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. White (1948) views that, “the art of administration is the direction, coordination and control of many persons to achieve some purpose or objective.” According to Herbert A. Simon (1960), “In its broadest sense, administration can be defined as the activities of groups co-operative to accomplish common goals.” Organization

An organization is defined as, “a social unit of people, systematically structured and managed to meet a need or to pursue collective goals on a continuing basis.” All organizations have a management structure that determines relationships between functions and positions, and subdivides and delegates roles, responsibilities, and authority to carry out defined tasks. Organizations are open systems in that they affect and are affected by the environment beyond their boundaries. One way to ‘measure’ organizational types is by using OCAI, the Organizational Culture Assessment Instrument. This system is quite popular due to its effective and simple nature. Two primary characteristics are measured by this system: 

The ratio of stability versus flexibility, and

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The ratio of internal versus external mindedness.

Based on these two dimensions, four types of organizations can be discerned, which are briefly discussed here. 1. Hierarchical Organization The hierarchical hierarchical organizatio organization n is very effective in a relatively relatively stable environment environment,, where the efficient and predictable delivering of products is its main reason of existence. Following the rules and procedures is of the utmost importance here. These types of organizations are often characterized by a machine bureaucracy with a role culture. For example, McDonald’s (think standardizati standardization on and efficiency) efficiency) and the Ford Motor Motor Company Company with their seventeen levels of management. 2. Market Organization In a more competitive environment, hierarchical organizations are no longer that effective, since they are too ‘internal minded’. A more external minded organization is required in such

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


2012

conditions. This type is called the market organization and is strongly 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 ively ly.. The focus in this this type type of organi organizati zation on lies lies primarily on the results and productivity. The feeling that holds the company together is that feeling of being better than the competition. Here, a task culture dominates. General Electric, under the leadership of former CEO Jack Welch, is a good example of a market organization. He famously announced that if businesses divisions were not first or second in their markets then, simply, they would be sold. Their corporate culture was (and still largely is) highly competitive where performance results speak louder than process. 3. Family Organization In a family family organi organizati zation on (which (which is most most often often a profess profession ional al bureau bureaucra cracy) cy) the idea that that success is a consequence of individual development, teamwork and shared norms and values is paramount. The freedom of action for the individual employee is cherished. This type of organization is characterized by a lot of attention for the individual and a strong sense of solidarity. The culture in this type of company is a personal culture. A good example of a family organization in American business is Tom’s of Maine, which produces all-natural toothp toothpaste astes, s, soaps, soaps, and other other hygien hygienee produc products. ts. The founde founder, r, Tom Chappe Chappell, ll, grew grew the company to respect relationships with co-workers, customers, owners, agents, suppliers, the community, and the environment. According to their company statement of beliefs, they aim to provide their employees with “a safe and fulfilling environment and an opportunity to grow and learn.” Typical of family organization cultures, Tom’s of Maine, is like an extended family with high morale and Tom himself takes on the role of mentor or parental figure. 4. Adhocracy In an adhocracy, the temporary character of the organization is the central tenet. This is a consequence of the central position of innovation and fast adaptation to new situations. Hierarchical Hierarchical power levels are missing and someone’s someone’s influence can strongly strongly fluctuate based on the problem that is being solved. In cultural perspective, creativity, entrepreneurship and a dynamical attitude dominate. The overall task is innovation and the production of unique and origin original al servic services es and products products.. The domina dominant nt cultur culturee in this this type type of organi organizat zation ion is a combination of a task and personal culture. High-tech companies like Google are prototypical adhocr adhocracy acy.. Googl Googlee 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 ability to quickly develop new services and capture market share has made them leaders in the marketplace and forced less nimble competition to play catch-up. Management

Management is the process of reaching organizational goals by working with and through people and other organizational resources. It has the following 3 characteristics: 1. It is a process process or series series of of continuin continuing g and related activities. activities.

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2. It involves involves and concen concentrates trates on on reaching reaching organizatio organizational nal goals. goals. 3. It reaches reaches these goals goals by working working with and throug through h people people and other other organiza organizatio tional nal resources. Principles of Management There are 14 Principles of Management described by Henri Fayol. 1. Division of Labour

Henry Fayol has stressed on the specialization of jobs. He 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 expertise in a particular area. Subdivision of work makes it simpler and results in efficiency. It also helps the individual in acquiring speed, accuracy in his performance. Specialization leads to efficiency & economy in spheres of business. 2. Party Party of of Autho Authority rity & Respo Responsi nsibil bility ity Authority & responsibility are co-existing. If authority is given to a person, he should also be made responsible. In a same way, if anyone is made responsible for any job, he should also have concerned authority. Authority refers to the right of superiors to get exactness from their sub-or sub-ordin dinate atess wherea whereass respon responsib sibilit ility y means means obliga obligatio tion n for the perfor performan mance ce of the job assigned. There should be a balance between the two i.e. they must go hand in hand. Authority Authority without without responsibili responsibility ty leads to irresponsibl irresponsiblee behaviour behaviour whereas responsibility responsibility without authority makes the person ineffective. 3. Prin Princip ciple le of One One Boss Boss A sub-ordinate should receive orders and be accountable to one and only one boss at a time. In other words, a sub-ordinate should not receive instructions from more than one person because:

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It undermines authority

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Weakens discipline

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Divides loyalty

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Creates confusion

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Delays and chaos

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Escaping responsibilities

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Duplication of work

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Overlapping of efforts



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Therefore, dual sub-ordination should be avoided unless and until it is absolutely essential. Unity of command provides the enterprise a disciplined, stable & orderly existence. It creates harmonious relationship between superiors and sub-ordinates. 4. Unit Unity y of of Dir Direc ecti tion on Fayol advocates one head one plan which means that there should be one plan for a group of activities having similar objectives. Related activities should be grouped together. There should be one plan of action for them and they should be under the charge of a particular manager. According to this principle, efforts of all the members of the organization should be direct directed ed toward towardss common common goal. goal. Withou Withoutt unity unity of direct direction ion,, unity unity of action action cannot cannot be achieved. In fact, unity of command is not possible without unity of direction. 5. Equity Equity Equity means combinatio combination n of fairness, kindness & justice. justice. The employees employees should should be treated with kindness & equity if devotion is expected of them. It implies that managers should be fair and impartial while dealing with the subordinates. They should give similar treatment to people of similar position. They should not discriminate with respect to age, caste, sex, religion, religion, relation etc. Equity Equity is essential essential to create and maintain cordial relations relations between between the managers managers and sub-ordinat sub-ordinate. e. But equity does not mean total absence of harshness. harshness. Fayol was of opinion that, “at times force and harshness might become necessary for the sake of equity”. 6. Order This principle is concerned with proper & systematic arrangement of things and people. Arrangement of things is called material order and placement of people is called social order. Material order- There should be safe, appropriate and specific place for every article and every place to be effectively used for specific activity and commodity. Social order- Selection and appointment of most suitable person on the suitable job. There should be a specific place for everyone and everyone should have a specific place so that they can easily be contacted whenever need arises. 7. Discip cipline Acco Accord rdin ing g to Fayo Fayol, l, “Disci “Discipl plin inee mean meanss sinc sinceri erity ty,, obed obedie ienc nce, e, respe respect ct of auth author ority ity & observance of rules and regulations of the enterprise”. This principle applies that subordinate should respect their superiors and obey their order. It is an important requisite for smooth running of the enterprise. Discipline is not only required on path of subordinates but also on the part of management. Discipline can be enforced if:

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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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Sanctions (punishments) are judiciously applied.



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8. Initiativ tive Workers should be encouraged to take initiative in the work assigned to them. It means eagerness to initiate actions without being asked to do so. Fayol advised that management should should provide provide opportuni opportunity ty to its employees to suggest suggest ideas, experiences& experiences& new method method of work. It helps in developing an atmosphere of trust and understanding. People then enjoy working in the organization because it adds to their zeal and energy. To suggest improvement in formulation & implementation of place. They can be encouraged with the help of monetary & non-monetary incentives. 9. Fair Fair Rem Remuner unerat atio ion n The The quan quantu 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 satisfactory tory & reward rewarding ing of the effort efforts. s. As far as possib possible le it should should accord satisfaction to both employer and the employees. Wages 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 payment reduce tension & differences between workers & management creates harmonious relationship re lationship and pleasing atmosphere of work. Fayol also recommended provision of other benefits such as free education, medical & residential facilities to workers. 10. Stability Stability of Tenure Tenure Fayol emphasized that employees should not be moved frequently from one job position to another i.e. the period of service in a job should be fixed. Therefore employees should be appointed after keeping in view principles of recruitment & selection but once they are appointed their services should be served. According to Fayol. “Time is required for an employee 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 money spent on training the worker will go waste. Stability of job creates team spirit and a sense of belongingness among workers which ultimately increase the quality as well as quantity of work. 11. Scalar Scalar Chain Chain Fayol defines scalar chain as ’The chain of superiors ranging from the ultimate authority to the lowest” lowest”.. Every Every orders, orders, instru instructi ctions ons,, messag messages, es, reques requests, ts, explan explanati ation on etc. etc. has to pass pass through through Scalar chain. But, for the sake of convenienc conveniencee & urgency, this path can be cut short and this short cut is known as Gang Plank. A Gang Plank is a temporary arrangement between two different points to facilitate quick & easy communication as explained below: Gang Plank clarifies that management principles are not rigid rather they are very flexible. They can be moulded and modified as per the requirements of situations 12. Sub-Ordination of of Individual Interest to General Interest

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An organization 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. But in case of conflict, individual must sacrifice for bigger interests. In order to achieve this attitude, it is essential that: 

Employees should be honest & sincere.

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Proper & regular supervision of work.

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Reconciliation of mutual differences and clashes by mutual agreement. For example, for change of location of plant, for change of profit sharing ratio, etc.

13. Espirit Espirit De’ Corps It refers to team spirit i.e. harmony in the work groups and mutual understanding among the members. Spirit De’ Corps inspires workers to work harder. Fayol cautioned the managers against dividing the employees into competing groups because it might damage the moral of the workers and interest of the undertaking in the long run. To inculcate Espirit De’ Corps following steps should be undertaken: 

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

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Subord Subordina 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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Efforts should be made to create enthusiasm and keenness among subordinates so that they can work to the maximum ability.

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Efficient employees 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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Subordinates should be made conscious of that whatever they are doing is of great importance to the business & society.

14. Centralizatio Centralization n & De-Centralization De-Centralization Centralization means concentration of authority at the top level. In other words, centralization is a situatio situation n in which which top managemen managementt retains retains most most of the decisio decision n making making author authority ity.. Decen Decentr trali alizat zatio ion n mean meanss disp dispos osal al of deci decisio sion n maki making ng auth author ority ity to all the the leve levels ls of the the organization. In other words, sharing authority downwards is decentralization. According to Fayol, “Degree of centralization or decentralization depends on no. of factors like size of business, experience of superiors, dependability & ability of subordinates etc. Anything which increases the role of subordinate is decentralization & anything which decreases it is centralization. Fayol suggested that absolute centralization or decentralization is not feasible. An organization should strike to achieve a lot between the two. Social Welfare Administration – Introduction Introduction

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In earlier times, social welfare was performed performed by a select few individuals individuals or small groups groups of individuals who were inspired by compassion and concern for the poor, the needy and the destitute. Since, it is no longer accepted that any normally intelligent person with good intentions can administer the welfare work, a sound administration is vital. It is increasingly realized that social welfare programmes require qualified and trained social welfare personnel to perform social welfare functions efficiently. So, it is argued that for serving the people effectively it is necessary to be professional, as professionalism can increase the ability of social welfare personnel to solve the pressing social problems confronting our society. Social welfare administration aims to apply professional competence to achieve social work goals. Social work’s aim is to provide service to individuals in the society and social welfare admini administra stratio tion n is the ‘busin ‘business’ ess’ of social social work. work. Social Social welfare welfare admini administra stratio tion n helps helps in professionally doing social work in the society. Concepts related to Social Welfare Administration

Social Development Development means progressive change in the living conditions and qualities of life of the members of the society. The process of social development is growth in the direction of modernity, 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 society society.. It is very very essenti essential al that that social social welfare welfare administ administrati ration on be practiced to bring in the required social development in our country. country. Social Welfare Social welfare is understood as those formally organized and socially 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 society, which is undergoing rapid transformation. Social welfare can be defined as “The organized system of social welfare institutions designed to aid disadvantaged individuals and grou groups ps to attai attain n satisf satisfy ying 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 harmony with the needs of the community” (Titmus, 1968). Social Welfare Agency It is an organization or an institution that provides treatment and preventive services in social welfare. These agencies practice social work, according to the objectives laid down by the agency. Social welfare agencies are of three kinds: 1. Governmental agencies which function according to the governmental setup, run and controlled by the government and funded by the taxes collected.

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2. Volu Volunt ntar ary y agen agenci cies es fina financ nced ed by the the memb member erss of the the comm commun unit ity y with with loca locall contributions and donations. 3. Non-governmental and autonomous agencies promoted and funded by the government.

Social Welfare Administration – Definition

Social welfare administration is a process through which social policy is transformed into social services. It involves the administration of government and non-government agencies. The American American Counci Councill of Social Social Work Work Educati Education on in its curriculu curriculum m study study has given a comprehensive definition of social welfare administration. It states “administration is the process of transforming community resources into a programme of community services, in accordance with goals, policies and standards which has been agreed by those involved in the enterprise. It is creative in that it structures roles and relationships in such a way as to alter and enhance the total product. It involves the problem solving process of study, diagnosis and treatment”. Herleigh Tracker (1971) interprets social welfare administration as a “process of working with people in ways that release and relate their energies so that they use available resources to accomplish the purpose of providing needed community services and programmes.” Features of Social Welfare Administration

Some distinctive features of social welfare administration are: 1. Social Social welfare welfare adminis administrat tration ion deals deals with social social welfare welfare agencies agencies and helps helps them to achiev achievee their their object objective ivess for the target target group groupss for which they they are workin working. g. It is specifically concerned with identification of social objectives, the formulation and implementation of proposed programmes to achieve the objectives laid down. 2. From From 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 problems: a. restoration of impaired social functioning; b. provision of resources, social and individual, for more effective social functioning;

c. preven preventio tion n of of socia sociall dysfun dysfuncti ction. on. 3. Despite Despite variatio variations ns in size, size, scope, scope, structur structuree and types types of progra programm mmes, es, every agency agency has a governing board as an apex body for final decision-making. The board is generally represented by the community it intends to serve.

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4. Social Social welfare welfare admini administra stratio tion n requir requires es optim optimum um utilizati utilization on of its availabl availablee resourc resources es together with active community participation, so that the ultimate goal of programmes can be achieved properly. 5. Social welfare welfare agencies agencies have have to allocate allocate certain certain portion portion of of their resource resourcess for survival survival so that the organization organization can continue continue to exist. But this should should not limit their capacity to achieve quantitative and qualitative growth. 6. Soci Social al welf welfare are agen agenci cies es gene general rally ly 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. 7. 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 nally lly qual qualif ified ied manpower. It has helped in introducing professional approach in their functioning.

Functions of Social Welfare Administration

The functions of social welfare administration to achieve the objectives set up by the agency would include: 1. To formulate the appropriate objectives and programmes of the agency, it is very important to get the required information and to understand the total situation. The agency generally focuses on a particular problem in a particular geographical area. 2. To analyze the collected information so as to plan appropriate measures to solve social problems. Social welfare agency’s work is to address social problems of the society in that given area. 3. To recognize, screen and opt for an appropriate plan of action to tackle problems and handle the initiatives of the social welfare agency. 4. Form Formul ulati ating ng poli polici cies, es, prog progra ramm mmes es and and plan planss for for effec effecti tive vely ly carry carrying ing out out the the objectives of the social welfare agency in a planned manner. 5. To iden identi tify fy appr approp opri riat atee perso personn nnel el for for the the soci social al welf welfare are agen agency cy with with prop proper er orie orient ntati ation on and and supe superv rvisi ision on so that that they they unde underst rstan and d the the objec objecti tive vess and and how how to implement the programmes in order to achieve the goals of the agency. 6. To inspire volunteers who can involve themselves in the aims, objectives and goals of the social welfare agency. 7. 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 maximum results are obtained. 8. Rule Rules, 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 uniformity and accountability among all staff in the agency so that the objectives of the agency are easily accomplished.

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9. The agency must keep proper records and reports. These records and reports must be analyzed and interpreted to find out the progress of the agency’s work. 10. The financial practices must be very economically and strictly laid down so that there can be no misappropriations. The finances must be accurately utilized and accounted for financ financee is the backbone backbone of any organizat organization ion.. So financ finances es must must be proper properly ly managed. 11. Every agency has to lay 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. 12. One of the main threads that binds the whole agency 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 agency cy be it horizontal from department to department, or vertical from top to bottom or bottom to top. The agency must also have an open communication channel with the community people. 13. Soci Social al welf welfare are admi admini nistr strati ation on must must also also see to it that that the the agen agency cy has has suit suitab able le coordination within the various departments of the agency and at various levels in the agency. The agency when it works as a whole, it becomes most effective to meet its objectives. objectives. The social welfare agency 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. 14. Social welfare administration has an important role in monitoring and evaluation of the agency’s programmes and in assessing overall work.

Administrative Process in Social Welfare Institutions

POSD POSDCo CoRB RB is an acro acrony nym 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 theory. The classical management thinker, Luther Gullick gave this acronym to describe the functions of a manager in an organisation. Planning According to Terry and Franklin ‘Planning is selecting information and making assumptions regarding the future to formulate activities necessary to achieve organisational objectives’. Every organisation does some form of planning, as they have to prepare for the future. In large organisations, planning is done by a separate division or department which generally reports to the Chief executive. Planning, here, is a highly specialized area, as a number of factors have to be taken into consideration. The department includes experts from diverse fields such as economics, statistics, management, etc. When any organisation operates in more than one region or country, the complexity 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 function; do planning. Either way planning is an important activity of the administrator. Major Steps in Planning: 1. Defi Define ne the the pro probl blem em Underst Understand anding ing the proble problem m and its variou variouss dimensi dimensions ons is the first step in the planning planning process. Many experts say that if the problem is adequately defined half the problem is solved. 2. Collect 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, Planning Planning commission commission documents etc. Sources Sources from within the organisatio organisation n inclu include de poli policy cy statem statemen ents, ts, agen agency cy repor reports, ts, eval evalua uatio tion n repo report rts, s, minu minutes tes of meet meetin ings gs,, documents etc. 3. Analy Analyze ze the the info inform rmati ation on An enormous amount of data may be collected from various sources. But if they are not seen from the organisational perspective then they cannot be of much use. Every component has to be seen as part of the larger whole. Cause and effect relationships have to be established. 4. Establish planning criteria and standards

Planning Planning criteria are assumptions assumptions on which the plan is to be formulated. formulated. The criteria will be drawn from the organisation’s ideology, 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 judged. 5. Preparation of different action plans for achieving the goal

Most 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. 6. Decide on one plan from the different alternative plans

The The Plan Plan 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. Often 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 agency. 7. Arrange detailed sequence 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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8. Provid Providee chan channel nelss for for feedbac feedback k Constant feedback and monitoring are necessary. It will help identify shortcomings in the plan and its implementation. Some part of the plan may have to be modified if unforeseen factors influence the implementation process. 9. Impl Implem emen entt the the plan plan The success of any plan sets on its effective implementation. 10. Evaluate Evaluate the plan performance. performance. The last step in the planning process is the evaluation of its performance. At his stage only the success or failure of a plan is judged. Types of Plans: 1. Stra Strate tegi gicc Plan Planni ning ng - Strat Strateg 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 may extend from five to twenty or more years and secondly it covers mostly all the activities within the organisation. In other words, it is long-term and comprehensive planning. 2. Operationalized Planning - Operationalized Planning is also called tactical planning and it indicates the specific activities to be taken so that specific goals are to be achieved. Compared to strategic planning, operationalized planning is short-term and deals with specific areas. These two types of planning are not inclusive. Strategic planning depends on the operationlized operationlized planning for achieving its goals.

Organising Organising means establishing effective behavioural relationship among persons so that they may work together efficiently and gain personal satisfaction in doing selected tasks under given environmental condition for the purpose of achieving some goal or objective. The need for an organisation organisation emerges when one individual individual cannot perform perform all the necessary necessary tasks. As number of individuals increase, they are further divided into groups each of which are given a specific set of tasks to perform. How and on what basis these tasks are divided among individuals and group is the role of ‘organising’ in management. Need for Organising: 1. Clear-c Clear-cut ut lines of author authority ity and responsib responsibili ility ty in an organisat organisation ion are created created which help in controlling and leading the organisation. 2. There here are are less lesser er oppor pportu tun nitie itiess responsibilities are clearly defined.

for for

org organis anisat atio ion n

con conflic flicts ts if orga organ nisat isatio ion nal

3. Orga Organi nised sed groups groups and and orga organi nisat satio ions ns are are more more like likely ly to give give satis satisfac facti tion on to the the employees and thereby positive results for the organisation.

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Elements of Organising: There are four important elements in organising – division of labour, degree of centralization and decentralization, departmentalization and span of control. 1. 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 employees. Work is allotted to person most suited to do it. It allows the employers to attain proficiency in their work and thereby increase the efficiency of the organisation. 2. Cent Centra rali liza zati tion on and and dece decent ntra rali liza zati tion on refe refers rs to the the degr degree ee to whic which h auth author orit ity y is distributed distributed among the various various levels of the organisation. organisation. If authority authority is distributed distributed in such a way that majority of the decisions are taken by the top managers then the organi organisati sation on is called called centralize centralized. d. On the other other hand, hand, if the lower levels of the organisation have authority to make decision—without seeking approval from the top level level manage managers rs then then the organi organisati sation on is called called decent decentrali ralized zed.. 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 centralization and decentralization depends on a number of factors like organisational history, level of trust in the organisation, subordinat subordinate’s e’s staff competence, competence, technology technology available available etc. Excessive centralization centralization is likely likely to reduce reduce emplo employe yee’s e’s motiv motivatio ation n and discou discourag ragee initia initiativ tive. e. It is also also time time consuming when every decision has to be referred to the top and approval obtained for the same. The quality of decisions making may 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.. On the the othe otherr hand hand,, too too much much decentralization is also harmful. Decentralization may result in declining control of the top management. Consequently employees at the lower levels may engage in empire building at the cost of neglecting organisational objectives. Coordination in the the orga organi nisat satio ion n may may suff suffer er as each each part part may may char chartt its its own own cour course. se. Chao Chaoss and and indiscipline will be the result. 3. Departm Department entaliz alizati ation on refers to the formal formal structu structure re of the organis organisatio ation n compos composed ed of various departmental and managerial positions and their relationship to each other. Departments are formed on the following basis – function, product, territory, clients and process. Some examples are provided here of departments based on these factors.

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Function based departments – Marketing department, Personnel department. Planning department, etc.

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Product based departments – Micro-credit department, water and sanitation department etc.

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Territory based departments – Northern Railways, Southern Railways, Eastern Railways.

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Client-based departments – Women and child department, Welfare of SC/ST.



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Process-based departments – Marketing, Planning, administration etc.

There are at least three departments departments which will almost almost inevitably inevitably be present in every organisation. They are namely administration, accounts and services. Most of the large organisations have departments based on more than one factors. 4. Span of of control control refers to the the number number of subordinat subordinates es an individu individual al can supervise supervise and and control. Control is not to be seen as something narrow and negative. It refers to the superior’s guidance, encouragement and appreciation provided to the subordinates. Management experts recommend that no superior can control more than five or six subordinates without decline in the quality of supervision. Staffing Staffing is the management function that deals with the recruitment, placement, training and develo developme pment nt of organi organisati sation on members members.. Any organi organisati sation on is as good good as it’s it’s employ employees’ ees’ performance shows. Staff of the organisation should be selected, retained and promoted based on the needs of the organisation and their performance. Staffing Process: Human Resource Planning should take into consideration the following internal and external 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. Exte Extern 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. Recrui Recruitme tment: nt: Recrui Recruitme tment nt is concern concerned ed with with develo developin ping g a large large pool pool of job for candidates in line in view of the needs of the organisation. This can be achieved by giving giving wide wide public publicity ity to the positi position on availa available ble and attract attracting ing many many as eligib eligible le candidates as possible for the positions. 2. Selection: Selection involves evaluating and choosing among the job candidates. A number of means like interviews, group discussion, and skill tests are used to select the candidates. 3. Induction and Orientation: After selection, the newcomer has to be helped to fit into the the orga organi nisa sati tion on.. They They are are intr introd oduc uced ed to thei theirr coll collea eagu gues es,, acqu acquai aint nted ed with with responsibilities and informed about organisation policies and goals. 4. Train Trainin ing g and and Deve Develo lopm pmen ent: t: 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 employees along with attitudinal changes. The overall aim is to increase organisation’s productivity and employee’s level of job satisfaction. 5. Performance Appraisal: Performance appraisal aims at judging the performance of the employee’s and his/her contribution to the organisation. Performance appraisal has to

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be done on the basis of objective standards and not on the whims and fancies of the superior officer. Further the employee should have a clear job profile and should know on what basis he or she is being judged. If performance is satisfactory, the employee may be rewarded and if it is not, corrective action is to be taken. People join organisations not merely for monetary gains. They also look for satisfaction of their social needs, self-esteem needs and emotional needs. In any case, after a person has achieved financial security, he or she will most probably seek other kinds of fulfillments namely pride in the job, a sense of achievement, satisfactory associations at work place, autonomy to function independently, etc. It is up to the organisation to provide employees with these opportunities. Directing Directing is the managerial function of guiding, supervising and leading people. According to Chanda Chandan 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’. Sometimes directing and leading are seen as one function. Often it is the success or failure of this function that will determine whether the organisation will achieve its objec objecti 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 employ oyees ees of the the orga organi nisat satio ion n expe experie rienc nce. e. Some Some of the the requi require reme ment ntss for for succ success essfu full lead leader ersh ship ip in an organi organisati sation on are: are: clear-cu clear-cutt object objective ivess which which should should be known known to all the manager managerss and employ employees, ees, meanin meaningfu gfull superv supervisio ision n by the superi superiors ors of the subord subordina inates, tes, partic participa ipatory tory managerial style, unity 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 willingly on related tasks to attain goals devised by the leader and the group. Leaders can be formal or informal. Formal leaders are found in formal institutions like bureaucratic organisations, political parties, and military. Here the organisational functioning is governed by written and formal rules. They determine how the leader is selected/elected and what his/her his/her powers are and how they are to be exercised. On the other hand, informal informal leadership leadership depends on the personal qualities of the leader such as the charm, intelligence, skills etc. Leadership Styles 1. Auto Autocr crat atic ic Lea Leade ders rs Autocr Autocratic atic leader leaderss are those those who assume assume all author authority ity to themse themselve lves. s. Subord Subordina 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 style, firstly decision making is quick and in emergencies it can be advantageous. Secondly, 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 dly y, if subo subord rdin inat ates es are are inexperience inexperienced d or are not qualified, qualified, then autocratic autocratic leadership leadership is better. better. Autocratic Autocratic leadership has many disadvantages also. As autocratic leaders do not take into account opinions of others, it may result in bad decisions. Secondly, the lack of consultation may adversely affect

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subordinate’s motivation and alienate them. It will increase resentment towards the leader and the organisation as a whole. 2. Partic Participat 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 actively sought and a consensus arrived at before decisions are taken. The decisions thus taken may or may not reflect the opinion of the leader. The major advantages of this type of decisions making are that maximum possible information is collected and differe different nt viewpo viewpoint intss are to be conside considered red.. Partici Participat pation ion of many many indivi individua duals ls means means that that decisions taken will have a better chance of being accepted by others. As a result, confidence and loyalty loyalty among among the worker workerss will will increas increase. e. Howeve However, 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 individuals are motivated motivated to contribute contribute to the decision making process. Absence of this motivation will lower the quality 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 employees then the decision making process will be flawed. Further, there should also be a spirit of give and take as no one can get totally satisfactory decisions. 3. Laissez Laissez-fai -faire re or or Free-r Free-rein ein Leader Leadershi ship p The leader gives the organisation maximum 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 maximum autonomy to the members leading to creativity and freedom of expression. The major disadvantages are that in under-motivated organisations this type of leadership will result in chaos. In different organisations the nature of work and tradition makes the leader adopt one or other leadership leadership styles. The leaders adopt adopt the laissez-faire method in situation situation where encouraging encouraging creativity is the aim – for example, in universities or laboratories. On the other hand, in family family run busin business ess houses houses where where contro controll is consid considere ered d as importa important, nt, leadersh leadership ip styles styles adopted are closer to the autocratic leadership style. Coordinating Coordination is the process of integrating the objectives 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 efficiently. In the organising function, we have seen the need for division of work among the various units of the organisation. Efficiency increases with specialization of activity and grou groupi ping ng of relat related ed work work.. But But 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 they forget the organisational objectives. Departmental interests are placed above organisational interests. Ways to Achieve Coordination:

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1. Hierarchy is an important method to achieve coordination. People who are high in the hierar hierarchy chy have have more more author authority ity and respons responsibi ibility lity.. Hierarc Hierarchy hy in fact channe channels ls and regula regulates tes the exercis exercisee of author authority ity,, work work alloca allocatio tion n and flow flow of commun communicat ication ion.. Problems between departments if and when they arise can be sorted out by the superior officer. 2. Anothe Anotherr import important ant method method of coordi coordinat nation ion is rules rules and regula regulatio tions. ns. Rules Rules and regulations regulations make organisatio organisational nal work predictable. predictable. Rules and regulation regulationss standardize standardize routine work which saves the time of the managers. Everyone in the organisation will know know what what behavi behaviour our is expect expected ed from from him/he him/herr and from others. others. Tasks will will be performed accordingly. 3. The identification identification of objectives and formulation formulation of plans also improve improve coordinati coordination. on. This gives the organisation a unity of purpose and a unity of direction. They help the various units with different responsibilities to direct their efforts toward achieving their targets. 4. 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.. Commit Committee tee meetin meetings gs help help them exchan exchange ge inform informati ation, on, underst understand and each each others others viewpoints and problems and resolve conflicts. 5. Vertical and horizontal communication systems 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. 6. Nowadays, with the rise of information technology, IT enabled Management Info Inform rmati ation on Syste Systems 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 system enables quick reporting, processing, storing and retrieval of information as and when required.

Till now we have discussed the formal means of improving coordination. But it is now realized that informal relationships between employees are as important as the formal means of coordination. 7. Personal 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 employees exists, 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 efficiency of the organisation.

Reporting

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Reporting 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. Reporting is done at every level. The Annual Report of the organisation is its statement of achievement and shortcomings to the general body of the organisation organisation and to the society at large. Within the organisation, organisation, the Chief Chief Execut Executive ive Office Officerr report reportss to the Board Board of Manage Managemen mentt or the govern governing ing body. body. Subordinates of the executive officer will report to him/her and so on down to the lowest level of the organisation. Need for Effective Reporting: 1. Reporting keeps the management informed about the organisation’s performance. 2. Reporting allows the management to take corrective actions when things go wrong. 3. Reporting inculcates a sense of responsibility among employees as they have to report the programme activities to the higher authorities.

Reporting Process: 1. Establish means by which reporting is done. 2. Keep a time period within which the report is done. 3. It should be decided as to whom the report should go and in what form. 4. Reporting also includes action to be taken on the report.

Budgeting The word ‘budget’ originally meant a bag, pouch or pocket attached to a person. But in the modern sense, a budget is a complete statement regarding the organisation’s income and expenditure of the past financial year and provides an estimate of the same for the coming financial year. The organisation’s budget is usually approved by the highest controlling body, the Board of Management or the Governing Council. Once 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. Sometimes due to changes in environment or inside the organisation, a revised budget is formulated after a period of time which may increase or decrease the funds allocated to a particular department. Budget Budgeting ing is a special specialized ized activity activity 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 expenditure, income and outcome planned for a specific period of time. Usually budgets are made for a year, that is, annually. Through the budget, the manager

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controls the activities of the organisation. Therefore budgeting refers to the controlling of the organisation based on a budget. Need for Budgeting: 1. Finance is the fuel on which the organisation runs. One of the most effective ways of directing and controlling the organisation is by controlling the financial part of the organisation. 2. Budgeting helps to control the excessive expenditure. Sometimes managers tend to over spend with justifications and sometimes without justifications. Well prepared budget with clear allocations to various heads prevents this costly practice. 3. Budget Budgeting ing also helps helps in preven preventin ting g admini administra strative tive and financ financial ial malpra malpractic ctices. es. At times, unscrupulous employees try a variety of means to earn money at the cost of the organisatio organisation. n. But budgetary budgetary allocation allocation prevents prevents this practice practice to a great extent. At the end of the year audit is done in which budgetary allocations are compared with actual expenditure incurred. Discrepancies if any have to be explained. This ensures that there is a check and balance. 4. Budgeting improves the coordination in the organisation. Proper appropriation to different overheads within the organisation helps prevent conflict and overlapping. 5. Budgeting also helps in measuring the performance of the organisation. The actual performance of the organisation can be seen in relation to objectives set forth in the budget. 6. Budgets Budgets are also a source of information. information. Budgetary Budgetary allocations to various various activities activities of the organisation reveal the priorities of the organisation. This is useful to people outside the organisation as well as its employees and supporters. 7. Lastly, the very process of budget preparation is an educative exercise. Managers review the existing situation, discuss the needs of the organisation in the coming year, and keeping in view the priorities of the organisation, prepare the budget. Thus the budgeting processes make the managers aware of the objectives 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 exte extern rnal al environment.

Evaluation and Feedback Evaluation means ‘to assess the value of every organisation’s rationale for its existence and the contribution it makes for the welfare of the society. It is for this reason that government and donor agencies provide funds and the people support these organisations. Naturally 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 necessity.

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Socially Socially relevant relevant programmes programmes of NGOs have multiple multiple dimension dimensions. s. Therefore, Therefore, evaluation of the programme has to include the following dimensions —  

the relevance and the need of the programme for the client/s; the the exte extent nt of part partic icip ipati ation on of clie client nts/c s/com ommu muni nity ty in the the vari variou ouss stage stagess of the the programme;



accessibility, availability and quality of the services rendered;



sustainability and financial viability of the programme.



Lately it has also been felt that the gender dimension of the programme should be part of the program evaluation process. Therefore, the extent 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 Public Health Association defines “evaluation as the process of determining the value or amount of success achieved in terms of its predetermined objectives”. It includes at least the following steps: 1. formulation of the objectives, 2. identification of proper criteria to be used in measuring success and determination and explanation of the degree of success, 3. recommendation for further programme activity.

According to the ‘Encyclopedia of Social Work in India’: 1. evaluation should have an objective approach to the study of problem, 2. it should focus on positive as well as a negative aspects of the problem, 3. 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.

Evaluation can be of two types: 



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

Public Relations

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Public relation (PR) 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 organization and the public. PR is an essential and integrated component of public policy or service. The public relations activities are meant to ensure the benefits to the citizens, for whom the policies and services are meant for. The Institute of Public Relations, USA, has defined Public Relations as “the deliberate, planned and sustained effort to establish and maintain mutual understanding between an organization and its publics”. Likewise, Edward L. Bernays has given definition of Public Relati Relations ons as “the attempt attempt by inform informatio ation, n, persua persuasio sion n and adjustm adjustment ent to engine engineer er public public support for an activity, cause, movement or institution”. Public relations and publicity are not synonymous but many PR campaigns include provisions for publicity also. Publicity is the spreading of information to gain public awareness for a product, person, service, cause or organization, and can be seen as a result of effective PR planning. You may wonder, what is the need for organizations to engage in PR activities? Investing on PR helps the organization to achieve its objective effectively and smoothly. PR does not mean creating good image for a bad team, since false image cannot be sustained for a long time. Even if the organization’s services/programmes are good, it needs an effective Public Relati Relations ons campai campaign gn for attract attracting ing,, motiv motivati ating ng the public public to utiliz utilizee the service services, s, creatin creating g awareness about policies and programmes and publicizing the work of the organization. I t not only encourages people’s participation but also helps in building credibility and better image in the public eye. An effective PR can create and build up the image of an individual or an organization or a nation. At the time when an organization is under crisis an effective Public Rela Relati 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 organizati zation on and the public. public. The PR includ includes es analysis analysis of public public perception, perception, modifying modifying/desig /designing ning organizatio organization’s n’s policy/prog policy/programmes rammes in consonance with public interest and then executing the programmes for communication with the public. PR is a plan planne ned d effo effort rt or mana managem gemen entt func functi tion on.. It is an execu executi 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 by public relations activities. It is very important to understand the two components of PR - ‘Public’ and ‘Relations’. It is essential that socio-demographic and cultural characteristics, values, attitudes, perceptions of the ‘public’ (that includes employees in the organization as well as the community that the organization is serving) be studied object objective ively ly.. ‘Relati ‘Relations 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 eyes of the public. Let us look at the process of public relations. The process of public relations is categorized into seven phases for better understanding: The first phase includes identifying and listing out the information or message to be disseminated. The second phase of PR process is to ascertain the existing image or awareness level about the issue in the target group or common public. The third phase is developing communication objectives and priorities. The fourth phase of PR deals with developing the message and

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choosing appropriate media to transmission. The fifth phase of PR 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 sixth phase, communicati communication on campaign campaign is checked checked whether whether message message has reached properly and the expected expected action or behaviour behaviour or knowledge knowledge on image factors factors emerge emerged. d. The seventh seventh phase phase of PR includ includes es rectifi rectificati cation on of the commun communicat ication ion campaign, campaign, in case the message message does not reach properly properly after identificatio identification n of reasons for the ineffectiveness. It is followed by dissemination of the revised message. The Image building exercises start with understanding the present image and to chalk out, the desired image and to channalize all the PR activities towards it. Some possibilities that would call for PR are promotional opportunity (to inform about new service / policy which require wider wider public publicity ity), ), compet competitio ition n (to overco overcome me the resistan resistance ce or pre-set pre-set mind mind condit condition ion), ), controversy (To eliminate the contradictory conditions in between the organization and the public), adverse publicity (to inform about the truth or correct issues and thereby removing the misunderstanding), catastrophe (announcement of any unfavourable issues) and crisis (whe (whene neve verr threa threats ts arise) arise).. Amon Among g the the many many chan channe nels, ls, blog blogss are are the the most most recen recentt and and economical means. Fund Raising Fund raising is the process of soliciting and gathering money or other gifts in-kind, by requesting donations from individuals, businesses, charitable foundations, or governmental agenci agencies. es. Althou Although gh fund fund raising raising typica typically lly refers refers to efforts efforts to gather gather funds funds for non-pr non-profi ofitt organizations, it is sometimes used to refer to the identification and solicitation of investors or other sources of capital for-profit enterprises. Common sources of funds are (1) local, International donors and government. Now the scenario is changing and even international NGOs are looking for fund raising, e.g. Plan Inte Intern rnat atio iona nall has has targ target eted ed 30% 30% of fund fundin ing g from from loca locall sour source ces. s. Ofte Often n in time timess of natural/manm natural/manmade ade calamities calamities like Tsunami/Kar Tsunami/Kargil gil war, organizatio organizations ns engage engage themselves themselves in fund raising. Why we would raise funds? Obviously, it is impossible for any organization to implement activities and projects without certain human, technical and financial resources. Fund raising increases the amount of resources and even helps in development of corpus funds. It also reduces dependence on international and national donor organization, which, often times, may reduce flexibility of implementing innovative/creative ideas and targeting those needs that a community finds important. Fund raising brings sense of ownership among community people and helps organization build social capital and community linkages. Mobilizing local resources increases the sustainability of community initiatives. Before initiating fund raising endeavour, organizations must check their tax situation. There are two main provisions regarding this – Sec. 80G and Sec. 35 A© of the tax Act. Under Sec. 80 G non-profit organizations working in specified areas (which are deemed to be charitable) can register with income tax authority under this section, which enables the donors (whether

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individuals or companies) to claim relief up to 50% of the amount donated. The Sec. 35 A © is a more recent one where contributions are 100% tax exempted. It is applicable to specified projects rather r ather than to registered organizations. Approval has to be sought from the National Committee for Promotion of Social and Economic Welfare, Delhi and NGOs generally have to undertake project for 3 years. Another important issue in fund raising is to develop an ethically sound fund raising policy. It is crucial to list down socially inappropriate activities and not to accept any funds/resources from from tainte tainted d sources sources,, which which may hamper hamper organi organizat zation ion’s ’s own image image and credibi credibility lity.. For instance, taking money from cigarette/liquor manufacturing company/people with criminal background for any social cause would do more harm than any good. Further, it is also unethical and unsought for to exaggerate data/information, project beneficiaries as victims, accentuating their vulnerability (whereas in reality they are not so) while appealing for funds. Next, understanding psychology of prospective donors on why people give is also necessary. People donate because – (i) they may be concerned about the problem; (ii) may have personal experience of the problem; (iii) peer pressure (iv) guilt feeling (v) duty (vi) name/fame/as memorial and (vii) tax benefits. For a successful fund raising campaign one needs to identify likely 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 quack, flood, etc., cash and kind donations are asked for. Asking people to contribute contribute ‘generously’ often confuses them. Instead, people respond better if a range of options is provided to them. For instance, divide the work into units: 1 sapling planted = Rs.5; 10 saplings planted = Rs.50; one cataract operation = Rs.500. Also linking the amount being asked with cause gives better results, say, sponsoring child’s education/nutrition, etc. Approa Approachi ching ng the prospe prospecti ctive ve donors donors has many many ways ways – 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. One may organize house to house or office to office collection, organize fund raising events, invite celebrity on exhibition/fair/mela, frame appeal, produce occasional newsletters, pamphlets for fund raising, raising, tap religious religious resources resources (zakaat appeal before Ramzaan for donation) donation) and so on and so forth. Tapping corporate donors is also als o one of the important strategies for fund raising. Companies generally donate to create goodwill in the local community, to generate publicity and for tax benefits. Certain examples 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 company y 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 expertise/advice and so on. Many times employees agree to have regular amount deducted each month from his/her salary for donations as seen in the case of Helpage in Chennai. In fact, fund raising strategies are becoming increasingly more creative and innovative.

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Types of Social Welfare Agencies

There are two main types of social welfare agencies: 1. Public or Government agencies are based upon a law or order, administered within the framework of local, state and central governments and financed by the Government. 2. Private Agencies or Non-Governmental Organisations or Voluntary Organizations are establi established shed by indivi individua duals ls or philan philanthr throp opic, ic, religi religious ous,, fratern fraternal al or humani humanitari tarian an groups; their management is vested with a board of directors. These organisations are supported mainly by contributions, donations, endowments or trus t funds.

Non-Government Non-Government Organisations (Voluntary Organisations) Organisations)

Definition Accord According ingly ly to Lord Lord Beverid Beveridge, ge, “A Volunt Voluntary ary organi organisati sation, on, proper properly ly speakin speaking, g, is an organisation which whether its workers are paid or unpaid, is initiated and governed by its own members without external control.” Non-profit organisations in India: a) exist independently of the state; b) are self-governed by a board of trustees or ‘managing committee’/ governing council, comprising individuals who generally serve in a fiduciary capacity; c) produce benefits for others, generally outside the membership of the organisation; and

d) are are ‘non ‘non-p -pro rofi fit-m t-mak akin ing’ g’,, in as much much as they they are proh prohib ibit ited ed from from dist distrib ribut utin ing g a monetary residual to their own members. Characteristics 1. It is registe registered red under under the Societ Societies ies Registra Registratio tions ns Act, 1860, 1860, the Indian Indian Trusts Trusts Act, 1882, The Cooperative Societies Act, 1904 or Sec. 25 of the Companies Act, 1956, depending upon the nature and scope of its activities to give it a legal status. 2. It has definit definitee aims and and objectives objectives,, and program programmes mes for their their fulfilme fulfilment. nt. 3. It has an administ administrati rative ve structure structure and duly constitu constituted ted managem management ent and executiv executivee committees. 4. It is an organi organisat satio ion n init initia iated ted and gove govern rned ed by its own own memb member erss on democra democrati ticc principles without any external control. 5. It raises raises funds funds for its activitie activitiess partly partly from from the excheque exchequerr in the form form of grants-in grants-in-id -id and partly in the form of contributions or subscriptions from members of the local community and/or the beneficiaries of the programme.

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Structure General Body (General Membership)

Executive Counsel/Managing Committee/Governing Body

Office Bearers (President, Vice President, General Secretary, Joint Secretary, Assistant Secretary, Treasurer)

Paid Staff/Volunteers (Social Workers)

Functions 1. Human Human beings beings by nature nature are gregario gregarious. us. The urge urge to act in groups groups is fundamen fundamental tal in them. People therefore form groups and associations voluntarily 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 voluntary associations which are formed for promotion of recreational and cultural activities, social services, professional interest etc. 2. A pluralist pluralistic ic society society with with a democra democratic tic system system requires requires 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 monopoly in various fields. 3. Organi Organised sed volunta voluntary ry 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 solidarity rity and promotes participative democracy. 4. The state state does not not have the requisi requisite te financial financial resources resources and manpow manpower er to meet all the the need needss of its its citi citizen zens. s. The The nonnon-go gove vern rnme ment nt orga organi nisat satio ions ns by raisi raising ng addi additi tion onal al resources locally can meet uncovered needs and enrich local life.

Factors motivating Voluntary Action

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Types 1. Bila Bilate 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 duty duty free free entr entry y of dona donate ted d supp suppli lies es for for relie relieff and and rehabilitation of the poor and the needy without discrimination of caste, creed or race. Under these agreements, agreements, commoditie commoditiess like food grains, grains, milk powder, cheese, processed food stuff; drugs, medicines, multi vitamin tablets, hospital equipment, and supplies like ambulances, mobile dispensaries, agricultural implements etc. are received by 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. Gove Govern rnme ment nt of Indi Indiaa encourages such assistance. The Ministry of Social Justice and Empowerment operates the bilateral agreements on gift deliveries entered into by the Government of India with the Government Governmentss of Federal Federal Republic Republic of Germany, Germany, Sweden, Switzerland Switzerland,, United Kingdom and United States of America.

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The Food Corporation of India is entrusted with the responsibility of handling the port operations work in respect of gift consignments, coming under the agreements on payment for the service servicess at approv approved ed rates. rates. The expendit expenditure 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 by the Ministry as per terms of the Agreement. 2. 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 State depends depends upon the help and support of other nations and countries to ameliorate the lot of its poor and needy. 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 every everywh where ere.. International social welfare organisations can be classified into five groups: i. Gove Govern rnm ment ent Agen Agenci cies es of of Inte Intern rnat atio iona nall char charac acte ter, r, e. e.g. Un United ited Nat Natio ions ns,, World Health Organisation, International Labour Organisation etc. ii. ii. Priv rivate ate Inte Intern rnat atio iona nall Organ rganis isat atio ion, n, e.g e.g. The The Inte Intern rnat atio iona nall Conf Confer eren ence ce of Social Work, World Federation of Mental Health, The International Union for the Child Welfare. iii. iii. Priv rivate ate Inte Intern rnat atio iona nall Orga Organ nisat isatio ion ns havin aving g auto auton nomou omouss org organis anisat atio ions ns in each country, e.g. International Red Cross, the YMCA and YWCA. iv. iv.

Nati Nation onal al Gove Govern rnm ment ent Age Agenc ncie iess ext exten endi ding ng thei theirr hel help p to othe otherr coun countr trie ies, s, e.g. The United States Technical Co-operation programme popularly known as point 4 Programme.

v.

National Private Agencies extending their social service to other countries, e.g. The Ford Foundation and the Rockefeller Foundations in India.

3. Dono Donorr Age Agen ncies cies One of the major activities of any Non Governmental Organisation is mobilizing financial support for its activities. A number of National and International organisations are providing funds to the social service organisations. organisations. Such agencies are known known as Donor agencies. agencies. They give support to the social service activities on the basis of the project proposals, submitted by the Organisation. Generally 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 needy y and and marginalized. The amount of their support varies from project to project according to the requirements or the gravity of the problems. The donor agencies mainly raise funds from its Citizen and the Government. Some of the Donor agencies are : i. ii. ii.

27

Cordaid, Germany Chur Church ch Aux Auxil ilia iary ry for for Soc Socia iall Acti Action on (CA (CASA SA))



iii. iii.

Dani Danish sh Int Intern ernat atio iona nall Deve Develo lopm pmen entt Agen Agency cy (DA (DANI NIDA DA))

iv. iv.

Chris hristi tian an Chil Childr dren en’s ’s Fund und

v. vi. vi.

2012

World Vision Co-o Co-ope perat rativ ivee for Ameri America can n Reli Relief ef Eve Every rywh where ere (CA (CARE RE))

vii. vii.

Cath atholic olic Rel Relie ieff Serv Servic ices es (C (CRS) RS)

viii viii..

Indo Indo-Ge -Germ rman an Soci Social al Serv Servic icee Soc Societ iety y (IG (IGSS SSS) S)

ix.

Caritas In India et etc.

4. UN Bodies The United Nations has set up various organisations for groups needing special help. Their contributions to international welfare may be discussed as follows: i. Unit United ed Nati Natio ons Child hildre ren n’s Fund Fund (UNI (UNICE CEF) F) - It It wa was est estab abli lish shed ed by the the General Assembly on 11th December 1946. Its purpose is to help developing countr countries ies to improv improvee the condit condition ion of their their childr children en and youth youth.. UNICEF UNICEF provides assistance in such fields as health, nutrition, social welfare, education, and vocational training. It also helps Governments to assess the important needs of their children and plan comprehensive programme to meet them. A large part of UNICEF aid is in the form of providing equipment, drugs, well-drilling rigs, school garden supplies, prototype equipment for day care centers and equipment for the production of the textbooks. UNICEF was awarded the Nobel Peace Prize in 1965 and the Indira Peace Prize in 1989. ii. Office of the United Nations High Commissioner for Refugees (UNHCR) - The office of the UNHCR was established on 1st January 1951. It provides legal protection, and at the request of a Government, material assistance for the refugees. UNHCR’s headquarters is in Geneva. There are 40 Field Offices. UNHCR was awarded the Nobel Prize in 1954. There are a number of other U.N bodies working for the social welfare. Some of these organisations are: iii.

United Nations Cen Centter fo for Regional De Development.

iv.

United Nations Development Programme.

v. vi. vii.

28

Unit United ed Nati Nation onal al Educ Educat atio iona nal, l, Scie Scient ntif ific ic and and Cult Cultur ural al Orga Organi nisa sati tion on.. United Nations Environment Programme. United Na Nations In Institute fo for Tra Traiining an and Re Resear searcch.



viii. iii.

2012

Unit United ed Nati Nation onss Res Resea earc rch h In Instit stitu ute for for Socia ociall Dev Devel elo opment ment etc. etc.

5. Chari Charita tabl blee Organ Organisa isati tion onss Charitable Organisations are those organisations established for helping the poor or needy people. These organisations are mainly formed to serve the needy through a charitable approach. The Missionaries of Charity (MC) is one example of such charitable organisations. Most of its workers are fully dedicated to service and they serve without expecting anything back. These institutions provide institutional care to the poor and neglected. They also provide food, clothing, medical medical treatment etc. for needy people. The Charitable Organisations are registered under the Charitable Endowment Act -1890. Section 2 of the Charitable Endowment Act defines ‘charitable purpose’ as including general relief to the poor, education, medical relief and the advancement of any other object of general public utility. 6. Societies The Voluntary Organisation can be registered under the Societies Registration Act – 1860, Indian Indian Trusts Act – 1882 or under under Section 25 of the Indian Companies Companies Act – 1956. 1956. Most of the Non-Governmental Organisations are registered under Societies Registration Act. Societies are formed with some deliberate intention following some system in their day-today affairs as well as rules for their governing and proceedings. The following activities should be handled properly, since it is vital for better function of any organisation: i. Primar Primary y study study on the attain attainabi ability lity of the objective objectivess stated stated by the organisation. ii. Recruitment of manpower, right people for the right job, to attain the organisational goals. iii.

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

iv. Making sure of the registration of the society by appropriate legal authority.

Memorandum of Association and rules and regulations are two important parts of a society’s constit constituti ution. on. While While memora memorandu ndum m of associa associatio tion n define definess the object object of the Organi Organisati sation on reco recogn gnise ised d and and appr approv oved ed by the the Regi Registr 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. Societies are more democratic in their setup. Usually elections are conducted to elect the managing committee. In some cases, founder members may be permitted to remain life members of the managing committee. 7. Trust

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Welfare programmes are also run by charitable trusts. The Indian Trusts Act –1882 provides room for registering and running Public, Private, Religious and Charitable Trusts. A Trust is an obligation annexed to the ownership of property and arising out of a confidence reposed in and accepted by the trustee(s), for the benefit of another and the owner. The following are the objects of a charitable trust: i.

Trusts for the relief of Poverty

ii.

Trusts for the advancement of Education

iii.

Trusts for the advancement of religion and

iv. Trusts for other purposes beneficial to the community. (Not falling unde underr any any othe otherr three three head heads, s, e.g. e.g. reno renova vati tion on of road roads, s, supp supply ly of wate water, r, repairing of bridges etc.)

Registration Methods The right of all citizens to form associations or unions is guaranteed by the Constitution of India, Article 19(1)(c). There are three pertinent legal forms of not-for-profit entities under Indian law - trusts, societies, and section 25 companies. Many state and central government agencies have regulatory authority over these not-for profit entities. For example, all not-for-profit organizations are required to file annual tax 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 Charity Commissioner (for trusts), the Registrar of Societies (referred to in some states by different titles, including the Registrar of Joint Stock Companies), and the Registrar of Companies (for section 25 companies). At the national or federal level, the regulatory bodies include the Income Tax Department and Ministry of Home Affairs (only for not-for-profit organizations receiving foreign contributions).

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1. Trust Public charitable trusts, as distinguished from private trusts, are designed to benefit members of an uncertain and fluctuating class. In determining whether a trust is public public or private, the key question is whether the class to be benefited constitutes a substantial segment of the public. In general, trusts may register for one or more of the following purposes: 

Relief of Poverty or Distress;



Education;



Medical Relief;



Provision Provision 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 benefit; and



The advancement of any other object of general public utility, excluding purposes which relate exclusively to religious teaching or worship.

A public charitable trust is usually floated when there is property involved, especially in terms of land and building. Legislation: Different states in India have different Trusts Acts in force, which govern the trusts in the state; in the absence of a Trusts Act in any particular state or territory the general principles of the Indian Trusts Act 1882 are applied. Main Instrument: The main instrument of any public charitable trust is the trust deed, wherein the aims and objects and mode of management (of the trust) should be enshrined. In every trust deed, the minimum and maximum number of trustees has to be specified. The trust deed should clearly spell out the aims and objects of the trust, how the trust should be managed, how other trustees may be appointed or removed, etc. The trust deed should be signed by both the settlor/s and trustee/s in the presence of two witnesses. The trust deed should be executed on non-judicial stamp paper, the value of which would depend on the valuation of the trust property. Trustees: Trustees: At least two trustees are required required to register register a public charitable charitable trust. In general, general, Indian citizens serve as trustees, although there is no prohibition against non-natural legal persons or foreigners serving in this capacity. The Board of Management comprises the trustees. Legal title of the property of a public charitable trust vests in the trustees. Trustees of a public charitable trust may not, however, in any way use trust property or their position for their own interest or private advantage. Trustees may not enter into agreements in which they may have a personal interest that conflicts or may possibly conflict with the interests of the beneficiaries of the trust (whose interests the trustees are bound to protect). Trustees may not delegate any of their duties, functions or powers to a co-trustee or any other person, except

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that trustees trustees may delegate ministerial ministerial acts. In essence, trustees trustees may not delegate delegate authority authority with respect to duties requiring the exercise of discretion. Application Application for Registration Registration:: The application application for registration registration should be made to the official having having jurisdict jurisdiction 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 by which the public trust shall be known, names of trustees, mode of succession, etc., the applicant has to affix a court fee stamp of Rs.2/- to the form and pay a very nominal registration fee which may range from Rs.3/- to Rs.25/-, depending on the value of the trust property. The application form should be signed by the applicant before the regional officer or superintendent of the regional office of the charity commissioner or a notary. The application form should be submitted, together with a copy 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. Public charitable trusts are highly regulated. For instance, in many many states, purchases or sales of property by a trust must be approved in advance by the Charity Commissioner. They are also generally generally irrevocable. irrevocable. If a trust becomes inactive inactive due to the negligence negligence of its trustees, the Charity Commissioner may take steps to revive the trust. Furthermore, if it becomes too difficult to carry out the objectives of a trust, the doctrine of cy pres, meaning "as near as possible," may be applied to change the objectives of the trust. Thus, it appears that grantors can feel fairly secure that the charitable nature of a trust will be honoured, even if the original, specific purposes of the trust cannot be carried out. 2. Society According to section 20 of the Societies Registration Act, 1860, the following societies can be registered under the Act: ‘charitable societies, military 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 history, mechanical and philosophical inventions, instruments or designs.’ Legislation: Societies are registered under the Societies Registration Act, 1860, which is a federal act. In certain states, which have a charity commissioner, the society must not only be registered under the Societies Registration Act, but also, additionally, under the Bombay Public Trusts Act. Main Instrument: The main instrument of any society is the memorandum of association and rules and regulations (no stamp paper required), wherein the aims and objects and mode of management (of the society) should be enshrined. Members: The Board of Management is in the form of a governing body or council or a managing or executive committee. Individuals or institutions or both may be members of a society. The general body of members delegates the management of day-to-day affairs to the

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managing committee, which is usually elected by the membership. Members of the general body of the society have voting rights and can demand the submission of accounts and the annual report of the society for inspection. Members of the managing committee may hold office for such period of time as may be specified under the bylaws of the society. A Society needs a minimum of seven managing committee members; there is no upper limit to the number managing committee members. Application for Registration: Registration can be done either at the state level (i.e., in the office of the Registrar of Societies) or at the district level (in the office of the District Magistrate or the local office of the Registrar of Societies). The procedure procedure varies varies from from state state to state. state. Howeve Howeverr general generally ly the applic applicatio ation n should should be submi submitted tted togeth together er with: with: (a) memora memorandu ndum m of associa associatio tion n and rules rules and regula regulatio tions; ns; (b) consent letters of all the members of the managing committee; (c) authority letter duly signed by all the members of the managing committee; (d) an affidavit sworn by the president or secretary of the society on non-judicial stamp paper of Rs.20-/, together with a court fee stamp; and (e) a declaration by the members of the managing committee that the funds of the society will be used only for the purpose of furthering the aims and objects of the society. All the aforesaid documents which are required for the application for registration should be submitted submitted in duplicate, duplicate, together with the required required registration fee. Unlike the trust deed, the memorandum of association and rules and regulations need not be executed on stamp paper. Societies, unlike trusts, must file annually, with the Register of Societies, a list of the names, addresses and occupations of their their managing committee members. Furthermore, in a society, society, all property is held in the name of the society, whereas all of the property of a trust legally vests in the trustees. Also, societies may be dissolved. Dissolution must be approved by at least three-fifths of the society's members. Upon dissolution, and after settlement of all debts and liabilities, the funds and property property of the society may not be distributed distributed among among the members members of the society. society. Rather, the remaining funds and property must be given or transferred to some other society, preferably one with similar objects as the dissolved entity.

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3. Section – 25 Company

The Indian Indian Compan Companies ies Act, Act, 1956, 1956, which which princi principal pally ly 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 "section 25 companies companies." ." According According to section 25(1)(a) and (b) of the Indian Companies Act, 1956, a section-25 company can be establi establishe shed d ‘for ‘for promo promotin ting g commerc commerce, e, art, art, science science,, religio religion, n, charity charity or any other other useful useful object’, provided the profits, if any, or other income is applied for promoting only the objects of the company and no dividend is paid to its members. Legislation: Legislation: Section-25 Section-25 companies companies are registered registered under under section-25 section-25 of the Indian Companies Companies Act. 1956. Main Instrument: For a section-25 company, the main instrument is a Memorandum and articles of association (no stamp paper required) Trustees: A section-25 Company needs a minimum of three trustees; there is no upper limit to the number of trustees. The internal governance generally has members and is governed by Board of Directors or Managing Committee or Governing Council elected by its members. Application for Registration: 1. An applicatio application n has to be be made for for availability availability of of name to the registrar registrar of compan companies, ies, which must be made in the prescribed form no. 1A, together with a fee of Rs.500/-. It is advisable to suggest a choice of three other names by which the company will be called, in case the first name which is proposed is not found acceptable by the registrar. 2. Once the the availability availability of name name is confirmed, confirmed, an applicatio application n should be be made in writing writing to the the regio regiona nall direc directo torr of the the comp company any law boar board. d. The The appl applic icati ation on shou should ld be accompanied by the following documents: a. Thre Threee prin printe ted d or type typewr 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 company, duly signed by all the promoters with full name, address and occupation. b. A declaration by 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 mity ty with with the the provisions of the Act and that all the requirements of the Act and the rules made there under have been duly complied with, in respect of registration or matters incidental or supplementary 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 any, 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 days of that date. e. An estima estimate te of the futu future re annu annual al inco income me and expe expend ndit itur uree of the the prop propos osed ed comp company any,, speci specify fyin ing g the the sour source cess of the the inco income me and and the the objec objects ts of the the expenditure. f. A statement statement giving giving a brief brief descripti description on of the the work, work, if any, already already done by the the association and of the work proposed to be done by it after registration, in pursuance of section-25. g. A statement statement specifying specifying briefly briefly the the grounds grounds on which which the applica application tion is made. made. h. A declarat declaration ion by 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 by a court for any offence and does not stand disqualified under section 203 of the Companies Act 1956, for appointment as a director. 3. 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 company is to be, or is situate) a copy of the application and each of the other documents that had been filed before the regional director of the company law board. 4. 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 company 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 any y 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 English newspaper circulating in that district. 5. The regional regional director director may, may, after considering considering the the objections, objections, if any, any, received within within 30 days from the date of publication of the notice in the newspapers, and after consulting any authority, department or ministry, as he may, in his discretion, decide, determine whether the licence should or should not be granted. 6. The regional regional director director may also also direct direct the company company to insert insert in its memoran memorandum, dum, or in its articles, or in both, such conditions of the licence as may be specified by him in this behalf. Like a society (but unlike a trust), a section 25 company may may be dissolved. Upon dissolution and after settlement of all debts and liabilities, the funds and property of the company may not be distributed distributed among the members members of the company. Rather, Rather, the remaining funds funds and property must be given or transferred to some other section 25 company, preferably one having similar objects as the dissolved entity. Special Licensing

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In addition to registration, a non-profit engaged in certain activities might also require special license/permission. Some of these include (but are not limited to): 

A place of work in a restricted area (like a tribal area or a border area requires a special permit – the Inner Line Permit – usually issues either by the Ministry of Home Affairs or by the relevant local authority (i.e., district magistrate).



To open an office and employ people, the NGO should be registered under the Shop and Establishment Act.



To empl employ oy fore foreig ign n staf staff, f, an Indi Indian an nonnon-pr prof ofit it need needss to be regi regist ster ered ed as a trust/ trust/soci society ety/com /company pany,, have have FCRA FCRA regist registrati ration on and also obtain obtain a No Object Objection ion Certificate. The intended employee 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/society/company, needs permission from the Reserve Bank of India and also a No Objection Certificate from the Ministry of External Affairs.

Sect Sectio ion n 2(15 2(15)) of the the Inco Income me Tax Tax Act Act – which which is appl applic icab able le unif unifor orml mly y thro throug ugho hout ut the the Republic of India – defines ‘charitable purpose’ to include ‘relief of the poor, education, medical medical relief and the advancement advancement of any other object of general public utility’. utility’. A purpose that relates exclusively 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 body of the public. A public charitable purpose has to benefit a sufficiently large section of the public as distinguished from specified individuals. Organisations which lack the public element – such as trusts for the benefit of workmen or employees of a company, however numerous – have not been held to be charitable. As long as the beneficiaries of the organisation comprise an uncertain and fluctuating body of the public answering a particular description, the fact that the beneficiaries beneficiaries may belong to a certain religious faith, or a sect of persons of a certain religious persuasion, would not affect the organisation’s ‘public’ character. Whether a trust, society or section-25 company, the Income Tax Act gives all categories equal treatment, in terms of exempting their income and granting 80G certificates, whereby donors donors to non-pr non-profi ofitt organi organisati sations ons may claim claim a rebate rebate agains againstt donatio donations ns made. made. Foreig Foreign n contributions to non-profits are governed by FC(R)A regulations and the Home Ministry.

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Social Welfare Administration in India

The structure of welfare organizations differs in agencies, which are established under public sector from those, which are in voluntary or private sector. Public or Government 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 by the government. Our country has a long tradition of social service. Our sovereign and democratic republic stands committed to ensure social, economic and political justice to the people and usher in a welfare state. After independence, the concept of social justice became part and parcel of our Constitutio Constitution n and is reflected reflected not only in the preamble, preamble, but also in the Directive principles principles of state policy. Soci Social 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 community who due to some hardship – social, economic, political, mental – are unable to make use of, or are traditionally denied, the use of these services. The scope of social welfare encompasses services relating to women, children, youth, aged, the handicappe handicapped, d, scheduled scheduled castes and scheduled tribes, community community welfare services, services, social defence, social welfare measures and social welfare services for other weaker sections of society. In India the Government organizations are by the government and can be at three levels that is local, state and central level organizations. Local Level At the Local level, the social welfare services are through rural and urban local authorities. Rural local authorities comprise of the panchayati raj institutions, which were introduced for local governance in the rural areas of the country. The three-tier system of panchayati raj consisting of gram panchayat, panchayat samiti and zilla panchayat and these are responsible to undertake the welfare activities for their respective areas. In fact, panchayati raj bodies are very 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 by the Acts of the concerned State legislature are assigned obligatory and discretionary functions in the field of social welfare. For instance, section 43 of Delhi Municipal Corporation Act, 1957 makes it incumbent on the corporation to make adequate provisions for construction and maintenance of drainage work, public latrines and urinals, water supply, 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 maternity and child welfare centers, etc. The concept of democratic decentralization is essential in the field of development. The aspect of welfare has come to be understood as the primary responsibility of the individuals. Therefore, through people’s participations and decentralization of power, the government is trying to achieve the goal of total development. Besides Government efforts, there are a

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number of non-government organizations working at the local level with more flexibility and proximity. State Level At the State level, the state governments and union territory administrations formulate and implement various kinds of welfare services programmes on their own in their respective jurisdiction for the benefit of the socially and economically weaker sections of the society. 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 carry carry out out thei theirr welf welfare are commit commitmen ments ts and progra programme mmess mainly mainly throu through gh the departm department entss of social social welfare welfare and volu volunt ntary ary orga organi niza zati tion ons. s. At the the state state leve level, l, the the Depa Depart rtme ment nt of Soci Social al We Welf lfare are is the the responsibility of the welfare minister and the secretary 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 Mini Ministe 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 by the state state legislature, and supervises the execution of the policies, schemes, projects and programmers undertaken by the Directorate. The Directorate of social welfare is headed by a Director who is assisted by Additional Director, Joint Director, Deputy Directors, Administrative officer and supporting staff. In the field, the Divisional and District Social Welfare Officers function at the district level and execute the various welfare programmes in their respective jurisdictions. The administrative 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 except for some minor variations. The functions of the State Social Welfare Boards are as follows: i.

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

ii.

To administer the grant-in-aid programme. a) On behalf of the Central Social Welfare Board for development and capital grants and b) On behalf of the state welfare governments for maintenance grants.

iii.

To assist the Central Social Welfare Board in the provision of a field counselling services for aided agencies

iv.

To administer the programmes of rural welfare projects

v.

To stimulate effective coordination among voluntary welfare agencies at the States and local levels

vi.

To assist the Central Social Welfare Board and State Government in the further development of welfare services

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Central Level At the Central level, also called the Union level although the responsibility of formulating overall policy and planning of social welfare programmes rests with the department of social welfare, the initiation and execution of certain welfare services and stimulating the effective coordination among voluntary welfare agencies especially at the national level will rest with the Central Social Welfare Board. Central Social Welfare Board (CSWB) The important landmark in the history of voluntary social welfare was created in 1953, with the provision of Rs.4 Crore for the social welfare sector in the First Five Year Plan. The dilemma before the country’s planners was whether this amount should be utilized through government machinery or by voluntary agencies, as at that time there was no independent department department of social welfare at the centre, nor at the state levels. Under the leadership leadership of Pt. Jawahar Lal Nehru our then prime minister, it was decided that social welfare needed a special kind of machinery that had components of flexibility, dedication and closeness to the country’s people. It was then felt that it should be handled not by the government machinery but by the voluntary workers who had dedicated their service to the needy. Accordingly, an autonomous board was created which was charged with the responsibility of preparing plans and schemes to be funded from out of the provision made in the Five Year Plans. An outstanding social worker was made the Chairperson of the Central Social Welfare Board. Dr. (Mrs.) Durgabai Deshmukh was its first Chairperson. The main function of the Board was to give grant-in-aid and technical guidance to Voluntary Organizations engaged in different types of social welfare activities. One of the functions of the board was also to create organizations in the areas where these did not exist. It was found that in those days in the slum and rural areas, there were no services for women and preschool school childr children. en. The Board Board accordi accordingl ngly y launch launched ed a scheme scheme named named the family family and child child welfare projects. The present integrated child development services (ICDS) programme was the outcome of these efforts. Cent Central ral Soci Social al We Welf lfare are Board Board was was set up on the the recom recomme mend ndati ation onss of the the Plan Planni ning ng Commission as a semiautonomous body, but the power of the administration was vested in the ministry of education. education. It was registered as a company company from 1st April 1969 under under section 25 of the Indian companies Act, 1956 in order to have greater autonomy and flexibility. Objectives of the Board: 

Promote the growth of voluntary social service agencies.



To assist voluntary 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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

2012

To develop new programmes of welfare and organize pilot projects that is innovative and closer to the common man.

A cabinet minister, who is assisted by the Minister or the Deputy Minister, heads the Ministry of welfare. The Department has two broad divisions: one headed by the secretary – welfare and the other headed by the secretary, department of women and child welfare. The secretarywelfare welfare is assisted assisted by an additi additiona onall secreta secretary. ry. In the wing, wing, there there are direct directors, ors, deputy deputy secretary, under secretaries, joint directors and other officers to handle the tasks. The ministry is assisted in its functions by a number of subordinate organizations, national commissions and national institutes over which the ministry exercises its administrative control. These are enlisted below:   

Central social welfare board National commission for scheduled castes and scheduled tribes Minorities commission



National institute of social defence



National institute for the visually handicapped



National Institute for the Orthopaedically Handicapped



National Institute of Rehabilitation

Activities of the Ministry The Ministry has been taking up large number of subjects and accordingly undertakes multidimensional function related to the welfare of various sections in the society like: i.

Policy, planning and coordination of programmes

ii.

Operations of central and centrally sponsored schemes

iii.

Guidance and direction to the state

iv.

Association with Planning Commission

v.

Convening of conference of state minister/secretaries of social welfare

vi.

Constitution of commission, committees/study teams

vii.

Assistance to voluntary organizations

viii.

Informal and mass education activities

ix.

Publications

x.

Research, education and documentation

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xi.

2012

Participation in International Conferences, seminars and workshops.

Integrated Child Development Services (ICDS)

Launched on 2nd October 1975, today, ICDS Scheme represents one of the world’s largest and most unique programmes for early childhood development. ICDS is the foremost symbol of India’s commitment to her children – India’s response to the challenge of providing preschool education on one hand and breaking the vicious cycle of malnutrition, morbidity, reduced learning capacity and mortality, on the other. Objectives The Integrated Integrated Child Development Development Services (ICDS) Scheme was launched launched in 1975 with the following objectives: 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 0-6 0-6 years years;; to lay the found foundati ation on for for proper proper psyc psychol hologi ogical, cal, phy physica sicall and socia sociall develo developme pment nt of the the child;

iii. iii.

to reduc reducee the incid incidenc encee of morta mortality lity,, morbid morbidity ity,, malnut malnutriti rition on and and school school drop dropout out;;

iv.

to achie achieve ve effecti effective ve co-or co-ordin dinatio ation n of policy policy and impl impleme ementat ntation ion amo amongs ngstt the vario various us departments to promote child development; and

v.

to enhan enhance ce the the capabi capability lity of of the moth mother er to look look after after the the normal normal healt health h and nutr nutriti itiona onall needs of the child through proper nutrition and health education.

Services The above objectives are sought to be achieved through a package of services comprising: i. ii.

sup supplementary ary nut nutrition, immunization,

iii.

health ch check-up,

iv.

referral services,

v. vi. vi.

prepre-sc scho hool ol nonnon-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 primarily on the consideration that the overall impact will be much larger if the different services develop in an integrated manner as the efficacy of a particular service depends upon the support it receives from related services.

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2012

Services

Target Group

Service Provided by

Suppleme ementa ntary Nutrition

Children below 6 years ears::

Anganwadi Worker Anganwadi Helper

Pregnant & Mother (P&LM) Immunization*

Children below 6 years: Pregnant & Mother (P&LM)

Health Check-up*

Referral Services

Pre-School Education &

ANM/MO/AWW

Lactating


ANM/MO

Lactating


Nutrition Education

Lactating

and

AWW/ANM/MO

Lactating

Children 3-6 years Health Women (15-45 years)

A WW AWW/ANM/MO

*AWW assists ANM in identifying the target group. Nutrition including Supplementary Nutrition This includes supplementary feeding and growth monitoring; and prophylaxis against vita min A deficiency and control of nutritional anaemia. All families in the community are surveyed, to identify children below the age of six and pregnant & nursing mothers. They avail of supplementary feeding support for 300 days in a year. By providing supplementary 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. Grow Growth th Moni Monito 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. Children below the age of three years of age are weighed once a month and children 3-6 years of age are weighed quarterly. Weight-for-age growth cards are maintained for all children below six years. This helps to detect growth faltering and helps in assessing nutritional status. Besides, severely malnourished children are given special supplementary feeding and referred to medical services.

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2012

Immunization Immunization of pregnant women and infants protects children from six vaccine preventable diseases-poli diseases-poliomye omyelitis, litis, diphtheria, diphtheria, pertussis, tetanus, tetanus, tuberculosi tuberculosiss and measles. These are major preventable causes of child mortality, disability, morbidity and related malnutrition. Immuni Immunizati zation on of pregna pregnant nt women women agains againstt tetanu tetanuss also reduce reducess matern maternal al and neonat neonatal al mortality. Health Check-ups This includes health care of children less than six years of age, antenatal care of expectant mothers and postnatal care of nursing mothers. The various health services provided for children by anganwadi workers and Primary Health Centre (PHC) staff, include regular health check-ups, recording of weight, immunization, management of malnutrition, treatment of diarrhoea, de-worming and distribution of simple medicines etc. Referral Services During health check-ups and growth monitoring, sick or malnourished children, in need of prompt medical attention, are referred to the Primary Health Centre or its sub-centre. The anganwadi worker has also been oriented to detect disabilities in young children. She enlists all such cases in a special register and refers them to the medical officer of the Primary Health Centre/ Sub-centre. Non-formal Pre-School Education (PSE) (PSE) The Non-formal Pre-school Education (PSE) component of the ICDS may well be considered the backbone of the ICDS programme, since all its services essentially converge at the anganwadi – a village courtyard. Anganwadi Centre (AWC) – a village courtyard – is the main platform for delivering of these services. These AWCs have been set up in every village in the country. In pursuance of its commitment to the cause of India’s Children, present government has decided to set up an AWC in every human habitation/ settlement. As a result, total number of AWC would go up to almost 1.4 million. This is also the most joyful playway daily activity, visibly sustained for three hours a day. It brings and keeps young children at the anganw anganwadi adi centre centre - an activit activity y that that motiv motivates ates parent parentss and commu communit nities. ies. PSE, as envisaged in the ICDS, focuses on total development of the child, in the age up to six years, mainly from the underprivileged groups. Its programme for the three-to six years old children in the anganwadi is directed towards providing and ensuring a natural, joyful and stimulating environment, with emphasis on necessary inputs for optimal growth and development. The early learning component of the ICDS is a significant input for providing a sound foundation for cumulative lifelong learning and development. It also contributes to the universalization of primar primary y educati education, on, by provid providing ing to the child child the necessa necessary ry prepar preparati ation on for primary primary schooling and offering substitute care to younger siblings, thus freeing the older ones – especially girls – to attend school. Nutrition and Health Education

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2012

Nutrition, Health and Education (NHED) is a key element of the work of the anganwadi worker. This forms part of BCC (Behaviour Change Communication) strategy. This has the long term goal of capacity-building of women – especially in the age group of 15-45 years – so that they can look after their own health, health, nutrition and development development needs as well as that of their children and families. Funding Pattern ICDS is a Centrally-sponsored Scheme implemented through the State Governments/UT Admi Admini nist strat ratio ions ns.. Prio Priorr to 2005 2005-0 -06, 6, 100% 100% fina financ ncial ial assis assista tanc ncee for for inpu inputs ts othe otherr than than supplementary nutrition, which the States were to provided out of their own resources, was being provided by the Government of India. Since many States were not providing adequately for supplementary nutrition in view of resource constraints, it was decided in 2005 2005-0 -06 6 to supp suppor ortt to Stat States es up to 50% 50% of the the fina financ ncial ial norm normss or to supp suppor ortt 50% 50% of expenditure incurred by them on supplementary nutrition, whichever is less. From the financial year 2009-10, Government of India has modified the funding pattern of ICDS between Centre and States. The sharing pattern of supplementary nutrition in respect of North-eastern States between Centre and States has been changed from 50:50 to 90:10 ratio. So far as other States and UTs, the existing sharing pattern of 50:50 continues. However, for all other components of ICDS, the ratio has been modified to 90:10(100% Central Assistance earlier). Budgetary Allocation Alongside gradual expansion of the Scheme, there has also been a significant increase in the Budgetary allocation for ICDS Scheme from Rs.10391.75 crore in 10th Five Year Plan to Rs.44,400 crore in XI Plan Period. The ICDS Team The ICDS team comprises the Anganwadi Workers, Anganwadi Helpers, Supervisors, Child Deve Develo lopm pmen entt Proj Projec ectt Offi Officer cerss (CDP (CDPOs) Os) and and Dist Distric rictt Prog Program ramme me Offic Officers ers (DPO (DPOs). s). Anganw Anganwadi adi Worker Worker,, a lady lady selecte selected d from from the local local commun community ity,, is a commun community ity based based frontline honorary worker of the ICDS Programme. She is also an agent of social change, mobilizing community support for better care of young children, girls and women. Besides, the medical officers, Auxiliary Nurse Midwife (ANM) and Accredited Social Health Activist (ASHA) (ASHA) form a team team with with the ICDS ICDS functio functionar naries ies to achiev achievee conver convergen gence ce of differe different nt services. Monitoring System Central Level Minist Ministry ry of Women Women and Child Child Develo Developme pment nt (MWCD) (MWCD) has the overall overall respons responsibi ibility lity of monitoring the ICDS scheme. There exists a Central Level ICDS Monitoring Unit in the Minist Ministry ry which which is respons responsibl iblee for collec collectio tion n and analys analysis is of the period periodic ic work work report reportss

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2012

received from the States in the prescribed formats. States have been asked to send the State level consolidated reports by 17th day of the following month. The existing status of monitoring of these six services is as under: (i) Supplementary Nutrition: No. of Beneficiaries (Children 6 months to 6 years and pregnant & lactating mothers) for supplementary nutrition; (ii) Pre-School Education: No. of Beneficiaries (Children 3-6 years) attending pre-school education; (iii) Immunization, Health Check-up and Referral services: Ministry of Health and Family Welfare is responsible for monitoring on health indicators relating to immunization, health check-up and referrals services under the Scheme. (iv) Nutrition and Health Education: This service is not monitored at the Central Level. State Governments are required to monitor up to State level in the existing MIS System. (v) No. of ICDS Projects and Anganwadi Centres (AWCs) w.r.t. targeted no. of ICDS Projects and AWCs are taken into account for review purpose. The information received in the prescribed formats is compiled, processed and analysed at the Central level on quarterly basis. The progress and shortfalls indicated in the reports on ICDS are reviewed by the Ministry with the State Governments regularly by review meetings/ letters. State Level Various Various quantitativ quantitativee inputs inputs captured captured through CDPO’s MPR/ HPR are compiled compiled at the State level for all Projects in the State. No technical staff has been sanctioned for the state for programme monitoring. CDPO’s MPR capture information on number of beneficiaries for supplementary nutrition, pre-school education, field visit to AWCs by ICDS functionaries like Supervisors, CDPO/ ACDPO etc., information on number of meeting on nutrition and health education (NHED) and vacancy position of ICDS functionaries etc.

Block Level At block level, Child Development Project Officer (CDPO) is the in-charge of an ICDS Project. CDPO’s MPR and HPR have been prescribed at block level,. These CDPO’s MPR/ HPR format formatss have have one-to one-to-on -onee corresp correspon onden dence ce with with AWW’s AWW’s MPR/ MPR/ HPR. HPR. CDPO’s CDPO’s MPR consists vacancy position of ICDS functionaries at block and AWC levels. At block level, no technical technical post of officials have been sanctioned sanctioned under under the scheme for monitorin monitoring. g. However, one post of statistical Assistant. Assistant is sanctioned at block level to consolidate the MPR/ HPR data.

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2012

In between CDPO and AWW, there exist a supervisor who is required to supervise 25 AWC on an average. CDPO is required to send the Monthly Progress Report (MPR) by 7th day of the following month to State Governmen Government. t. Similarly, Similarly, CDPO is required required to send Half-yearly Half-yearly Progress Report (HPR) to State by 7th April and 7th October every year. Village Level (Anganwadi Level) At the the gras grass-r s-roo oott leve level, l, deli delive very ry of vari variou ouss servi services ces to targe targett grou groups ps is give given n at the the Anganw Anganwadi adi Centre Centre (AWC). (AWC). An AWC is manage managed d by an honora honorary ry Anganw Anganwadi adi Worker Worker (AWW) and an honorary Anganwadi Helper (AWH). In the existing existing Management Management Information Information System, records and registers registers are prescribed at the Anganwadi level i.e. at village level. The Monthly and Half-yearly Progress Reports of Anganwadi Worker have also been prescribed. The monthly progress report of AWW capture information on population details, births and deaths of children, maternal deaths, no. of children attended AWC for supplementary nutrition and pre-school education, nutritional status of children by weight for age, information on nutrition and health education and home visits by AWW. Similarly, AWW’s Half yearly Progress Report capture data on literacy standard of AWW, training details of AWW, increase/ decrease in weight of children, details on space for storing ration at AWC, availability of health cards, availability of registers, availability of growth charts etc. AWW is required to send these Monthly Progress Report (MPR) by 5th day of following month to CDPO’ In-charge of an ICDS Project. Similarly, AWW is required to send Halfyearly Progress Report (HPR) to CDPO by 5th April and 5th October every year. International Partners Govern Governmen 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 ICDS: 1. United Nations Nations Internatio International nal Children Children’’ Emergency Emergency Fund (UNICEF) (UNICEF) UNICEF supports the ICDS by providing technical support for the development of training training plans, organizing organizing of regional regional workshops workshops and disseminatio dissemination n of best practices of ICDS. ICDS. It also assists assists in service service delive delivery ry and accreditat accreditation ion system system where where the capacity of ICDS functionary is strengthened. Impact assessment in selected States on early childhood nutrition and development, micro-nutrient and anemia control through Vit. ‘A’ supplementations and deworming interventions for children in the age group of 9-59 months is also conducted by UNICEF from time to time. 2. Cooperativ Cooperativee for Assistance Assistance and Relief Everywhere Everywhere (CARE) (CARE) CARE is primarily implementing some non-food projects in areas of maternal and child health, girl primary education, micro-credit etc. Integrated Nutrition and Health Project (INHP)-III, which is a phaseout programme of INHP series would come to an end on 31.12.2009.

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2012

3. Worl World d Food Food Pro Progr gram amme me (WFP (WFP)) WFP has been extending assistance to enhance the effectiveness and outreach of the ICDS Scheme in selected districts (Tikamgarh & Chhattarpur in Madhya Pradesh, Koraput, Malkangir & Nabrangpur in Orissa, Banswara in Rajasthan and Dantewada in Chhattisgarh), notably, by assisting the State Governments to start and expand production of low cost micronutrient fortified food known as ‘Indiamix’. Under this the concerned State Government are required to contribute to the cost of Indiamix by matching the WFP wheat contribution at a 1:1 cost sharing ratio.

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Social Welfare Administration

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