for Assistance Assistance and @elief :ver(where :ver(where !2A@:& !2A@:& 2A@: is primaril( implementing some non/food pro)ects in areas of maternal and child health, girl primar( education, micro/credit etc. Integrated Eutrition and +ealth >ro)ect !IE+>&/III, which is a phaseout programme of IE+> series would come to an end on <"."=.=#.

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2012

<. orl orld d 7ood 7ood >ro >rogr gram amme me !7> !7>&& 7> has been e5tending assistance to enhance the effectiveness and outreach of the I2D cheme in selected districts !Tikamgarh ? 2hhattarpur in 8adh(a >radesh, Joraput, 8alkangir ? Eabrangpur in 1rissa, 6answara in @a)asthan and Dantewada in 2hhattisgarh&, notabl(, b( assisting the tate 9overnments to start and e5pand production of low cost micronutrient fortified food known as ‘Indiami5’. nder this the concerned tate 9overnment are re3uired to contribute to the cost of Indiami5 b( matching the 7> wheat contribution at a "4" cost sharing ratio.

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Social Welfare Administration

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