3 SOCIAL POLICY AND SOCIAL WELFARE ADMINISTRATION.docx
-
Upload
joseph-kennedy -
Category
Documents
-
view
75 -
download
6
description
Transcript of 3 SOCIAL POLICY AND SOCIAL WELFARE ADMINISTRATION.docx
Notes
SOCIAL POLICY AND
SOCIAL WELFARE ADMINISTRATION
JOHN KAVIARASUHEAD OF THE DEPARTMENTDEPARTMENT OF OUTREACHLOYOLA COLLEGE, CHENNAI
Reviewed byT.Augustus Julian Lazmey
Assistant Professor Dept of Social Work
The American CollegeMadurai
UNIT – 11
NotesWELFARE STATE
PLAN OF STUDY
1.1 Objectives1.2 Introduction
1.2.1. Definition1.3 Concepts of Rights
1.3.1. Definition of rights1.3.2. Rights and Justice
1.4 The concept of Justice1.4.1. Perfect Justice1.4.2. Social justice
1.5. The concept of citizenship1.5.1. Concept of citizenship according to Roman1.5.2. Origin of citizenship1.5.3. Definition of citizenship
1.6. Civil Society1.6.1. Meaning of civil society1.6.2. Formal structure1.6.3. Examples of organization and their activities1.6.4. Role played by civil society1.6.5. Role of Civil Society Organizations1.6.6. Relationship between Civil Society and the State1.6.7. Relationship between Civil Society and the Governance1.6.8. Governance1.6.8.a. Governance according to Wikipedia1.6.8.b. Good Governance1.6.8.c. Aspects of Good Governance
1.7. Notion and Level of Welfare States1.7.1. Types of welfare states1.7.1.a. The ‘liberal’ welfare state1.7.1.b. The ‘corporatist’ welfare state1.7.1.c. The ‘Social Democratic’’ welfare state
1.8 Let Us Sum Up1.9 Check Your Progress1.10. Suggested Readings 1.11 Check Your Answers
1.1 OBJECTIVES
2
Notes
The aim of this lesson is to expose the students to the concepts of Welfare
State, Rights, Justice, Citizenship, and Relationship between Civil Society, State
and Governance. Also it would help the students to understand the theories of
Welfare States completely and the types of Welfare States.
1.2 INTRODUCTION
A welfare state is a "concept of government in which the state plays a key
role in the protection and promotion of the economic and social well-being of its
citizens. It is based on the principles of equality of opportunity, equitable
distribution of wealth, and public responsibility for those unable to avail
themselves of the minimal provisions for a good life. The general term may cover
a variety of forms of economic and social organization. The sociologist T.H.
Marshall identified the welfare state as a distinctive combination of democracy,
welfare, and capitalism.
Modern welfare states include the Nordic countries, such as Iceland,
Sweden, Norway, Denmark, and Finland which employ a system known as the
Nordic model. The welfare state involves a transfer of funds from the state, to the
services provided (i.e. healthcare, education) as well as directly to individuals
(‘benefits’).
The welfare state is funded through redistributionist taxation and is often
referred to as a type of "mixed economy". Such taxation usually includes a larger
income tax for people with higher incomes, called a progressive tax. This helps to
reduce the income gap between the rich and poor. When income inequality is low,
aggregate demand will be relatively high, because more people who want ordinary
consumer goods and services will be able to afford them, while the labor force
will not be as relatively monopolized by the wealthy
3
Notes
1.2.1 DEFINITION
A welfare state is a state in which organized power is deliberately used
(through politics and administration) in an effort to modify the play of the market
forces in at least three directions
First, by guaranteeing individuals and families a minimum income
irrespective of the market value of their work or their property;
Second, by narrowing the extent of insecurity by enabling individuals and
families to meet certain “social contingencies” (for example, sickness, old
age and unemployment) which lead otherwise to individual and family
crisis; and
Third, by ensuring that all citizens without distinction of status or class are
offered the best standards available in relation to a certain agreed range of
social services.” (Briggs, 1961).
In short, the welfare state modifies the impact of the market, by providing
some sort of minimum guarantee (mitigating poverty); covering a range of social
risks (security), and providing certain services (health care, child and elder care,
etc.) – at the best standards available.
According to a narrow definition, the welfare state comprises two types of
government spending arrangements:
(i) Cash benefits to households (transfers, including mandatory income
insurance)
(ii) Subsidies or direct government provision of human services (such as
child care, pre-schooling, education, health care, and old-age care).
By broader definitions, the welfare state may also include price regulation
(such as rent control and agricultural price support), housing policies, and
regulation of the work environment, job-security legislation, and environmental
policies.
4
Notes
1.3 CONCEPT OF RIGHTS
According to Wikipedia, Rights are legal, social, or ethical principles of
freedom or entitlement; that is, rights are the fundamental normative rules about
what is allowed of people or owed to people, according to some legal system,
social convention, or ethical theory. Rights are of essential importance in such
disciplines as law and ethics, especially theories of Justice and deontology.
Rights are often considered fundamental to civilization, being regarded as
established pillars of society and culture, and the history of social conflicts can be
found in the history of each right and its development. According to the Stanford
Encyclopedia of Philosophy, "rights structure the form of governments, the
content of laws, and the shape of morality as it is currently perceived”. The
connection between rights and struggle cannot be overstated — rights are not as
much granted or endowed as they are fought for and claimed, and the essence of
struggles past and ancient are encoded in the spirit of current concept of rights and
their modern formulations.
One way to get an idea of the multiple understandings and senses of the
term is to consider different ways it is used. Many diverse things are claimed as
rights:
A right to life, a right to choose; a right to vote, to work, to strike; a right
to one phone call, to dissolve parliament, to operate a forklift, to asylum, to equal
treatment before the law, to feel proud of what one has done; a right to exist, to
sentence an offender to death, to launch a nuclear first strike, to carry a concealed
weapon, to a distinct genetic identity; a right to believe one's own eyes, to
pronounce the couple husband and wife, to be left alone, to go to hell in one’s own
way.
1.3.1 DEFINITION OF RIGHTS
5
NotesA right is said to be an entitlement or justified claim to a certain kind of
positive and (or) negative treatment from others, to assistance from others or non-
interference from others. The fundamental idea presented here is that of "rights."
It is rights-consciousness, more than anything else, that is being appealed to.
A "right" is not necessarily one that is actually obtainable under existing
conditions. In fact, the very idea of fighting to get rights implies that, at least in
some important respect, the rights people are entitled to cannot actually be had,
and a change must be attempted so that they may be able to actually enforce and
enjoy their rights.
A right, then, is something to which every individual in the community is
morally entitled, and for which that community is entitled to disregard or forcibly
remove anything that stands in the way of even a single individual getting it.
Rights belong to individuals, and no organisation has any rights not directly
derived from those of its members as individuals; and, just as an individual's
rights cannot extend to where they will trespass on another individual's rights,
similarly the rights of any organisation whatever must yield to those of a single
individual, whether inside or outside the organisation. And more than ever is this
true of a government (which includes any form of organisation claiming power to
control people or their means of living); for this form of organisation exists
exclusively to protect the rights of everyone, and has no rights unless it actually
does so. Rights―to sum up―primarily belong to individuals.
When an individual's rights are violated by a system of government, or
when the consent of the governed ceases to exist or cannot be freely discussed, the
government forfeits its rights to existence, and the whole question of authority
reverts to the people, to abolish the existing authority by any means available and
set up whatever new form of organisation will actually guarantee the rights of
everyone and hold the consent of the governed. It is the rights of every individual,
not those of a majority only, that must be guaranteed; the bare principle of
"majority rule" is emphatically rejected by the view of rights presented here.
6
NotesOrganisations have no more rights than their members. In particular,
governments (including every organisation or group claiming any sort of authority
over others) have no rights not directly derived from their duty to protect the
fundamental rights of the individual, and become offenders the moment they
attempt to overstep these limitations; if they actually violate the fundamental
rights of some individual, they forfeit their right to existence, and therefore to
such derivative rights as self-defense.
1.3.2 RIGHTS AND JUSTICE
Rights and justice are not really distinct issues, but the use of the term
"rights" emphasizes a different dimension from the use of the term "justice."
When we mention Justice we are usually concerned with how (according to what
pattern) valuable things (benefits) and their opposites (burdens) are distributed.
When we talk about rights, we think first of all of entities, usually human
individuals, who supposedly possess or bear those rights.
The link between rights and justice is duties. Principles of justice prescribe
the ways in which benefits and burdens should be distributed. At one level, these
are duties of public officials, but they also provide guidelines for laws, which the
rest of us have duties to obey.
1.4 THE CONCEPT OF JUSTICE
The concept of “justice” dates back to Aristotle, and in 533 CE it was
defined in Roman law as “the constant and perpetual wish to render everyone his
due”. The Blackwell Dictionary of Sociology defines justice as “a concept
referring to fairness and to the process of people getting what they deserve” (p.
164). Although the definition has not changed appreciably over the centuries,
there are myriad viewpoints on social justice (for a good summary of theories,
perspectives, and approaches to social justice. Amid the competing perspectives,
state welfare schemes administer programs, dispense important goods and
services, and establish laws relevant to attaining social justice. A large component
7
Notesof the welfare state is social insurance, a mutually binding contract between a
legitimate state and its citizens for promised benefits in return for income taxes.
The concept of justice is based upon the rights and duties of the individual
person. The liberal concept of justice is an interpersonal one - resolution of
conflicts between individuals. Individuals can suffer or perpetrate wrong deeds.
Individuals can be punished, protected and granted restitution. Justice is an
interpersonal thing. It consists in upholding that which is right and due as between
persons. Social justice which involves society and groups is a concept which is
directly antagonistic to the liberal idea. It is a concept which is nebulous and non
achievable. Its proponents increase state power to effect it, with counterproductive
results.
Even between persons, absolute justice is frequently unattainable. The best
result which is practically and logically possible is not necessarily the perfect
result. For example, in motor accident cases where one person suffers brain
damage due to the negligence of a drunken driver, it is practically impossible to
grant full restitution to the injured person. He can be compensated for medical
expenses. He can be awarded a sum sufficient to improve his situation. He cannot
be restored to his pre-accident condition. His brain damage cannot be repaired. It
can only be ameliorated. It is not easy to determine a just punishment for the
drunken drivers.
1.4.1 PERFECT JUSTICE
In other cases, perfect justice is logically (rather than physically)
impossible. Such cases arise in situations where there are legitimate interests on
both sides but the interests are in conflict. Only one can prevail. Someone has to
lose. Justice requires that the better interest should prevail but that does not mean
that there is no merit in the inferior interest. The law of adverse possession
provides an illustration where the conflict is between an owner who has
abandoned his land and another, professing to be the owner, sells it to a person
who takes possession of it and improves it. There is merit (and possibly demerit)
8
Noteson both sides. The best that can be done is to develop rules to help ascertain which
side has the better right.
Between persons, justice consists in upholding right behaviour and the
courts can adjudicate between persons. Resort to the courts is only considered
when a problem (a conflict) exists. The role of the judicial process is, therefore,
the resolution of conflicts. Perfect justice cannot be dispensed by the state. The
role of the courts is to deal with injustice once it has already occurred.
The traditional emphasis upon adjudication and non-recognition of so-called
social welfare rights is evident in the protection which the law traditionally
afforded to private property. The idea of redistribution of wealth is completely
alien to the common law. A rich man cannot be sued by a poor man merely for
being rich.
1.4.2 SOCIAL JUSTICE
Concepts of social justice are at the very heart of the welfare state. From
the perspective of the history of institutions, the principles of justice underlie the
architecture of the social security systems in Great Britain and Germany and
analyses how they have changed since 1945. It turns out that in general, both
welfare states are based on mixtures of different concepts of justice. Parallels can
be found above all in the health care systems, which in both countries are based on
a combination of two principles – equality of access on the one side and treatment
according to one’s need on the other side. There are more significant differences,
in contrast, in regard to insuring against unemployment and to pension systems,
whereby the British welfare state entails a link between the norms of equality and
of neediness, whereas in Germany the principle of the equivalence between
contributions and benefits is deeply rooted. All path-dependencies
notwithstanding, a convergence in the institutional arrangements of both welfare
states can be traced over the last decades. In Britain as well as in Germany means-
tested benefits and thus the principle of neediness became increasingly important,
most notably in the field of unemployment benefits. At the same time, both
9
Noteswelfare states experienced the rise of new concepts of justice starting from non-
class groups like families, women or generations.
1.5 THE CONCEPT OF CITIZENSHIP
The concept of citizenship is composed of three main elements or
dimensions (Cohen 1999; Kymlicka and Norman 2000; Carens 2000). The first is
citizenship as legal status, defined by civil, political and social rights. Here, the
citizen is the legal person free to act according to the law and having the right to
claim the law's protection. It need not mean that the citizen takes part in the law's
formulation, nor does it require that rights be uniform between citizens. The
second considers citizens specifically as political agents, actively participating in a
society's political institutions. The third refers to citizenship as membership in a
political community that furnishes a distinct source of identity.
1.5.1 CONCEPT OF CITIZENSHIP ACCORDING TO ROMAN
The Romans further developed on the concept of citizenship to distinguish
their original citizens (Romans) from the citizens of their conquests. Roman
citizens enjoyed the right to vote, the right to serve in the civil service and the
right for military service. All who were born to Roman fathers, even if they had
foreign mothers, were acknowledged to be Roman citizens. Citizenship could also
be granted by generals and emperors.
The expansion of the Roman Empire eventually brought Roman
citizenship to extend over the people of their provinces as well. Those who lived
in autonomous regions could claim citizenship, but still lacked the right to vote.
Latin allies who moved to live in Rome permanently were also granted
citizenship. Citizenship brought about many benefits. Besides the right to vote,
citizens could also enjoy government grants, and sometimes, they could be
exempted from taxes and tribute payments and military service. Eventually
10
Notesthough, citizenship became less emphasized, especially when military service
became optional.
Today, citizenship, similarly, provides a list of opportunities to the
individual. So what does possessing citizenship mean to an individual? What are
the benefits one enjoys as a citizen? And in return, what are the responsibilities or
duties the citizen has to do? In your country, what would be the criteria for
citizenship, and why do you think this is so?
1.5.2 ORIGIN OF CITIZENSHIP
Today, being a citizen of a country entitles one to rights to vote and the
right to enjoy social privileges like pensions and health care subsidies. The rules
defining citizenship vary from country to country, but essentially, it is widely
acknowledged that when an individual is born in a country, he automatically
becomes a citizen. Yet the concept of citizenship, in ancient times was somewhat
more complex; living in a country for many years did not mean was a citizen, nor
could you become a citizen just by your birthplace. So, who was a citizen, who
was not? And what was the ancients' concept of citizenship?
Citizenship is being touted to have originated in Greece, which originated
from the concept of democracy. Greek citizenship, though, was strict. It was
granted by birth together with a double affirmation, one by the mother, another by
the Assembly member. If the latter opposed it, the infant was killed. 451 BC saw
the passing of even stricter citizenship laws, which proposed that offspring
between Greek male citizens and foreign women could not become citizens,
reason being that this move would help curb the numbers of the exploding
population numbers.
1.5.3 DEFINITION OF CITIZENSHIP
11
Notesa) According to Greek philosopher Aristotle defines citizenship as
"He who has the power to take part in the deliberative or judicial administration of
any state." Indeed, the Greeks enjoyed the privilege of being governed by
democracy; their government was made up of commoners, and they were allowed
freedom of speech to a large extent through public speaking rights. Thus, they
were able to participate in the governing of their country by creating their own
legislation and judiciary. The limiting of citizenship to selected numbers further
made the role of citizens more privileged, with the monopolization of land
ownership, sole rights to lease land for mining and the right to defend themselves
at law.
b) Courtesy of Grolier's New Book of Knowledge defines citizenship as
A citizen is a participatory member of a political community. Citizenship is
gained by meeting the legal requirements of a national, state, or local government.
A nation grants certain rights and privileges to its citizens. In return, citizens are
expected to obey their country's laws and defend it against its enemies.
The value of citizenship varies from nation to nation. In some countries,
citizenship can mean a citizen has the right to vote, the right to hold government
offices, and the right to collect unemployment insurance payments, to name a few
examples.
Living in a country does not mean that a person is necessarily a citizen of that
country. Citizens of one country who live in a foreign country are known as
aliens. Their rights and duties are determined by political treaties and by the laws
of the country in which they stay.
c) Oxford Dictionary of politics defines citizenship as
12
NotesThe status of being a citizen is usually determined by law. In the republican
tradition, qualifications for citizenship are associated with particular rights and
duties of citizens, and a commitment to equality between citizens is compatible
with considerable exclusivity in the qualifying conditions. For example, classical
republics excluded slaves, women, and certain classes of workmen from
citizenship. In general, qualifications for citizenship reflect a conception of the
purposes of the political community and a view about which persons are able to
contribute to, or enjoy the benefits of, the common good, or the freedom of the
city. Although the concept of citizenship may refer to a status conferred by law, it
may also be deployed to argue that persons have entitlements as a consequence of
their position within a community or polity. This approach suggests that since
individuals, as a matter of fact, participate in a common life, they have rights and
duties as a consequence. Hence, it has been argued, we have moral obligations to
one another because of that shared existence, whether what is shared be
characterized as economic activity, culture, or political obligation. There may,
then, be an uncertain connection between the ideas of membership of a
community and citizenship of a polity. Both membership and citizenship may be
construed as conferred statuses or as empirically determined positions;
membership of a community may be asserted as a qualification for citizenship; the
common good may be seen as what gives value to both community and political
organization. And both membership and citizenship may be valued partly because
they are not universally available.
1.6 CIVIL SOCIETY
1.6.1. Meaning of Civil Society
Dictionary.com's 21st Century Lexicon defines civil society as 1) the
aggregate of non-governmental organizations and institutions that manifest
interests and will of citizens or 2) individuals and organizations in a society which
are independent of the government. Sometimes the term is used in the more
general sense of "the elements such as freedom of speech, an independent
judiciary, etc, that makes up a democratic society" (Collins English Dictionary).
13
NotesVolunteering is often considered a defining characteristic of the
organizations that constitute civil society, which in turn are often called NGOs, or
NPOs. Most authorities have in mind the realm of public participation in
voluntary associations, trade unions and the like, but it is not necessary to belong
to all of these to be a part of civil society.
Perhaps the simplest way to see civil society is as a "third sector," distinct
from government and business. In this view, civil society refers essentially to the
so-called "intermediary institutions" such as professional associations, religious
groups, labour unions, citizen advocacy organizations that gives voice to various
sectors of society and enrich public participation in democracies.
Civil society is nothing but it is power to the people. In other words, it is a
citizen participation in political processes, arena of uncoerced collective action
around shared interests, purposes and values. In theory, its institutional forms are
distinct from those of the state, family and market. Civil society commonly
embraces a diversity of spaces, actors and institutional forms, varying in their
degree of formality, autonomy and power.
1.6.2 Formal Structure
There is a formal structure of organization which does the following role
o Articulation & aggregation of interests
o Acting within the political system
o Influencing external power
o Representation of political interests
o Lobbying e.g. building public pressure using media organizing
rallies.
o Forming alliances & coalitions
Non-membership organization formed normally are engaged in the following
activities
14
Notes Providing welfare and development services to the poor
Private, non-profit, legal, small, focused usually works with peoples’
organizations (Pos).
Fill a gap in the function of the government
Stimulating agent for community development
Creates opportunities for the politically marginalized to become active
participants in the socio-political processes of society.
Playing as an intermediary mechanism between those who have power &
those who have none
Plays as an alternative institutional setting to political parties, articulating
& aggregating socially relevant interests
Supplements government’s social delivery mechanisms
Privatizes policy implementation
1.6.3 Examples of organization and their activities
DJANGOs (Development, Justice and Advocacy NGOs) - commonly
called development NGOs - perform direct and indirect support service
functions with Pos.
FUNDANGOs (Funding agency NGOs or Philanthropic Foundations) -
grant-giving organizations linked to grassroots organizations through
providing financial and other forms of support.
MUNGOs (Mutant NGOs) - largely composed of government-run NGOs
that are essentially extensions of the state or personal interests of state
actors 4. COME N’GOs (Fly-by-Night or paper NGOs) - fly-by-night
organizations that package proposals to attract outside funding and
promptly disappear with the funds.
1.6.4 Role played by Civil Society
Civil society plays an essential role in the following ways.
15
Notes Democratizing politics and governance
Facilitate participation of the people in the policy-making and execution
process of government
“Key participant political force” role in enhancing democracy
Acts as an important institutional vehicles
Ability to influence
a) As organizers: Forming community & popular grassroots organization
b) As advocates: Mobilizing, articulating people’s interests, political
demands, and institutional reforms
c) As mediators: Linking the powerful and disempowered strata of the
society
d) As deliverers: Alternative mechanism for delivery of social services
1.6.5 Role of Civil Society Organizations
o Advocacy
o Education
o Monitoring
o Service delivery at national and local levels
Civil societies always look to the Future and accept the Challenges.
Society fails if the citizen is not engaged. “Setting an agenda for change is
not a burden. It’s a responsibility and an opportunity to change for good”
1.6.6 Relationship between Civil Society and the State
Civil society is the sphere apart from the state where citizens associate
themselves with their particular interests and aims and puts forward various
proposals that are not determined and introduced by the political system of
government.
1.6.7 Relationship between Civil Society and the Governance
16
NotesCivil Society and Government bring together an unprecedented array of
political, ethical, and religious perspectives to shed light on the complex and
much-debated relationship between civil society and the state. Some argue that
civil society is a bulwark against government; others see it as an indispensable
support for government. Civil society has been portrayed both as an independent
of the state and as dependent upon it.
1.6.8 Governance
Governance means how an organization controls its actions. Governance
describes the mechanisms an organization uses to ensure that its constituents
follow its established processes and policies. It is the primary means of
maintaining oversight and accountability in a loosely coupled organizational
structure. A proper governance strategy implements system to monitor and record
what is going on, takes steps to ensure compliance with agreed policies, and
provides for corrective action in cases where the rules have been ignored or
misconstrued.
1.6.8. a. Governance according to Wikipedia
Governance is the act of governing. It relates to decisions that define
expectations, grant power, or verify performance. It consists of either a separate
process or part of decision-making or leadership processes. In modern nation-
states, these processes and systems are typically administered by the government.
When discussing governance in particular organisations, the quality of
governance within the organisation is often compared to a standard of good
governance.
In the case of a business or a non-profit organization, governance relates to
consistent management, cohesive policies, guidance, processes and decision-rights
17
Notesfor a given area of responsibility. For example, managing at a corporate level
might involve evolving policies on privacy, on internal investment, and on the use
of data.
1.6.8.b. Good Governance
Good governance as expressed through factors like reliability,
predictability and accountability is increasingly seen as a key factor in ensuring
national prosperity. However, many aspects of the relationship between good
governance and national prosperity are still poorly understood and may indeed
vary across countries.
Some basic questions include:
What is good governance and why is it important for economic and social
development?
What is the role of such factors as the rule of law, transparency,
accountability and public service ethics in promoting good governance?
How can good governance be promoted in transition to more open and
democratic societies?
Some issues:
What lessons have been learned from public management reforms about
the importance of good governance for the achievement of social and
economic objectives?
What potential weaknesses of governance have been exposed by the
current financial crises and how could governments respond to these
weaknesses?
What are the key aspects of good governance, and are these universal or
relative to individual countries? What is the role of such factors as the rule
of law, transparency, accountability, participation and public service ethics
in promoting good governance?
18
Notes How can good governance be promoted in transition to more open and
democratic societies?
1.6.8. c. Aspects of Good Governance
Good government depends on an ability to exercise power, and to make
good decisions over time, across a spectrum of economic, social, environmental
and other areas. This is linked with the government’s capacity for knowledge,
mediation, resource allocation, implementation and maintenance of key
relationships.
1.7 Notion and Level of Welfare States
Level of welfare state is determined by:
o The extent of state involvement
o The types of programs administered
o The level of citizen participation in welfare issues
o The commodification / decommodification mix/effect
1.7.1 Types of Welfare States
a) The liberal welfare state
b) The corporatist welfare state
c) The social democratic welfare state
1.7.1. a. The ‘liberal’ Welfare State
Its major programs being means-tested
Modest social insurance programs
Strict entitlement rules
Stigmatized means-tested programs
Widespread poverty
Minimal deco-modifying effect
19
Noteso Examples: The U.S. Canada and Australia
1.7.1. b. The ‘Corporatist’ Welfare State
Less emphasis on free market efficiency and co-modification
Rights are attached to class and status
Redistribution impact of this welfare state is minimal
The strong historical connection between the state and the church (often
the Catholic Church) makes welfare programs strongly committed to the
preservation of traditional family structures.
Examples: France, Germany, Austria and Italy
1.7.1.c. The ‘Social Democratic’’ Welfare State
Universal program
Deco modifying effect
Social policies are designed to achieve a high level of social equality
A model of this nature promotes a strong sense of solidarity and loyalty to
the welfare state
Examples: Sweden, Norway, Denmark, and Finland
1.8 LET US SUM UP
A welfare state is a concept of government in which the state plays a key
role in the protection and promotion of the economic and social well-being of its
citizens. It is based on the principles of equality of opportunity, equitable
distribution of wealth, and public responsibility for those unable to avail
themselves of the minimal provisions for a good life.
A right is said to be an entitlement or justified claim to a certain kind of positive
and (or) negative treatment from others, to assistance from others or non-
20
Notesinterference from others. A right is something to which every individual in the
community is morally entitled, and for which that community is entitled to
disregard or forcibly remove anything that stands in the way of even a single
individual getting it. Rights belong to individuals, and no organisation has any
rights not directly derived from those of its members as individuals.
The link between rights and justice are duties. Principles of justice
prescribe the ways in which benefits and burdens should be distributed. At one
level, these are the duties of public officials, but they also provide guidelines for
laws, which the rest of us have duties to obey. The concept of justice is based
upon the rights and duties of the individual person. Even between persons,
absolute justice is frequently unattainable.
The concept of citizenship is firstly, as legal status, defined by civil,
political and social rights. The second considers citizens specifically as political
agents, actively participating in a society's political institutions. The third refers to
citizenship as membership in a political community that furnishes a distinct source
of identity.
Civil society is defined as the aggregate of non-governmental
organizations and institutions that manifests interests and will of citizens or
individuals and organizations in a society which are independent of the
government. Volunteering is often considered a defining characteristic of the
organizations that constitute civil society, which in turn are often called NGOs, or
NPOs. Civil society is nothing but it is a power to the people. In other words, it is
a citizen participation in political processes, arena of uncoerced collective action
around shared interests, purposes and values.
The quality of governance within the organisation is often compared to a
standard of good governance. In the case of a business or of a non-profit
organization, governance relates to consistent management, cohesive policies,
guidance, processes and decision-rights for a given area of responsibility. Good
21
Notesgovernance as expressed through factors like reliability, predictability and
accountability is increasingly seen as a key factor in ensuring national prosperity.
Types of welfare states are the liberal welfare state, the corporatist welfare
state and the social democratic welfare state.
1.9 CHECK YOUR PROGRESS
Check Your Progress – 1
a. Define Welfare State
b. Write the principles of welfare state
c. Name the countries of Modern Welfare States?
d. What is involved in the Welfare State?
Check Your Progress – 2
a. What do you mean by right?
b. What is the link between rights and justice?
Check Your Progress – 3
a. What is based upon the concept of justice?
b. What is the meaning of liberal concept of justice?
c. What does justice consist of between persons?
Check your progress – 4
a. Mention three elements or dimensions of citizenship.
b. When does someone become a citizen?
c. Define citizenship according to Greek philosopher Aristotle.
d. From which country is the citizenship being touted to have originated and
from which concept?
e. Define citizenship according to Oxford Dictionary of politics
Check Your Progress – 5
22
Notesa. How the volunteering often is considered?
b. Mention any two roles played by civil society
c. What is the relationship between Civil Society and the Governance?
d. What is the simplest way to see civil society?
e. Mention any three intermediary institutions
f. List out the key factors in ensuring national prosperity?
g. Mention any two aspects of Good Governance
Check Your Progress – 6
a. Mention the types of welfare states.
b. Mention any three countries which are the ‘Social Democratic’’ welfare
state.
1.10 SUGGESTED READINGS
Bader, V., 1995, “Citizenship and Exclusion. Radical Democracy,
Community, and Justice. Or, What Is Wrong with Communitarianism?”,
Political Theory, 23 (2): 211–246.
Banting, K., and W. Kymlicka (eds.) (2006), “Multiculturalism and the
Welfare State: Recognition and Redistribution in Contemporary
Democracies”, Oxford: Oxford University Press, 1–45.
Benhabib, S., (2004), The Rights of Others. Aliens, Residents and Citizens,
Cambridge: Cambridge University Press.
David Lewis and N. Ravichandran (Eds.), (2008), NGOs and Social Welfare –
New Research Approaches, Rawat publications.
Karen K. Kirst-Ashman (2010), Introduction to Social Work and Social
Welfare: Critical Thinking Perspectives, Edition- 3, Published by Cengage
Learning.
23
NotesWalter A. Friedlander (1961), Introduction to Social Welfare, Edition Two,
Publisher - Prentice-Hall.
1.11 ANSWERS TO CHECK YOUR PROGRESS
Answers to Check Your Progress – 1
a. Define welfare state
A welfare State is a concept of government in which the state plays a key
role in the protection and promotion of the economic and social well-being of its
citizens.
b. Write the principles of welfare state
A welfare state is based on the principles of equality of opportunity,
equitable distribution of wealth, and public responsibility for those unable to avail
themselves of the minimal provisions for a good life.
c. Name the countries of modern welfare states
Modern welfare states include the Nordic countries, such as Iceland,
Sweden, Norway, Denmark, and Finland which employ a system known as the
Nordic model.
d. What is involved in the welfare state?
The welfare state involves a transfer of funds from the state, to the services
provided (i.e. healthcare, education) as well as directly to individuals (benefits).
Answers to Check Your Progress – 2
a. What do you mean by right?
A right is something to which every individual in the community is morally
entitled, and for which that community is entitled to disregard or forcibly remove
anything that stands in the way of even a single individual getting it.
24
Notesb. What is the link between rights and justice?
The link between rights and justice is duties.
Answers to Check Your Progress – 3
a. What is based upon concept of justice?
The concept of justice is based upon the rights and duties of the individual person.
b. What is the meaning of liberal concept of justice?
The liberal concept of justice is an interpersonal one - resolution of conflicts
between individuals.
c. What does justice consist of between persons?
Between persons, justice consists in upholding right behaviour and the courts can
adjudicate between persons.
Answers to Check Your Progress – 4
a. Mention three elements or dimensions of citizenship.
i. The first is citizenship as legal status, defined by civil, political and social
rights.
ii. The second considers citizens specifically as political agents, actively
participating in a society's political institutions.
iii. The third refers to citizenship as membership in a political community that
furnishes a distinct source of identity.
b. When does someone become a citizen?
The rules defining citizenship vary from country to country, but essentially, it is
widely acknowledged that when an individual is born in a country, he
automatically becomes a citizen
25
Notesc. Define citizenship according to Greek philosopher Aristotle.
According to Greek philosopher Aristotle, citizenship defined as ‘he who has the
power to take part in the deliberative or judicial administration of any state.’
d. From which country is the citizenship being touted to have originated and
from which concept?
Citizenship is being touted to have originated in Greece, which originated from
the concept of democracy.
e. Define citizenship according to Oxford Dictionary of politics
According to Oxford Dictionary of politics citizenship is defined as, ‘the status of
being a citizen, usually determined by law.’
Answers to Check Your Progress – 5
a. How is volunteering often considered?
Volunteering is often considered a defining characteristic of the organizations that
constitute civil society, which in turn are often called NGOs, or NPOs.
b. Mention any two roles played by civil society
i. Facilitate participation of the people in the policy-making and execution
process of government
ii. Ability to influence
c. What is the relationship between Civil Society and the Governance?
Civil Society and Government bring together an unprecedented array of political,
ethical, and religious perspectives to shed light on the complex and much-debated
relationship between civil society and the state.
d. What is the simplest way to see civil society?
26
NotesPerhaps the simplest way to see civil society is as a "third sector," distinct from
government and business. In this view, civil society refers essentially to the so-
called "intermediary institutions"
e. Mention any three intermediary institutions
Professional associations, religious groups and labor unions that give voice to
various sectors of society and enrich public participation in democracies.
f. List out the key factors in ensuring national prosperity?
Good governance as expressed through factors like reliability, predictability and
accountability is increasingly seen as a key factor in ensuring national prosperity.
g. Mention any two aspects of Good Governance
Good government depends on an ability to exercise power, and to make good
decisions over time.
Answers to Check Your Progress – 6
a. Mention the types of welfare states
The liberal welfare state
The corporatist welfare state
The social democratic welfare state
b. Mention any three countries which have the ‘Social Democratic’’ welfare
state
Sweden, Norway and Finland.
f. List out the key factors in ensuring national prosperity?
Good governance as expressed through factors like reliability, predictability and
accountability is increasingly seen as a key factor in ensuring national prosperity.
27
Notesg. Mention any two aspects of Good Governance
Good government depends on an ability to exercise power, and to make good
decisions over time.
UNIT – 228
Notes
POLICY MAKING PROCESS AND STRUCTURE
PLAN OF STUDY
2.1 Objectives
2.2 Introduction
2.3 Role of Executive in Policy making
2.3.1 Meaning of Executive
2.3.2 The Role of Executive
2.3.3 Required knowledge to be possessed by an executive
2.3.4 Qualities of Executive
2.3.5 Skills necessary for an Executive
2.3.6 Responsibilities and functions of an Executive
2.4. Main functions of the Judiciary
2.4.a. Judicial Functions
2.4.b. Law-making Functions
2.4.c. Guardianship of the Constitution
2.4.d. Advisory Jurisdiction
2.4.e. Protector of the Fundamental Rights
2.4.f. Supervisory Function
2.4.g. Non-Judicial Function
2.4.1. The Role of Judiciary in India
2.4.2. Six essential functions of the Judiciary system of India
29
Notes2.4.3. Functions
2.5 Pressure groups
2.5.1. What are pressure groups?
2.5.2. What rights do pressure groups have?
2.5.3. What responsibilities do pressure groups have?
2.5.4. What methods do pressure groups use?
2.5.5. What are some pressure groups?
2.5.6. Functions of Pressure groups
2.5.7. The role of pressure group
2.5.8. Role and function of pressure groups in India
2.5.9. Difference between political party and pressure group
2.5.10. Pressure group in India
2.5.11. Role of pressure group in India
2.5.12. Features of Indian pressure group
2.5.13. Types of pressure groups
2.5.14. Major pressure groups in India
2.5.15. Media as pressure group
2.5.16. Benefits of pressure groups
2.6 Role of Mass Media Functions in Policy Making
2.6.1. Introduction
2.6.2. Functions of the Mass Media in the Policy Process
2.6.3. Role of media in policy making
2.6.4. Media Influence on Public Policy
2.6.5. Role of Media in Policy Formulation
30
Notes
2.7 Roles of NGOs
2.7.a. Development and Operation of Infrastructure
2.7.b. Supporting Innovation, Demonstration and Pilot Projects
2.7.c. Facilitating Communication
2.7.d. Technical Assistance and Training
2.7.e. Research, Monitoring and Evaluation
2.7.f. Advocacy for and with the Poor
2.8. Voluntary Organizations in policy making process
2.8.1. Role of the Indian NGO Sector in the Public Policy Making Process
2.8.2. Role of NGOs in Public Policy Making
2.9. Problems in policy implementing process
2.9.1. Key issues in Scaling Up
2.10. Let Us Sum Up
2.11 Check Your Progress
2.12. Suggested Readings
2.13. Check Your Answers
31
Notes2.1 OBJECTIVES
The aim of this lesson is to make the students understand the role of
Executive, Legislative and Judiciary, Pressure Groups, NGOs and Mass Media
and how they are all playing an importance role in policy making processes and
structures. More so, students would know about how the policies are made and
implemented at different levels. Understanding this policy in detail would help the
students to learn the problems of policy implementation and analyse the policies
that are implemented at different levels by state and central.
2.2 INTRODUCTION
Policy making is the most significant activity of the government as it
touches almost every facet of the life of the citizens and the nation as a whole.
Policy making is also one of the major functions of the political executive.
Broadly speaking, the structure of public policy making involves the entire
political system. The ultimate authority in policy making, planning and budgeting
rests with those who hold the power to legitimise policy. Legally, this power may
be in the hands of a single individual (a king or a dictator), in the hands of a group
of persons (a political party or military) or in the hands of the entire citizenry of a
country. Policy making is not one person's or one political group's job, the actual
formulation of policies is shared by political leaders of different political parties,
pressure and interest groups, policy making units and the people as a whole. The
U.N. publication on Development Administration (1975) says, "In view of the
magnitude and complexity of various policy questions today, a king or party alone
cannot make public policies and must, therefore, establish some central units to
assist in policy making. Similarly, the citizenry, who usually exercise their power
to legitimise policy through persons elected by them, directly or indirectly,
normally require some central units to initiate, examine and formulate policy
proposals. Sometimes such units may even take policy decisions explicitly or
implicitly in the name of those with the power to give policies legal authority.
32
NotesSuch central units for policy making are mostly located in the executive branch of
the government".
In a parliamentary democracy like India, the leadership of the government
is in the hands of the Prime Minister, who is the real executive, the nominal
executive being the President. Through the party system and the authority of
patronage which the Prime Minister enjoys, the Prime Minister has usurped the
authority of the Parliament, The ever increasing authority or influence of the
Prime Minister has changed the Cabinet government into 'Prime Ministerial
government'. Before we examine the role of the executive, let us first understand
the meaning of the term 'Executive'. J.W. Garner observes. "In a broad and
collective sense, the executive organ embraces the aggregate or totality of all the
functionaries and agencies which are concerned with the execution of the will of
the state as that will has been formulated and expressed in terms of law". In India,
it comprises the Prime Minister leaders of the different parties, the ministers of the
ruling party and the opposition, the Cabinet, its committees, Cabinet Secretariat
and the Prime Minister's Secretariat. Before dealing with their role separately, it
would be of relevance to discuss briefly, the broad functions of the executive
which are as follows:
1) Maintenance of internal peace and order is the major function of the
executive but maintaining external relations and saving the country from external
aggression is also an equally important responsibility. In other words, the
formulation of the national policy for domestic, as well as, external purpose is the
chief concern of the executive.
2) As already mentioned, the initiative for legislative work has also
become the responsibility of the executive. The bills are first approved by the
Cabinet, and the government does not face any difficulty in getting the approval of
the Parliament where, generally, it enjoys a majority. In the present context,
though we have a minority government yet its proposals are accepted, with or
without modification, by the Parliament as holding elections at short intervals
imposes financial and political pressures on the system.
33
Notes3) The executive proposes the budget and decides about the imposition or
abolition of taxes. It may increase or decrease the tax rates. The executive also
sees that provisions of the budget are implemented after the approval of the
Parliament. It is, therefore, clear that the executive has all pervasive authority over
the activities of the State.
2.3 ROLE OF EXECUTIVE IN POLICY MAKING
2. 3.1. Meaning of Executive
The responsibilities of an executive in a social agency are diversified like
those of a captain of a ship. By executive, we mean a person who executes the
programme. He may be designated as secretary, a manager, superintendent,
executive secretary, director, etc. In smaller agencies, an executive is both the
director and a direct service staff member but in bigger agencies in the west, there
are separate directors for business management, programmes and public relation
supervised by chief director. An executive, as the term implies, is one who
executes what the board plans. Whatever his designation may be, the executive
has to give a lead to the staff and necessary assistance to the board.
2.3.2. The Role of Executive
a) By virtue of his professional expertise and experience and the full time and
thought which he gives to the work of the organization, the executive
should be a leader and inspirer of his board and an initiator of policies. Yet,
on the other hand, he should welcome proposals and suggestions from the
board members and officers.
b) A wise executive will know much about the interests and hobbies of his
board members.
c) He will try to call on them individually, discuss with them the work of the
organizations and get their suggestions for its improvement.
d) He will have in mind the prejudices and blind sports of board members
and will attempt to inform them, in advance of board meeting, about
34
Notessubjects which require special interpretation. Yet, he will not “play
policies”, endeavour to secure acquiescence in a proposal merely because
he favours it, or try to put over a project which he fears may not survive
free discussion.
2.3.3. Required knowledge to be possessed by an executive
1. An executive should be a professionally trained person with experience of
working with people and should have knowledge of basic principles of
social work.
He should have knowledge of dynamics of human behavior
He should have knowledge of community resources
He should have knowledge of social work methods
He should have knowledge of processes of evaluation
2. He must be conversant with principles of administration
3. He should know methods and techniques of efficient administration
4. He should be familiar with local, state and central legislation and the legal
and philosophical basis of welfare programmes
5. He should be familiar with government structure at various levels.
6. He should understand basic principles of financial and business practices
7. He should have an idea of social and economic factors
8. He should have general idea of the functions and structure of other welfare
agencies.
9. He should have knowledge of personnel policies, principles and practices.
10. He should know effective methods of coordination and public relations.
2.3.4. Qualities of Executive
i. An executive must have an understanding of himself, beneficiaries, staff,
the board’s members and the community in which he is working.
35
Notesii. He must have ability to carry out complex responsibilities and ability to
work with different groups.
iii. He has to carry out orders of the board and implement the policy laid down
by it. He should, therefore, be a matured person with understanding of
human relationships.
iv. He must have intellectual capacity and ability to deal with complicated
problems.
v. He must have initiative, imagination and originality.
vi. He must be knowledgeable, realistic, courageous, accurate and frank.
vii. He should be able to maintain staff morale.
In short, he should be a good group worker so as to organize various groups of
people for constructive working. For example. Clientele, staff, board members and
other agencies in the community.
2.3.5. Skills necessary for an Executive
An executive should be able to see the job as a whole in relation to the
needs of the community and objectives of the agency he serves.
He should be able to plan and organize the units or divisions of work and
advise them effectively on democratic basis.
He should maintain good relationship with the staff of his agency.
He should know the art of interpreting his agency’s programmes to the
community and get funds for that.
2.3.6. Responsibilities and functions of an Executive
Although, by and large, the functions of chief executive in an agency are
performed by the elected president, secretary and the treasurer, individually and
jointly yet some of the organizations particularly those having bigger workload or
working at the national level are now appointing whole time paid and qualified
persons as chief executive. In some cases, even with the appointment of executive,
36
Notesthe executive functions of the organisatiosn are still retained by the elected bearers
mostly general secretary. This results in confusion and clashes and creates
problems for the organization. Normally, the paid executive should function as
secretary to the board also. In such cases, the traditional elected secretary will not
be necessary. If at all the office general secretary is considered essential, in large
national organizations, he should be responsible for organizational work
concerned with organization of departments, institutions and branches under the
control of the organization. However the role and functions of secretary viz-a-viz
the executive should be clearly laid down. The day-to-day work of the
organization should be the responsibility of the chief executive. Some of the roles
and functions of the chief executive are the following.
1. He works as a key-stone in the arch of an agency with the board and the
staff, on two sides of that arch.
2. He is responsible to the board for execution of policies laid down by it and
implementation of programmes, schemes and services planned by it.
3. He is responsible for direction, supervision, control; and operations of the
agency’s programmes.
4. He renders secretarial service to the board and develops methods and
procedures to fulfill agency’s objectives, policies and standard.
5. He secures and maintains office and field staff for implementing agency’s
purpose and convenes their meetings periodically.
6. He assists the board in policy making, programmes-planning, evaluation
and maintaining public relations.
7. He assists the elected office bearers in discharge of their functions
individually.
8. He prepares budget estimates, maintains accounts and arranges audit of
accounts under the overall supervisions of the treasurer and or president.
9. He submits periodical progress/evaluations reports and statement of
accounts to the board in order to keep them informed about agency’s
progress and difficulties.
37
Notes
2.4. MAIN FUNCTIONS OF THE JUDICIARY
Administration of justice is the primary function of the judiciary.
However, the judiciary performs certain other function too. These functions may
be judicial in character but some of these functions are non-judicial in nature.
Following are some of the judicial and non-judicial functions performed by the
judiciary.
2.4.a. Judicial Functions
Firstly, when a dispute is brought before a court, it is the responsibility of
the court to 'determine the facts' involved. The usual manner in which the courts
determine the facts is through evidence given by the contestants. Once the facts
have been established, the court proceeds to decide what law is applicable to a
particular controversy or circumstance. Herein the judiciary becomes the
interpreter of laws, which is the prime function of the judiciary. So the major task
of the judiciary is to 'determine' the facts of laws and to apply them to particular
circumstance.
2.4. b. Law-making Functions
Secondly, the judiciary while interpreting the existing laws also performs
the role of lawmaker. It may sound surprising, but 'judge-made' laws are common
to all systems of jurisprudence. Such occasions arise when the provisions of the
existing laws may be ambiguous, or sometimes two or more laws of a particular
government appear to be in conflict under a given circumstance. Herein the
judiciary plays an important role in determining what the law is and when two
laws apparently conflict, which shall prevail. For instance, the enunciation of the
38
Notes'Doctrine of Implied Powers' by the U.S. Judiciary proved conducive to the
growth of the federal government's power. However, the phraseology of the
original U.S. Constitution did not provide such enormous power of the Federal
Government. In this context, we fully realize the prime importance of the judiciary
2.4.c. Guardianship of the Constitution
Thirdly, in federal States like India, the U.S.A. and Switzerland, the
judiciary is the guardian of the Constitution. Chief Justice Hughes of America
once said, "We are under a union but the Constitution is what the judges say it is".
In federal States conflict in jurisdiction and authority frequently occurs, as there
are several law making and executive authorities, each showing its power to the
Constitution. In the circumstances, the judiciary becomes the umpire and regulates
the legal actions of the States and Central governments. In case the laws made by
any of these law-making bodies conflict with the constitutional provisions, the
judiciary in the above mentioned States is empowered to declare the relevant
legislation illegal. Indian courts on several occasions have declared laws of the
Union as well as the State laws illegal.
2.4.d. Advisory Jurisdiction
Fourthly, some national judiciaries possess advisory jurisdiction. For
instance, the President of India may seek the advice of the Supreme Court of India
on any proposed legislation. However, there is no such provision in the U.S.A.
The Canadian Supreme Court is also obliged under constitutional provisions to
tender advice to the Governor General.
2.4.e. Protector of the Fundamental Rights
Fifthly, the judiciaries also act as the defenders of the individual's right.
Such role of the judiciary is important as it prevents the individual's rights from
being violated. An individual need not wait until harm is done to him. If he had,
39
Notessufficient reasons to believe that attempts would be made to violate his 'rights' he
could approach the courts for protection.
Then the courts would issue orders prohibiting such attempts until the
rights of the parties were determined. Judiciary is the watchdog of rights and
liberties of the people. In India, the Supreme Court is empowered to protect the
Fundamental Rights of the citizens.
2.4.f. Supervisory Function
Sixthly, higher courts are often assigned the task of supervision over the
lower courts. The High Court is responsible for the supervision of their respective
state judicial systems.
2.4.g. Non-Judicial Function
Lastly, the judiciary in some countries may perform a number of non-
judicial functions. Courts may undertake the administration of property in cases
where the ownership of property in question is in dispute. Courts also assume
responsibility for handling the affairs of minor children or lunatics. Courts may be
authorized to issue and cancel certain licenses. Courts also may be authorized to
grant citizenship to aliens.
2.4.1. The Role of Judiciary in India
In a democracy, the role of judiciary is crucial. Judiciary is a faithful keeper
of the constitutional assurances. An independent and impartial judiciary can make
the legal system vibrant. Our Indian judiciary can be regarded as a creative
judiciary. Credibility of judicial process ultimately depends on the manner of
doing administration of justice. Justice K. Subba Rao explains the function of the
judiciary as thus
It is a balancing wheel of the federation; 40
Notes It keeps equilibrium between fundamental rights and social justice;
It forms all forms of authorities within the bounds;
It controls the Administrative Tribunals.
Justice – Social, economic and political are clearly laid down in the
preamble as the guiding principle of the constitution. Social justice is the
main concept on which our constitution is built. Part III and IV of Indian
constitution are significant in the direction of Social Justice and economic
development of the citizens. Judiciary can promote social justice through its
judgments. In other sense, they are under an obligation to do so. While applying
judicial discretion in adjudication, judiciary should be so cautious. And prime
importance should be to promote social justice.
Supreme Court had itself suggested in one of the early and landmark case
(Bandhu Mukti Morcha Union of India 1984) I SCC 161, 234) that there is a great
merit in the court proceedings to decide an issue on the basis of strict legal
principle and avoiding carefully the influence of purely emotional appeal. This
gives the decision of the court a direction which is certain and unfaltering, and
that especial permanence in legal jurisprudence which makes it a base for the next
step forward in the further progress of the law. Indeed both certainty of substance
and certainty of direction are indispensable requirement in the development of the
law and invest it with credibility which commands public confidence in its
legitimacy.
The Court must take care to see that it does not overstep the limits of its
judicial function and trespass into areas which are reserved to the executive and
the legislature by the constitution. Clear violation of constitutional or statutory
provision must be interfered by the apex judiciary. If a considered policy decision
has been taken which is not in conflict with any law or is not malafide, it will not
be in Public Interest to require the court to go into and investigate those areas
which are the function of the executive. When two or more options or views are
possible and after considering them the government takes a policy decision it is
then not the function of the court to go into the matter a fresh and in a way, sit in
41
Notesappeal over such a policy decision (Balco v. Union of India (2002) 2 SCC
333) .whatever method adopted by judiciary in adjudication, it must be the
procedure known to the judicial tenets.
2.4.2. Six essential functions of the Judiciary system of India
Law and order within the state is maintained through the administration of
justice, which is considered as one of the greatest pillars of any government. The
securities of the citizens depend on the prompt, efficient and impartial
administration of justice. It is the judiciary which acts as the guardian of every
private, civil right and the judiciary consists of the magistrates and judges charged
with the function of administration of justice.
In early times, the function of the administration of justice was done by
some social associations like church, guild and panchayat or by influential
landlords etc. In modern times the administration of justice became an exclusive
function of the state. The chief functions of the judiciary are, to ascertain and
decide upon rights, to punish criminals and protect the innocent from injury and
usurpation. Thus the nature of judicial function demands that the judges ought to
possess great legal acumen, faithfulness to the Constitution, firmness of character
and above all honesty and independence.
In the judicial system of every country there are generally two sets of
courts namely civil and criminal. The civil courts have a Supreme Court at the
head and also criminal courts. Below the highest court there are lower courts with
definite jurisdiction.
2.4.3. Functions
a) The first and foremost function of the courts is administration of justice. The
judiciary is to hear and decide cases- civil, criminal and constitutional- in
which the parties involved in dispute present their arguments. In accordance
42
Noteswith the recognized procedure, namely, production of evidence,
examination of witnesses etc. the courts determine the facts of a case. Once
the facts are ascertained the courts are simply to apply the appropriate law
and give a decision.
b) Though legislation is the work of the legislatures, the- courts also legislate
in a different way. Very often the judges find it difficult to select the
appropriate law for application to a particular case. Owing to the ambiguity
of language, the meaning of law may not be very clear. The judges are then
called upon to decide what the original intention of the legislature was.
More importantly, a new situation may arise which is not covered by
existing laws. In such an event it is the duty of the judges to call for a
judicial legislation. Such judicial legislation is characteristic of common law
in states like Great Britain. They are called as case-laws in other countries.
c) In a federation the courts play the role of an independent and impartial
umpire between the central and state (regional) governments. As a fed-
eration involves division of powers between a central government and
number of state governments each of which is supreme within its own
sphere, the courts are charged with the work of interpreting the provisions of
the Constitution wherever there arises a dispute between the two
governments. The courts are to see that the governments work within their
constitutional limits and respect them.
d) The Judiciary in some countries also takes part in the administration of law
as it is called upon to give an authoritative interpretation of the law in the
absence of any actual dispute. Thus, in India and Canada, the Supreme
Court may give advisory opinions on constitutional questions which would
enable the executive to settle constitutional issues before administrative
enforcement of legislation starts.
43
Notese) The courts are also found to perform certain miscellaneous functions which
are strictly speaking non-judicial in character. Thus for instance the courts
sometimes grant licenses of deceased persons and appoint receivers.
f) The most controversial functions of the courts lies in their power of judicial
review. It refers to judicial competence to review executive orders and of
legislative enactments. This unique power of the courts originates in the
United States of America and has its best form there. It is also found in
lesser forms in countries like India, West Germany, Italy, Australia and
South Africa.
In India, the Constitution is supreme and all the governments operate under
the authority of the Constitution. Therefore if any institution transgresses the
limits set by the Constitution, the courts would have the power to examine such
acts. Any action either by the legislature or by the executive in contravention of
the provisions of the chapter on fundamental rights can be declared void. The
scope of judicial review in India is, however, limited. The Supreme Court of India
while interpreting a law will not itself legislate. It will not question the
reasonableness of any law except where the constitution has expressly authorised
the court to exercise the power. Normally, it works according to procedure
established by law.
2.5. PRESSURE GROUPS
A pressure group is a group of like-minded people who seek to influence
(put pressure on) government on a particular issue. They do not seek power
through being elected.
2.5.1. What are pressure groups?
Organizations of people who believe in the same cause
They have strongly held views and wish to influence some aspect of
society44
Notes Groups of people working together usually have more effect than
individuals
2.5.2. What rights do pressure groups have?
They have the right to criticize the government
They have the right to hold meetings
They have the right to protest
They have the right to make their views known by using the media
2.5.3. What responsibilities do pressure groups have?
They have the responsibility to base their criticism on fact
Meetings should be peaceful and legal
They should inform the local authorities and the police when they are
making a protest
They have a responsibility not to intimidate
2.5.4. What methods do pressure groups use?
Internet - email and web sites
Letters
Lobbying
Petitions
Demonstrations
Mass media campaigns (T.V., radio and newspapers)
2.5.5. What are some pressure groups?
Shelter - aim to help homeless people
Amnesty international - defends human rights
Greenpeace - campaigns on environmental issues
CBI (Confederation of British Industry) - promotes business interests
TUC (Trade Unions) - promotes workers interests
ASH (Action on Smoking Health) - anti-smoking group
FORREST - pro smoking group
45
Notes
2.5.6. Functions of Pressure groups
Promote discussion and debate and mobilise public opinion on key issues
Perform a role in educating citizens about specific issues
Groups can enhance democratic participation, pluralism and diversity
Groups raise and articulate issues that political parties perhaps won't touch
because of their sensitivity
They provide an important access point for those seeking redress of
grievance
They represent minorities who cannot represent themselves
Groups can be an important and valuable source of specialist information /
expertise for an overloaded legislature and civil service
Many groups play an important role in implementing changes to public
policy
Pressure groups encourage a decentralization of power within the political
system.
They act as a check and balance to the power of executive government
2.5.7. The Role of Pressure Group
Pressure groups are organisations of people who all believe in the same
cause. Whether it is a sectional group, campaigning for personal gain, or a cause
group, working towards a specific cause, they all possess strongly held views and
wish to influence some aspect of society.
Pressure groups try to gain public support and sympathy for their cause in
the hope that they will influence people's decisions or lives, depending on the
issue they are focusing on, usually this is done via the media and especially
nowadays, the internet. Other than this, the most common methods they tend to
use involve carrying out petitions, distributing leaflets or information, and creating
newspaper articles or adverts.
46
NotesSome Pressure groups employ professional lobbyists to speak to MP's on
the groups behalf. Often pressure groups employ the heavy responsibility of
speaking out for and representing the less privileged in society, they listen to
people's problems and try to persuade the Government to solve these issues on
their behalf.
2.5.8. Role and function of Pressure Groups in India
Pressure groups are the interest groups which work to secure certain
interest by influencing the public policy. They are non-aligned with any political
party and work as indirect yet powerful group to influence the decision. Pressure
groups are the interest groups which try to secure their interests by influencing the
formulation and administration of public policy. They referred to as Civil Society
Organization (CSO). They are non-partisan organization which attempt to
influence some phases of public life. The role of pressure group is indirect,
ordinarily, invisible and intermittent yet very important part of administrative
system. The emergence of trusts and monopolies and the struggle over tariffs led
to the formation of pressure group. Pressure group is a living public behind the
parties. Pressure group role is as vital as that of political party existing in any
country.
From the views of the experts:
Finner has characterized pressure group as anonymous empire.
Richard.D.Lambert views it as an unofficial government.
V.O.Key has defined Pressure group as a private associations formed to
influence public policy. Pressure group act outside political party and there
is vast difference between the two.
2.5.9. Difference between political party and pressure group
47
NotesPolitical party and pressure group both very important in decision making
of the various policies and exists along with political parties in every nation but
there is vast difference between the two. The major difference between political
parties and pressure groups are as follows-
Pressure group is the public body acting behind the political party(outside
political party) where as political parties constitutes government
Pressure group act is indirect as well as intermittent. They try to influence
and pressurize the government to get their demand fulfilled. They do not
intervene directly where as Political parties act directly, they are legally
entitled to frame policies and take decision concerning the country.
Pressure groups pressurize executive and legislature to achieve its aim
where as Political-party bring co-ordination in the working of executive
and legislature.
pressure group uses both conventional and non-conventional means to
demonstrate their demands where as Political parties use only
constitutional means to execute its duties and functions
Pressure group works for self interest, they emerges and dissolves as per
the need of certain groups where as Political party works for national
interests and not merely for any certain group or objective.
Pressure group emerges and dissolves where as political parties are
recognized by election commission.
2.5.10. Pressure groups in India
In India Political parties and pressure groups together play a big role in the
struggle of power. In India pressure group arose even during the colonial period.
All India trade union congress was the first countrywide pressure group of
working class. India is developing country having scarcity of resources and acute
poverty promoting significant role of pressure group. The aim of this pressure
group was to secure economic and political concessions for themselves. Providing
crucial component of the structural equilibrium i.e. maintenance function
48
Notes
2.5.11. Role of pressure group in India
The capacity of pressure groups id determined by leadership, organizational
abilities, mass media, economic power base and mobilizations technique. Beside
this they are using lobbying method, strike, bandh, demonstration, funding
political parties, using party platform etc. Even pressure group role is indirect it
facilitates many vital roles in administration. The various role of pressure groups
are as follows-
1. Role in legislature -Pressure groups tries to introduce their chosen person
into legislature. They help political parties on the eve of election and
prepares election manifesto.
2. Role in executive -Pressure group tries to fill high executive posts with
men of their own choice i.e. selection of cabinet, distribution of portfolios
and P.M selection due to prevalence of collation government. And
henceforth influences policy implementation process.
3. Role in Bureaucracy - Bureaucrats are politically neutral and hence
pressure group tries to oblige them by putting good remarks that protect
their interests. Bureaucrats have long tenure and so they be in contact with
them to oblige.
4. Role in judiciary -appointment of judges in political affairs and here
pressure groups play important role in that high judicial offices are
occupied by them.
2.5.12. Features of Indian pressure group
The various features of Indian pressure group are as follows-
1. Based on certain interest -The basis on which each pressure group are
formed are the certain interest. Each pressure group organizes itself
keeping in view certain interests.
2. Lack of alignment with any party -Pressure group in India functions in
multi-party system environment. Hence they try to maintain relation with 49
Notesall of them. During 1947-89 pressure group tries to keep good relation
with congress as it was the ruling party in most part of India. Since mid
1990's pressure groups in India try to influence all major national party.
3. Pressure group uses party platform -pressure groups uses party platform to
seek their interest fulfilled. They try to maintain their relation with both
ruling and opposingparty.
4. Presence of political parties sponsored pressure group -In India political
parties always try to organize their own interest groups in various trade,
professions and industries. For example Congress-Youth congress,
Communist party-Student's federation of India, Bhartiya Janta party-Akhil
Bhartiya vidhjarthi Parisad etc.
5. Resulting out of increasing pressure and demand on resources -As
resources of developing country are usually scarce, there are claims and
counter claims on their resources from different and competing section of
society emerging as pressure group.
6. Use of traditional and modern means -Indian pressure group uses both
modern and traditional means. Modern method like lobbying, funding
political parties, introducing favorable person in the legislature, executive
and cultivate connections with bureaucratic officials, traditional loyalties,
caste loyalties, religious loyalties etc are traditional method.
7. Existence of several caste family and religion based groups -Several Indian
pressure groups have been formed for promoting the interest of certain
caste and religion. The All Indian Rajput sabha, The Jat organization, the
Jain Sabhas,Shiv Sena, Brahmin Sabha etc.
8. A counter check on political parties -India is having mixed economy and its
foremost goal is included in planned development. In this context the
pressure group plays vital role and act as a counter cheek to politics and
political parties. For example-acts like MRPT or land reforms.
9. Keep on emerging and dissolving -According to the interest the pressure
group formed and once interest attained the pressure groups may dissolve.
Pressure groups are temporary in nature which keep on emerging and
dissolving after some time. For example anti-sati group, anti-dowry etc.
50
Notes10. More dependent on means of direct action -Indian pressure group depends
more on methods of direct action such as bandh, strikes, gheraos etc.
11. Influence being shifted from negative to positive -In India pressure groups
initially influence negatively as preventing nationalization of rice trade,
food grain, increase in land tax etc. But now pressure groups have positive
influence, it assists government in forming rules. For example wheat
policy of government framed in March 1974 was outcome of positive
efforts and support of all-India food grain dealers association.
12. State acts as pressure group -Constitution under Article 262 and 263 makes
provision for central parliament to settle border disputes and inter-state
water disputes where in the members of every state maintain its liaison
officers in Delhi to maintain its contact and act as pressure group.
2.5.13. Types of pressure groups
Almond and Powell have divided interest groups into four parts-
Institutional pressure group -These groups are formally organized which
constitutes professionally employed persons. They are part of government
machinery and raises its protests with constitutional means. For example
Bureaucracy, army, central election committee etc.
Anomic pressure group -These are the group that have analogy with
individual self-representation. They may be constitutional or
unconstitutional, perpetual infiltration such as riots, demonstration etc. For
example ULFA. Naxalites, Kashmir liberal front etc.
Associations pressure group -These are organized specialized groups
formed for interest articulation but to pursue limited goal. For example
Trade union, student association, teachers association etc.
Non-Associations pressure group -These are the informal groups include
caste group, language group, syndicate, Ghanaian group etc.
51
Notes
2.5.14. Major pressure groups in India
The major pressure groups present in India are as follows-
1. The business group -They are independent of political parties and influence
planning licensing bodies and economic ministers. They help in budget
formulation. For example conference of Indian Industries (CII),
Association chamber of commerce, federation of Indian chamber of
Commerce industry (FICCI).
2. Peasant's organization -It gained power in 1960's. At Central level only one
All India Kisan Congress exists. On territorial basis All Kisan Kamgar,
Akil Bhartiya Kisan Sangh. The Bhartiya Kisan Party(BKP) in western
U.P is most significant.
3. Student's organizations -They pressurize the government on educational
issues and various critical issues. For example All Bengal Student
Association formed in 1928. The All India Student Federation(AISF) in
1936. Student's federation of India, National Union of India, The Akhil
Bhartiya Vidhyarti parishad etc.
4. Community association -They are in context to safeguard respective
religion. For example Schedule caste federation, Backward caste
federation, Vishwa Hindu parishad etc.
5. Linguistic groups -These pressure groups promote certain languages. For
example-Tamil Sangh, Hindi Protection Parishad, Punjabi Sahit sabhas
etc.
6. Tribal (regional groups) -There are several tribal interest groups have been
active in India. For example The United Mizo Federal organization, The
Tribal sang of Assam, The tribal League of Assam, Jharkhand Mukti
Morcha etc.
7. Professional groups -Several professional interest groups like India Bar
Association, All India Medical Council, College teachers etc
52
Notes2.5.15. Media as pressure group
Mass media plays vital role in reveling the various happening of politics
and life of common people all around. In countries such as India the mass media –
the radio, TV, the cinema and the press are very powerful means of social change
and act as pressure group for the interest of common people and reveals the all
deeds of the government. Mass media in its full swing of working can openly
criticize the government and have right to place their view on certain situation.
Further mass media help to generate a common platform which tries to focus on
core issues of the society and its need. So media role is as much important in
influencing activities of the political parties, as that of other pressure group
working to strive certain specific goals. In-fact in this contemporary world media
acts as agent of change focusing on social development of society and hence
media role of pressurizing government given it nature of pressure group which is
of vital importance.
2.5.16. Benefits of pressure groups
The many different interests in society cannot all be encompassed within
the two (or three or four) party system. Pressure groups enable sections of
society outside of the political parties to have their say.
Pressure groups can compensate for the inadequacies of the electoral
system: geographical representation is supplemented by functional
representation.
Pressure groups enable individuals to participate in the political process at
any time, not just every four or five years at elections.
Pressure groups enable specific interests to be identified and articulated
which the political parties may be unwilling or unable to promote.
53
Notes2.6. ROLE OF MASS MEDIA FUNCTIONS IN POLICY MAKING
2.6.1. Introduction
Sometimes called the "fourth branch of government," the mass media
serve a number of functions within the context of government policy making. As
indicated by Fletcher and Taras (1984, p. 208), "politicians need publicity to
promote themselves and their programs and reporters need information and quotes
for their stories." In addition, mass media coverage of policy meets a number of
other needs (Fletcher & Taras, 1984, pp. 194, 208). It gives citizens the necessary
information for "effective political participation" and provides a forum for "debate
on public issues." It helps governments circulate "vital information about public
services--and government accomplishments--while providing opportunities for
opposition parties to criticize government and propose alternative policies."
Governments will also often use the press "to test public opinion by leaking
proposals to a reporter who will value the "scoop."
2.6.2. Functions of the Mass Media in the Policy Process
A policy is a decision implying impending or intended action (Bauer,
1968, p. 21). In analyzing policies, two aspects are generally considered most
significant process (policy making) and content. The mass media are among the
external groups which influence the policy process at its various stages. For this
study six policy stages were identified from four works (Almond & Powell, 1978,
pp. 14-15, 180; Dunn, 1981, p. 48; Jones, 1977, p. 12; Wirt & Mitchell, 1982, pp.
6-7). These stages included:
a) Problem identification (articulation)
b) Policy recommendation (aggregation)
c) Policy decision (adoption)
d) Policy implementation
e) Policy evaluation
54
Notesf) Policy resolution or change.
Communications researchers have analyzed mass media political functions
which correspond to the stages in the policy process. In studying reporter
influence, Lambeth (1978, p. 12) used a five-part framework developed by Jones'
(1977) to structure 10 possible media functions in the policy process:
1. Anticipating problems in advance of public officials
2. Alerting the public to problems on the basis of official warnings
3. Informing the public of the stakes the competing groups had in solving
problems
4. Keeping various groups and the public abreast of competing proposals
5. Contributing to the content of policy
6. Deciding the tempo of decision making
7. helping lawmakers decide how to vote
8. Alerting the public to how policies are administered
9. Evaluating policy effectiveness
10. Stimulating policy reviews.
2.6.3. Role of media in policy making
The news media may be the most powerful entity in all of India. The fact
that the news media is responsible for educating people is what makes it so
powerful. The media can easily sway the opinions of the Indian public just by
choosing what it tells them. It is because of all this that the media plays an
important role in policy making in India.
Policy does not just magically happen. There are many steps to the policy
making process. In theory, there are six stages that a policy goes through before it
is enacted. These stages include
1. Problem formation
2. Agenda setting
55
Notes3. Policy formulation
4. Legitimation and adoption
5. implementation and administration
6. Policy evaluation.
The media is deeply involved in each of these policy stages. One should
note that not all policies follow these exact stages, and some policies do not go
through all the stages.
First of all, the media’s influence in the problem formulation stage is
enormous. The nature of the media is to report things to the public. Because of
this daily reporting the media can bring many types of things to the forefront of
the Indian conscious. This is crucial because when the media begins reporting on
the issues of importance to Indian people the policy makers tend to start listening.
This is what starts the ball rolling, so to speak. The media can also report on issues
that may not seem that critical, and by merely rousing interest it can make a non-
issue a major policy issue.
The next stage in the policy making process is the formulation stage. This
is the stage in which the policy makers decided what to do about the things on the
agenda. The media’s role in this stage is very important, and could be the most
noticeable. During this stage the policy makers try to appeal to the people through
the medium of the media. Politicians tell the media their ideas for a certain policy
and then the media reports it to the people. This relationship is crucial in the
process because it is how politicians tell if their policies are being well accepted
by the people or if they are ineffective or if they make them look bad. The way
things play in the media is of utmost importance to the media savvy politician.
During this stage of the process the media is also busy researching the intricacies
of policies put forth by policy makers. Then members of the media report these
findings in a way that the American people can understand what is going on.
Next is the legitimation and adoption stage of the policy making process.
This stage mainly happens in the legislature and determines what will happen to a
56
Notesproposed policy. Naturally, what happens to a policy is greatly determined by
what kind of media coverage it has generated. If a proposed policy generates
positive and steady publicity there is a good chance that policy will be enacted.
However, if a proposed issue generates negative publicity or if the coverage of
that issue decreases, that policy may not become enacted. Policy makers looking
to round up support or to build opposition, for a proposed policy during this stage
of the process may also choose to use the media. So politicians can use the media
to press their policies through or use it to hamper the efforts of their opponents.
The media can have another impact during this stage. For example, if a proposed
policy contains a provision that will only help a few people while hurting many
others, the media can report that and generate support for a change to the proposal.
During this stage the media’s influence can help gain support for policies, help to
kill policies, or help protect people by exposing negative provisions within a
propose policy.
The media’s role in the next step in the process is a little tricky. This step
is the implementation and administration stage of the policy making process.
This is the stage in which policies are put in to effect and used. The media’s role
here is one of a watchdog. Reporters often investigate how policies are being put
into effect and report to the public. The media’s role in this stage is fairly simple,
they make sure that the Indian people know what exactly the policy makers are
doing.
The final stage in the policy making process is the evaluation stage.
During this stage feedback is sought to determine the overall effectiveness of
newly enacted policies. The media’s role here can be very important by holding
the government accountable. The media is able to do this by showing what is
going on, by researching policies, reporting studies on the policy, and allowing
people to voice complaints about a policy. This is important because if it is found
that a policy is not being effectively employed it can be changed so that it does
work. Basically, in the evaluation stage the media provides the public and the
57
Notesactual policy makers with evidence regarding the effectiveness or ineffectiveness
of policies.
Through all this one can reasonably assume that the media is a very
powerful entity in Indian society. Without the media many people in this country
would not even know what is happening most of the time. In theory, the media
provides an objective view of the policies put forth by the government, and allows
people to formulate their own opinions. However, the media sometimes takes
advantage of the power that it has by skewing facts and sometimes fails to report
on both sides of an issue. Overall, the media does a fairly good job of presenting
both sides of an issue. But if one news source does not report one side of a story,
there is always another news source reporting the other side of the issue.
2.6.4. Media Influence on Public Policy
Policymaking is a political process which is affected by various social and
economic factors (Hofferbert, 1974) and media systems play an integral role in
shaping the social context in which policies are developed. Through the media,
citizens learn how government policies will affect them, and governments gain
feedback on their policies and programs. Media systems act as the primary
channels between those who might want to influence policy and the policymakers
controlling the scope of political discourse and regulating the flow of information.
Textbook policymaking follows an orderly sequence where problems are
identified, solutions devised, policies adopted, implemented, and lastly evaluated
(Mazamanian & Sabatier, 1989). In reality, the policy process is more fluid, where
policies are formed through the struggle of ideas of various advocacy coalitions
(Sabatier, 1991) in what has been described as a policy primeval soup (Kingdon,
1995). The policies, on which the media focuses can, and often does, play an
important part in determining the focal issues for policymakers.
58
Notes2.6.5. Role of Media in Policy Formulation
'Information explosion' as the transformation on the media landscape has
come to be known worldwide has caught the world unawares. It is now globally
recognized as a fourth pillar of state along with parliament, judiciary and
executive.
Gone are the days when governments could hide information from its
consumers i.e. common people and (mis)lead people up the garden path. Now
policy formulation processes are bound to be transparent as media keeps a
continuous vigil. The rise of investigative journalism has added to the strength of
media as a fourth pillar of state. Following points could be instructive in this
regard.
Policies were manipulated in the past to the benefit of the elites because no
information reached people because channels of dissemination of information did
not exist. Whatever sources of information were there were under the direct or
indirect control of these ruling elites. With mushroom growth of media both print
and electronic, information has become easily available for the people. It is not
easier any more for the vested interests to hide information. Thus this has resulted
in transparency in the policy formulation.
The role of media is not just confined to make information available. It is
also to educate people on the key national issues, which are concerned with lives
of common people. Media conducts in-depth critiques, analyses and appraisals by
discussing pros and cons of a given policy of government or any issue in an
impartial and fair manner. In the process, it brings out what is good or harmful for
people. Thus it informs people to oppose or support a given policy. That is how
media performs the role of an opinion-maker. The aggregate result of such
approach is that the governments have to be very meticulous in the formulation of
policies.
59
NotesSince media undertakes critical appraisals of policies in a threadbare
manner, therefore, it performs the role of a national watchdog. If a government
adopts a policy, which is collectively not beneficial, the media can criticize this
policy so severely as to arouse people's opposition towards this policy. So
powerful is this role of media as a watchdog that the governments have to
sometimes withdraw themselves from their stated positions. Therefore this role of
media as a protector of public rights is very important for fair and beneficial
policy formulation.
This role of media as a representative of masses emerges from the above-
mentioned role as a national watchdog. Through a number of methods and
techniques like the columns, interviews, seminars and public forums etc, the
media serves to convey the aspirations of people to the top policy makers who
may otherwise not know them by other available channels.
Media is also a unifier of diverse viewpoints. At a time when a national
policy may not be in accordance with popular appeal but it is in the larger interest
of the country, it does educate the populace about the benefits accruing from
adoption of such and such policy for the country. Such situations often arise on
issues of diplomacy and foreign policy where policy has to be worked out keeping
in view country's strengths and weaknesses not emotionally.
2.7. ROLES OF NGOS
Among the wide variety of roles that NGOs play, the following six can be
identified as important, at the risk of generalization:
2.7.a. Development and Operation of Infrastructure
Community-based organizations and cooperatives can acquire, subdivide
and develop land, construct housing, provide infrastructure and operate and
maintain infrastructure such as wells or public toilets and solid waste collection
services. They can also develop building material supply centres and other
60
Notescommunity-based economic enterprises. In many cases, they will need technical
assistance or advice from governmental agencies or higher-level NGOs
2.7.b. Supporting Innovation, Demonstration and Pilot Projects:
NGO have the advantage of selecting particular places for innovative
projects and specify in advance the length of time which they will be supporting
the project - overcoming some of the shortcomings that governments face in this
respect. NGOs can also be pilots for larger government projects by virtue of their
ability to act more quickly than the government bureaucracy.
2.7.c. Facilitating Communication:
NGOs use interpersonal methods of communication, and study the right
entry points whereby they gain the trust of the community they seek to benefit.
They would also have a good idea of the feasibility of the projects they take up.
The significance of this role to the government is that NGOs can communicate to
the policy-making levels of government, information bout the lives, capabilities,
attitudes and cultural characteristics of people at the local level.
NGOs can facilitate communication upward from people to the
government and downward from the government to the people. Communication
upward involves informing government about what local people are thinking,
doing and feeling while communication downward involves informing local
people about what the government is planning and doing. NGOs are also in a
unique position to share information horizontally, networking between other
organizations doing similar work.
2.7. d. Technical Assistance and Training:
Training institutions and NGOs can develop a technical assistance and
training capacity and use this to assist both CBOs and governments.
61
Notes2.7. e. Research, Monitoring and Evaluation:
Innovative activities need to be carefully documented and shared -
effective participatory monitoring would permit the sharing of results with the
people themselves as well as with the project staff.
2.7. f. Advocacy for and with the Poor:
In some cases, NGOs become spokespersons or ombudsmen for the poor
and attempt to influence government policies and programmes on their behalf.
This may be done through a variety of means ranging from demonstration and
pilot projects to participation in public forums and the formulation of government
policy and plans, to publicizing research results and case studies of the poor. Thus
NGOs play roles from advocates for the poor to implementers of government
programmes; from agitators and critics to partners and advisors; from sponsors of
pilot projects to mediators.
2.8. VOLUNTARY ORGANIZATIONS IN POLICY MAKING PROCESS
In independent India, the initial role played by the voluntary organizations
started by Gandhi and his disciples was to fill in the gaps left by the
government in the development process.
The volunteers organized handloom weavers in villages to form
cooperatives through which they could market their products directly in
the cities, and thus get a better price.
Similar cooperatives were later set up in areas like marketing of dairy
products and fish. In almost all these cases, the volunteers helped in other
areas of development - running literacy classes for adults at night, for
example.
Traditional development NGOs, who went into a village or a group of
villages and ran literacy programmes, crèches for children and clinics,
encouraged farmers to experiment with new crops and livestock breeds
62
Notesthat would bring more money, helped the weavers and other village
artisans market their products and so on.
Research / Advocacy / Legal: The second group of NGOs were those who
researched a particular subject in depth, and then lobbied with the
government or with industry or petitioned the courts for improvements in
the lives of the citizens, as far as that particular subject was concerned. Eg:
CSE
Activists: In the third group were those volunteers who saw themselves
more as activists than other NGOs did. For example,
o They petitioned the bureaucrats
o They alerted the media whenever they found something wrong and
so on. Eg: NBA
2.8.1. Role of the Indian NGO Sector in the Public Policy Making Process
Non Governmental Organizations (NGOs) play a vital role in the
development of Indian society. The NGO sector’s extensive grassroots connection
and involvement in various social service provisions make it a potential ally for
the governments in reforming out-dated public policies. In India, unfortunately the
public policy making process essentially excludes the ‘public’ and is carried out
by politicians in power with the assistance of elite bureaucrats. The NGO sector,
representing various classes of people and interests, plays a surrogate role by
engaging in public policy making.
While it is hard to predict the total number of NGOs operating in the
country due to the lack of systematic records, according to estimates there are
between 1.2 million – 1.5 million NGOs operating currently . A great majority of
the NGOs are small and about three-fourths of all NGOs are run entirely by
volunteers or a few part time employees. About 13% of the NGOs have between 2
– 5 employees; about 5% have between 6 – 10 employees and only about 8.5%
(one in every 12) NGOs employ more than 10 people.
63
NotesIn spite of the limitations in their size and resources, NGOs in the area of
environment, health, education, peace, human rights, consumer rights and
women's rights provide convincing examples of the power of the sector’s action in
social change. NGOs are registered as trusts, societies, or as private limited non
profit companies, under Section-25 of Indian Companies Act, 1956. Section 2(15)
of the Income Tax Act gives them tax exemption. Foreign contributions to non-
profits are governed by Foreign Contribution Regulation Act (FCRA, 1976)
regulations and the Home Ministry.
Government Relations: In the initial years after independence, there was
some attention given towards the NGO sector by the Central Government mainly
because most of the NGOs were Gandhian in nature. It was not until 1980 (Sixth
Five Year Plan 1980-1985), the government identified new areas in which NGOs
as new actors could participate in social development. During the next five FYPs,
the government has increasingly recognized the NGO sector’s vital role and has
provided increasing levels of funding. In the past two decades, all levels of the
government have increased their engagements with the sector .
2.8.2. Role of NGOs in Public Policy Making
Since the late 1970s, the NGO sector has been playing a steadily
increasing and active role in influencing government policies that affect the
society. Poverty Alleviation Of the nation’s nearly 1.1 billion inhabitants, an
estimated 350-400 million live below the poverty line mainly due to illiteracy and
poor health. Since 1980, many NGO groups across the country have taken an
alternative ‘social action’ approach by politicizing the issue of poverty, directly
challenging many of the social programs established by the government and
eventually shifting the policy base.
2.8.2. a. Role of NGOs in Public Policy Making Women’s Movement
64
NotesThe worst of all social injustices and inequalities had been the way Indian
women were subjected to multiple forms and contexts of domination. Since 1970s
women’s movement began to take shape, gradually shifting emphasis from the
critique of gender inequality to issues like gender discrimination at the work
place, unequal wages and the domestic labor. NGOs such as SEWA have played
dominant roles in women’s economic independence. Among the most significant
policy development that these NGOs were able to achieve was the introduction of
33% reservation for women in local, village-level elections.
2.8.2.b. Role of NGOs in Public Policy Making Environmental Conservation
The major and most visible effort, till date, of the NGO sector in
influencing environmental policy in the country has been “Narmada Bachao
Andolan” Spearheaded by a few NGOs, this became a genuine people’s
movement and gained support from environmental NGOs from around the world.
The success of the movement resulted in the creation of new policies on
environmental conservation, resettlement and rehabilitation.
2.8.2.c. Role of NGOs in Public Policy Making AIDS Prevention
In the last two decades, the spread of HIV/AIDS has taken on an epidemic
proportion. Yet, the Indian government allocated only $38.8 million between 1999
and 2005 for HIV/AIDS prevention programs. Numerous dedicated NGOs have
emerged to provide excellent services in HIV/AIDS awareness education,
prevention and research. Realizing the critical need for these NGOs and their
services, the government invited them to participate in developing health policies
related to HIV/AIDS. Currently these NGOs play an active role by providing
policy guidelines as well as delivering government funded services to HIV/AIDS
patients.
2.8.2. d. Role of NGOs in Public Policy Making Disaster Management
65
NotesThe NGO sector has always been in the forefront in providing recovery,
relief and rehabilitation after natural calamities and disasters such as floods,
droughts, earthquakes and epidemics. The government considered this role of
NGOs as secondary to the public sector’s disaster management policies and
procedures. The sector’s enormous response in the aftermath of the 2004 Indian
Ocean tsunami convinced the government to seek assistance from NGO groups in
developing, coordinating and implementing new disaster management policies.
2.9. Problems in policy implementing process
Integrating NGO activities and government action essentially involves the
"sclaing up" of innovative approaches. Some of the key problems include:
The input of financial and human resources in pilot projects is often too
high to be widely replicable within existing resources. Any single standard
package may not have enough flexibility to be adapted to a wide variety of
specific local institutions and cultural contexts. Often voluntary organizations
have initiated projects with no involvement or low involvement of government;
thus they have not had to deal with the real-life constraints of government
bureaucracy, and therefore, have less credibility. Sometimes there is not enough
community involvement in all the stages to assure appropriateness, cost-
effectiveness, coverage, and continuity. Sometimes the innovative are in too much
of a hurry to establish a large program and to go to scale nationally. Government
officials are often skeptical or suspicious of voluntary agencies.
2.9.1. Key issues in Scaling Up:
1. Getting the attention of policymakers and convincing them of the
usefulness, practicality, affordability and replicability of the approach.
2. Scaling up calls for a different kind of managerial capacity which will be
less personal and informal at the top.
3. Selection and maintenance of staff with requisite attitudes, skills and
motivation.
66
Notes4. Training a sufficiently large cadre of field workers and project officers for
participatory projects.
5. Maintenance of an emphasis on participatory process, rather than the result
alone.
6. Maintenance of accountability to the people at the grass roots by alllevels
of planners and administrators.
2.10. LET US SUM UP
The responsibilities of an executive in a social agency are diversified like
those of a captain of a ship. The executive should be a leader and inspirer of his
broad and an initiator of policies. An executive will try to call the board members
individually, discuss with them the work of the organizations and get their
suggestions for improvement. The two skills of necessary for an executive are a)
He should be able to plan and organize the units or divisions of work and advise
them effectively on democratic basis. b) He should maintain good relationship
with the staff of his agency.
Administration of justice is the primary function of the judiciary. In India,
the Constitution is supreme and all the governments operate under the authority of
the Constitution. In a democracy, the role of judiciary is crucial. Our Indian
judiciary can be regarded as a creative judiciary. Credibility of judicial process
ultimately depends on the manner of doing administration of justice. Social justice
is the main concept on which our constitution is built. Part III and IV of Indian
constitution are significant in the direction of Social Justice and economic
development of the citizens. Judiciary in India is a balancing wheel of the
federation. It keeps equilibrium between fundamental rights and social justice. It
forms all forms of authorities within the bounds and finally it controls the
Administrative Tribunals. Law and order within the state is maintained through
the administration of justice, which is considered as one of the greatest pillars of
any government. Six essential functions of the Judiciary system of India are a)
Administration of justice. b) Judicial legislation c) An independent and impartial
67
Notesumpire between the central and state governments d).The Judiciary also takes part
in the administration of law. e). Perform certain miscellaneous functions which
are strictly speaking non-judicial in character and power of judicial review.
Pressure groups are organizations of people who believe in the same cause.
They have strongly held views and wish to influence some aspect of society.
Groups of people working together usually have more effect than individuals. The
main rights of pressure groups are the right to criticise the government and the
right to make their views known by using the media. The methods which the
pressure groups normally use are a) Internet - email and web sites b) Letters c)
Lobbying d) Petitions e) Demonstrations. The types of pressure groups a)
Institutional pressure group b) Anomic pressure group c) Associations pressure
group and d) Non-Associations pressure group
The five possible media functions in the policy process are a) Alerting the
public to problems on the basis of official warnings b) Keeping various groups
and the public abreast of competing proposals c) Deciding the tempo of decision
making d) Helping lawmakers decide how to vote e) Evaluating policy
effectiveness. The stages that a policy goes through before it is enacted are a)
Problem formation b) Agenda setting c) Policy formulation d) Legitimation and
adoption e) implementation and administration and f) Policy evaluation.
NGOs play a vital role in the development of Indian society. The NGO
sector, representing various classes of people and interests, plays a surrogate role
by engaging in public policy making. In spite of the limitations in their size and
resources, NGOs in the area of environment, health, education, peace, human
rights, consumer rights and women's rights provide convincing examples of the
power of the sector’s action in social change. The government identified new
areas in which NGOs as new actors could participate in social development. The
areas in which NGOs played a major role in Public Policy Making are a)
Women’s Movement b) Environmental Conservation c) HIV/AIDS Prevention d)
Disaster Management
68
NotesOften voluntary organizations have initiated projects with no involvement
or low involvement of government; thus they have not had to deal with the real-
life constraints of government bureaucracy, and therefore, have less credibility.
Sometimes there is not enough community involvement in all the stages to assure
appropriateness, cost-effectiveness, coverage, and continuity. Sometimes the
innovative are in too much of a hurry to establish a large program and to go to
scale nationally. Government officials are often skeptical or suspicious of
voluntary agencies.
2.11 CHECK YOUR PROGRESS
Check Your Progress – 1
a. How the responsibility of an executive is diversified in a social agency?
b. Mention any two roles of an executive?
c. Mention any four required knowledge to be possessed by an executive
d. List out any two skills necessary for an executive.
e. Mention any three functions of the Chief Executive.
Check Your Progress – 2
a) What is the primary function of the judiciary?
b) With regard to Judiciary, what is supreme in India?
c) Briefly mention the role of judiciary in India
d) What is considered as one of the greatest pillars of any government?
e) Name the sets of courts in the judicial system of every country.
f) Mention six essential functions of the Judiciary system of India.
g) What are the functions of the Judiciary?
Check Your Progress – 3
a. What are pressure groups?
b. Mention any two rights of pressure groups
c. Specify any two responsibilities of pressure groups?
d. Point out any five methods which the pressure groups normally use.
e. Name any three pressure groups?
69
Notesf. Write any two functions of pressure groups
g. Mention the Types of pressure groups
Check Your Progress – 4
a. List out any three stages of policy making process by mass media
b. Mention any five possible media function in the policy process
c. List out the stages that a policy goes through before it is enacted.
d. With regard to media in policy formulation, how is the media globally
recognized?
Check Your Progress – 5
Mention the Roles of NGOs
Check your progress – 6
a. Briefly bring out the role of the Indian NGO Sector in the Public Policy
Making Process
b. List out the areas in which NGOs played a major role in Public Policy
Making
Check Your Progress - 7
Enumerate the problems encountered by voluntary organizations in policy
implementing process.
2.12. SUGGESTED READINGS
Bauer, R. A., & Gergen, K. J. (Eds.). (1968), The study of policy formation.
New York: Free Press.
Dunn, W. N. (1981), Public policy analysis: An introduction. Englewood
Cliffs, NJ: Prentice-Hall.
70
NotesElizabeth A.Segal (2010), Social Welfare Policy and Social Programs: A
Values Perspective, Edition 2, Publisher - Cengage Learning.
Hofferbert, R. I. (1974), The study of public policy. Indianapolis: Bobbs-
Merrill.
Joel Blau (2004), The Dynamics of Social Welfare Policy, Oxford University
Press, New York.
John Hudson and Stuart Lowe (2007), Understanding the Policy Process,
Rawat Publications.
Jones, C. O. (1977), An introduction to the study of public policy (2nd ed.).
Boston: Duxbury.
Key, V. O. (1958), Politics, parties, and pressure groups. New York: Crowell.
Paletz, D. L. & R. M. Entman (1981), Media, power, politics. New York: The
Free Press.
Wheeler, M. C. (1997), Politics and the mass media. Cambridge, Mass.:
Blackwell Press.
2.13 CHECK YOUR ANSWERS
Answers to Check Your Progress – 1
a. How the responsibility of an executive is diversified in a social agency?
The responsibilities of an executive in a social agency are diversified like
those of a captain of a ship.
b. Mention any two roles of an executive?
i. The executive should be a leader and inspirer of his broad and an
initiator of policies.
71
Notesii. An executive will try to call the board members individually, discuss
with them the work of the organizations and get their suggestions for
improvement.
c. Mention any four required knowledge to be possessed by an executive
i. An executive should be a professionally trained person with
experience of working with people and should have knowledge of
basic principles of social work.
ii. He should have knowledge of community resources.
iii. He should have knowledge of processes of evaluation
iv. He must be conversant with principles of administration
d. List out any two skills necessary for an executive
i. He should be able to plan and organize the units or divisions of
work and advise them effectively on democratic basis.
ii. He should maintain good relationship with the staff of his agency.
e. Mention any three functions of the Chief Executive
i. He secures and maintains office and field staff for implementing
agency’s purpose and convenes their meetings periodically.
ii. He assists the board in policy making, programmes-planning,
evaluation and maintaining public relations
iii. He assists the elected office bearers in discharge of their functions
individually.
Answers to Check Your Progress – 2
a. What is the primary function of the judiciary?
Administration of justice is the primary function of the judiciary.
b. With regard to Judiciary, what is supreme in India?
72
NotesIn India, the Constitution is supreme and all the governments operate under
the authority of the Constitution.
c. Briefly mention the role of judiciary in India?
In a democracy, the role of judiciary is crucial. Our Indian judiciary can be
regarded as a creative judiciary. Credibility of judicial process ultimately
depends on the manner of doing administration of justice. Social justice is
the main concept on which our constitution is built. Part III and IV of Indian
constitution are significant in the direction of Social Justice and economic
development of the citizens. Judiciary in India is a balancing wheel of the
federation. It keeps equilibrium between fundamental rights and social
justice. It forms all forms of authorities within the bounds and finally it
controls the Administrative Tribunals.
d. What is considered as one of the greatest pillars of any government?
Law and order within the state is maintained through the administration of
justice, which is considered as one of the greatest pillars of any government.
e. Name the sets of courts in the judicial system of every country.
In the judicial system of every country there are generally two sets of courts
namely civil and criminal.
f. Mention Six essential functions of the Judiciary system of India
i. Administration of justice
ii. Judicial legislation
iii. An independent and impartial umpire between the central and state
governments.
iv. The Judiciary also takes part in the administration of law
v. Perform certain miscellaneous functions which are strictly speaking
non-judicial in character.
vi. Power of judicial review.
73
Notesg. What are the functions of the Judiciary?
i. Judicial Functions
ii. Law-making Functions
iii. Guardianship of the Constitution
iv. Advisory Jurisdiction
v. Protector of the Fundamental Rights
vi. Supervisory Function
vii. Non-Judicial Function
Answers to Check Your Progress – 3
h. What are pressure groups?
Organizations of people who believe in the same cause. They have
strongly held views and wish to influence some aspect of society . Groups
of people working together usually have more effect than individuals
i. Mention any two rights of pressure groups
i. They have the right to criticise the government
ii. They have the right to make their views known by using the media
j. Specify any two responsibilities of pressure groups?
i. They have the responsibility to base their criticism on fact
ii. They should inform the local authorities and the police when they
are making a protest
k. Point out any five methods which the pressure groups normally use.
i. Internet - email and web sites
ii. Letters
iii. Lobbying
iv. Petitions
v. Demonstrations
74
Notesl. Name any three pressure groups?
i. Shelter - aim to help homeless people
ii. Amnesty international - defends human rights
iii. Greenpeace - campaigns on environmental issues
m. Write any two functions of pressure groups
i. Promote discussion and debate and mobilise public opinion on key
issues
ii. Perform a role in educating citizens about specific issues
n. Mention the Types of pressure groups
i. Institutional pressure group
ii. Anomic pressure group
iii. Associations pressure group
iv. Non-Associations pressure group
Answers to Check Your Progress – 4
e. List out any three stages of policy making process by mass media
i. Problem identification (articulation)
ii. Policy recommendation (aggregation)
iii. Policy decision (adoption)
f. Mention any five possible media function in the policy process
i. Alerting the public to problems on the basis of official warnings
ii. Keeping various groups and the public abreast of competing
proposals
iii. Deciding the tempo of decision making
iv. Helping lawmakers decide how to vote
v. Evaluating policy effectiveness
75
Notesg. List out the stages that a policy goes through before it is enacted.
i. Problem formation
ii. Agenda setting
iii. Policy formulation
iv. Legitimation and adoption
v. implementation and administration
vi. Policy evaluation.
h. With regard to media in policy formulation, how is the media globally
recognized?
It is now globally recognized as a fourth pillar of state along with
parliament, judiciary and executive.
Answers to Check Your Progress – 5
Mention the Roles of NGOs
i. Development and Operation of Infrastructure
ii. Supporting Innovation, Demonstration and Pilot Projects
iii. Facilitating Communication
iv. Technical Assistance and Training:
v. Research, Monitoring and Evaluation
vi. Advocacy for and with the Poor
Answers to Check Your Progress – 6
a. Briefly bring out the role of the Indian NGO Sector in the Public Policy
Making Process
NGOs play a vital role in the development of Indian society. The NGO
sector, representing various classes of people and interests, plays a
surrogate role by engaging in public policy making. In spite of the
limitations in their size and resources, NGOs in the area of environment,
health, education, peace, human rights, consumer rights and women's rights
76
Notesprovide convincing examples of the power of the sector’s action in social
change. The government identified new areas in which NGOs as new actors
could participate in social development.
b. List out the areas in which NGOs played a major role in Public Policy
Making
i. Women’s Movement
ii. Environmental Conservation
iii. AIDS Prevention
iv. Disaster Management
Answers to Check Your Progress - 7
Enumerate the problems encountered by voluntary organizations in policy
implementing process
Often voluntary organizations have initiated projects with no involvement or low
involvement of government; thus they have not had to deal with the real-life
constraints of government bureaucracy, and therefore, have less credibility.
Sometimes there is not enough community involvement in all the stages to assure
appropriateness, cost-effectiveness, coverage, and continuity. Sometimes the
innovative are in too much of a hurry to establish a large program and to go to
scale nationally. Government officials are often skeptical or suspicious of
voluntary agencies.
77
Notes
UNIT – 3
SOCIAL WORK ADMINISTRATION
PLAN OF STUDY
3.1 Objectives
3.2 Introduction
3.3 Concepts of Social Welfare
3.3.1 Definitions of Social Welfare Administration
3.3.2. Definition of Social Work Administration
3.3.3. Nature /Aims / Scope of Social Work Administration
3.3.4. Definitions of Social Welfare
3.3.5. Social Welfare is centered on two basic concepts
3.4. Characteristics of Social Welfare Administration
3.4.1. Principles of Social Work Administration
3.4.2. Functions and Scope of Social Welfare Administration
3.5. Organizational structure
3.5.1. Introduction
3.5.2. Board Functions
3.5.3. Mandate and working methods of NGO board members
3.5.4. Qualifications and criteria for selection of NGO board member
3.5.5. Composition of a Board
3.5.6. NGO Board member
3.5.7. Board’s responsibilities
3.6. Planning
3.6.1. The need for planning
3.6.2. Planning after analyzing
78
Notes3.6.3. Key lessons for strategic planning in an NGO
3.7. Decision Making
3.8. Coordination
3.8.1. Introduction and the rationale of Coordination
3.8.2. Definition
3.8.3. Principles of coordination
3.8.4. Objects of coordination
3.8.5. Levels of coordination
3.8.6. Methods and procedures of Coordination
3.8.7. Coordination councils
3.8.8. Constitution
3.8.9. Functions
3.9. Communications
3.9.1. The Importance of Communication in Social Work Administration
3.9.2. Effective Communication
3.9.3. Kinds of Communication
3.9.4. Non-verbal communication
3.9.5. Channels of non-verbal communication
3.9.6. Verbal communication
3.9.7. The role of communication
3.10. Let Us Sum Up
3.11. Check Your Progress
3.12. Suggested Readings
3.13 Check your Answers
79
Notes3.1 OBJECTIVES
After reading this lesson, the students will be able to understand Social
Work Administration, its meaning and purpose, organizational structure, functions
and qualities and finally students would be enabled to understand thoroughly how
an administration works in a group process after learning the administrative
process such as policy formation, planning, decision making, coordination and
communication in non-governmental organizations.
3.2 INTRODUCTION
During early times, social welfare functions were performed by a few
individuals or groups of individuals motivated by compassion and concern for the
poor, the needy and the destitute. These people were laymen, embodied with the
qualities of humanism and selfless service to the community. But in modern times,
most of the countries have adopted the concept of a welfare state instead of a
police state. The Encyclopaedia of Social Sciences describes a welfare state as a
state which takes up the responsibility to provide a minimum standard of
subsistence to its citizens. Prof. Kent remarked that by a welfare state we mean a
state which provides extensive services to the people. Thus, in a welfare state, the
administration enters into economic, political, social and educational life of
individuals. And it provides services to individuals, right from an individual’s
birth to death. The state is to serve the old, sick, orphans, widows, helpless,
oppressed and the disabled people whenever they are in need of services.
In the context of the present day social problems, the size of welfare
services provided by an increasingly large number of organisations make
administration very important. Social welfare services, schemes, projects and
programmes, are becoming increasingly complex. 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
80
Noteswelfare programmes require qualified and trained social welfare personnel to
perform social welfare functions efficiently.
For serving the people effectively it is necessary to professionalize, as
professionalization can increase the ability of social welfare personnel to solve the
pressing social problems confronting our society.
To achieve the aims and objectives of social welfare, the government
formulates social policies and programmes and in pursuance thereof enacts social
legislation, allocates financial assistance and provides organisational and
administrative linkages in the form of ministries and departments. It also seeks the
partnership of non-governmental organisations for the effective implementation of
various social welfare programmes. Administration of all these activities being
undertaken in the sphere of social services and social welfare is considered as
falling in the realm of social welfare administration.
3.3. CONCEPTS OF SOCIAL WELFARE: UNITED NATIONS 1967:
“Social welfare as an organized function is regarded as a body of activities
designed to enable individuals, families, groups and communities to cope with the
social problems of changing conditions. But in addition to and extending beyond
the range of its responsibilities for specific services, social welfare has a further
function within the broad area of a country's social development. In this larger
sense, social welfare should play a major role in contributing to the effective
mobilization and deployment of human and material resources of the country to
deal successfully with the social requirements of change, thereby participating in
nation-building.”
3.3.1 DEFINITION OF SOCIAL WELFARE ADMINISTRATION
Social Welfare administration is aimed at, comprising policies and laws,
that are operational by organized activities of voluntary (private) and / or govern
81
Notesmeant (public)agencies, by which a defined minimum of social services, money
and other consumption rights are distributed to individuals, families and groups,
by criteria other than those of their place or those prevailing in the family system,
for the purpose of preventing, alleviating or contributing to solution of recognized
social problems so as to improve the well being of the individuals, groups and
communities directly.
3.3.2. DEFINITION OF SOCIAL WORK ADMINISTRATION
Social Work is a professional and academic discipline committed to the
pursuit of social justice and human rights. The field works towards research and
practice to improve the quality of life and to the development of the potential of
each individual, group and community of a society. Social workers perform
interventions through research, policy, community organizing, direct practice and
teaching. Research is often focused on areas such as human development, social
policy, public administration, program evaluation and international and
community development.
3.3.3. NATURE /AIMS / SCOPE OF SOCIAL WORK ADMINISTRATION
Social Work Administration is a highly respected which has provided
timely, relevant information to human services administrators and
educators.
The practice and research, with special attention given to the relationship
between social administration and social policy planning.
As totally dedicated to this part of the field, Administration in Social Work
delivers suggestions for improving management in social agencies
including program development, positive action, employment and
personnel policies, finances and accounting, quality improvement/control,
monitoring.
Special social services in the workplace
Human services integration
Organizational change and development in human service organizations
82
Notes Community organization and social administration,
Efficiency and the social services,
Administrative leadership in the social services,
Alternative social agencies,
Managing for service effectiveness in social welfare organizations,
Practical issues in social welfare administration are policy and planning,
applying computers in social service and mental health agencies - a guide to
selecting equipment procedures, and strategies, guide to ethical decisions and
actions for social service administration.
3.3.4. DEFINITIONS OF SOCIAL WELFARE:
Social Welfare is an institution, comprising policies and laws, that are
operationalized by organized activities of voluntary (private) and / or
government (public) agencies, by which a defined minimum of social
services, money and other consumption rights are distributed to
individuals, families and groups, by criteria other than those of the market
place or those prevailing in the family system, for the purpose of
preventing, alleviating or contributing to solution of recognized social
problems so as to improve the well being of the individuals, groups and
communities directly.
Social Welfare …. Organized provision of resources and services for the
society to deal with social problems.
Social Welfare: All social interventions that are intended to enhance or
maintain the social functioning of human beings may be defined as social
welfare—Ralph Dolgoff.
83
Notes All collective interventions to meet certain needs of the individual and / or
to serve the wider interests of society is called as social welfare -Richard
Titmuss.
In a narrow sense, social welfare includes those non-profit functions of
society, public or voluntary, that are clearly aimed at alleviating distress
and poverty or ameliorating the conditions of causalities of society.
Social Welfare includes all programs whose explicit purpose is to protect
adults and children from the degradation and insecurity of ignorance,
illness, disability, unemployment and poverty --Amy Gutmann
Social Welfare generally denotes the full range of organized activities of
voluntary and governmental organizations that seek to prevent, alleviate or
contribute to the solution of recognized social problems or to improve the
well being of individuals, groups and communities. –NASW
Social Welfare is a system of laws, Programs, benefits and services which
strengthen or assure provision for meeting social needs recognized as basic
for the welfare of the population and for functioning of the social order -
Elizabeth
3.3.5. Social Welfare is centered on two basic concepts
a) Social Problem
b) Ways in which the Society responds to its problem (Related to policy,
legislation, procedure etc).
Social Welfare/Work Administration is the process of transforming
social polices into social services.
84
Notes
Social Welfare Administration is the process of efficiently providing
resources and services to meet the needs of the individuals, families,
groups and communities to facilitate social relationship and adjustment
necessary to social functioning.
Social Welfare/work Administration may be thought of as the action of
staff members who utilize social processes to transform social policies of
agencies into the delivery of social services.
3.4. Characteristics of Social Welfare Administration
1. Social Welfare Managers are routinely confronted with moral dilemmas
that require ethically defensible decisions.
2. Management practice in the human services requires attention to
mediation, reconciling, and influencing the preferences and expectations of
external constituencies.
3. Social Welfare Mangers advocate for stigmatized, disvalued groups to
mobilize public sentiment and resources.
4. Social Welfare Managers collaborate with other agencies to mobilize and
focus resources on a common clientele to achieve the benefits of an
enlarged pool of specialists and improve cooperation.
5. Social Welfare Managers articulate values and goals that inspire the moral
commitment of supporters, staff and volunteers.
6. Social Work Managers seek measures of organizational performance that
are responsive to standards of accountability imposed by funding and
policy bodies while attempting to reconcile these with available resources,
85
Notesthe unpredictable efficacy of service technologies, and the preferences of
service providers and consumers.
7. Social Welfare Managers seek to develop supportive and empowering
processes in the agency to build commitment and ownership and to
maintain a climate conducive to psychological and physical health.
8. Social Welfare Managers must maintain some control of their programs
even while they can’t be in control of them.
9. Because consumers of human services are active participants in the service
experience and are largely responsible for the changes that are sought, the
social welfare manager must attend to how they can be directly engaged in
the choice or means and outcomes of service delivery.
3.4.1. Principles of Social Work Administration
a) Acceptance: Leaders and staff members are encouraged to accept one
another and to act accordingly. This does not rule out criticism and
evaluation and suggestions for improvement but does mean that all staff
members feel a basic security as individuals, with rights as well as
responsibilities.
b) Democratic involvement in formulation of agency polices and
procedures: This implies participative management to perform better.
c) Open communication: This indicates sharing of ideas and feelings within
the agency; acting and reacting with honesty and integrity.
86
NotesPrinciples as explained by Trecker
a) The Principle of Social Work Values: The values of the profession are
the foundation upon which services are developed and made available to
persons who need them.
b) The Principle of community and client needs: The need of the
community and the individuals within it are always the basis for the
existence of social agencies and the provision of programs.
c) The Principle of agency purpose: The social purpose of the agency must
be clearly formulated, stated, understood and utilized.
d) The principle of cultural setting: The culture of the community must be
understood in as much as it influences the way needs are expressed and the
way services are authorized, supported, and utilized by the people who
need them.
e) The Principle of purposeful relationship: Effective purposeful working
relationship must be established between the administrator, the board, the
staff and the constituency.
f) The Principle of agency totality: The agency must be understood in its
totality and wholeness.
g) The Principle of professional responsibility: The administrator is
responsible for the provision of high quality professional services based on
standards of professional practice.
87
Notesh) The Principle of participation: Appropriate contributions of board, staff
and constituency are sought and utilized through the continuous process of
dynamic participation.
i) The Principle of Communication: Open channels of communication are
essential to the complete functioning of people.
j) The Principle of leadership: The administrator must carry major
responsibility for the leadership of the agency in terms of goal attainment
and the provision of professional services.
k) The Principle of planning: The Process of continuous planning is
fundamental to the development of meaningful services.
l) The Principle of organization: The work of many people must be
arranged in an organized manner and must be structured so that
responsibilities and relationships are clearly defined.
m) The Principle of delegation: The Delegation of responsibility and
authority to other professional persons is essential.
n) The Principle of co-ordination: The work delegated to many people must
be properly coordinated.
o) The Principle of resource utilization: the resources of money facilities
and personnel must be carefully fostered, conserved and utilized in
keeping with the trust granted to the agency by society.
p) The Principle of change: The Process of change is continuous, both
within the community and within the agency.
88
Notes
q) The Principle of evaluation: Continuous evaluation of processes and
programs is essential to the fulfillment of the agency’s objectives.
r) The Principle of growth: The growth and development of all participants
is furthered by the administrator who provides challenging work
assignments, thoughtful supervision, and opportunities for individual and
group learning.
3.4.2. Functions and Scope of Social Welfare Administration
Social welfare Administration, like any other administration
(Government / business) requires clear objectives and policies and an efficient
organizational structure with precise staff organization, sound methods of
selection, recruitment and promotion of personnel, decent working conditions, and
fiscal accounting and control to guarantee for responsible management.
Nevertheless, there are important differences between social service
administration and other types of government administration.
Social Welfare Administration requires:
Faith in the Philosophy and methods of Social Welfare
Knowledge about social legislation
Familiarity with social work practice.
According to Warham, Social Welfare administrators are supposed to perform
the following functions.
1. Formulating the Agency’s objectives
2. The Provision of a Formal structure
3. The promotion of co-operative Efforts
89
Notes4. Finding and Deploying Resources
5. Supervision and Evaluation
3.5. ORGANIZATIONAL STRUCTURE
3.5.1. Introduction
For constituting an NGO board, there is a growing need for nonprofit and
non-governmental organizations (NGOs) throughout the world to be more
effective and productive. One of the many ways they are achieving this is by
broadening and strengthening the constitution of their Boards. An increase in the
effectiveness of NGO board itself has been achieved by bringing together
organizations and leaders with a shared interest in the work of boards; building
capacity by training; and developing management and governance tools.
Having a good and effective NGO Board provides a basis for successful
management of its organization; familiarizes its target constituents with the
activities of the NGO; help in better understanding the organizational structure of
the NGO, and also assists in distributing responsibilities among the team members
within the NGO organization.
An NGO Board may be called by different names - 'Board of Directors;
'Steering Committee' 'Advisory Group' etc. The term 'Board' is used collectively
and interchangeably to mean all these names.
3.5.2. Board Functions
How does an NGO board function? What does it do? It first of all, sets
policies and strategies for the NGO, in line with the agreed purposes, principles
and scope of the NGO. It also sets operational guidelines, work plans and budgets
for the NGO and policy and programme support. Many times, it is also called on
to make funding decisions.
90
NotesIt assists the internal workings of the NGO by setting criteria for
membership of, and appointing, review panels and/or support groups. It may also
establish a framework for monitoring and periodic independent evaluation of
performance and financial accountability of activities supported by the NGO.
One of its main roles is representation of the NGO in the larger
community. It represents views of the NGO in various constituencies, or within
the NGO community in relation to outside organizations. It is frequently asked to
coordinate with outside agencies, as well as advocate for the NGO, and mobilize
resources.
Often, the Board is the first contact that an NGO's target audience have,
and in some cases it is the first contact where peoples' concerns are actually heard
- due to the high standing of Board members in the community. The Board's
presence in the field sometimes forces decision-makers to listen to affected
peoples' concerns, and can help to open up alternative solutions.
Within the board set-up itself, an NGO board selects and appoints
chairpersons for the Board, and also participates on committees and working
groups of the NGO.
3.5.3. Mandate and working methods of NGO board members
What is the mandate and working methods of an NGO board member? They
participate fully in all meetings of the Board (including study all relevant
documents in order to provide input in the decision-making process). Many NGO
Board Members are also expected to participate in teleconferences and other
virtual means of communications among Board members, the NGO community,
networks and with the other NGO Board members - especially due to their work
schedules etc.
NGO Board Members advocate the participation of community
representatives in the design, implementation and evaluation of policies and
programmes at all levels of the NGO. They provide input into equitable and
91
Notesappropriate allocation of resources and maintain a focus on issues of importance
to the community and NGO movements in general. Board members also seek
input from the community on key issues related to relevant documents and consult
with and report to the broader community of NGOs and CBOs and people and
communities, as well as appoint advisors for the NGO's programmes and projects.
3.5.4. Qualifications and criteria for selection of NGO board member
Who should become an NGO's Board Member? What criterion is
necessary to select Board members? Based on the Board's functions, including
representing the various constituencies, the process of selection of Board members
(and their designated Alternates) takes several criteria into consideration.
Board members should possesses an understanding of the scope of work of the
NGP/NPO and opportunities it presents; the ability to strengthen the Board's
understanding of NGO and other issues; have experience and responsibility to
carry out tasks and roles of the Board; represent issues related to NGO
involvement in its target issue/area; and represent issues related to the NGO's
target community.
They should also have a minimum number of years in front-line NGO work, and
an ability and capacity to communicate and network effectively and broadly (for
example, they must have functioning communications linkages such as telephone,
fax, computer and email).
Board Members are expected to have the ability to represent and promote the
NGO publicly, as a Board member representing the NGO community; ability to
act within a team setting; be gender sensitive; possess diplomatic and strategic
political skills, including capacity to think and work strategically; possess the
ability to work in international and local languages; and also have linkages to an
organization that can facilitate communication and liaison; and provide
consultation and support.
92
Notes3.5.5. Composition of a Board
An NGO Board usually has 10 to 15 members, with a President, a
Treasurer and other positions designated to specific tasks/issues related to the
NGO's programme areas. The member positions could be rotating and/or
renewable.
3.5.5.a) Length of terms
The length of terms for NGO Board Members and Alternates varies from
organization to organization, but usually ranges from one to three years.
3.5.5.b)Cessation of Appointment
Due to the nature of the work and contribution to the workings of an NGO
board, criteria for cessation of appointment is also usually set out. An NGO Board
Member could cease to be a Member if he/she resigns, he/she no longer has an
employer who is supportive of the time commitment required or he/she no longer
has links to the organizations that secured his/her nomination and/or selection to
the Board; he/she is unable to perform the agreed upon tasks; he/she is unable to
work with the other NGO Board Members as part of a team; or if a conflict of
interest is declared.
3.5.6. NGO Board member
Each Board is made up of a group of individuals who, as Board members,
operate collectively in the interests of the NGO. One of the most vital roles of the
NGO Board is the appointment, training and evaluation of its members, both
individually and as a group.
93
NotesThere are four characteristics of an “ideal” Board member:
a) A team player, but able to maintain independence of thought in critically
analysing business options
b) Prepared to make the commitment of time and effort required to properly
fulfil his or her duties and responsibilities as a Board member
c) Inspires ethical behaviour in others, and whose presence on the Board
enhances the reputation of the NGO
d) Takes a strategic but flexible approach to key issues.
3.5.7. Board’s responsibilities
a) As a group, the Board members have collective legal responsibility for the
governance of the NGO.
b) The Board members are responsible for the oversight of the NGO – the
NGO’s management operates under the direction of the Board, not the
reverse. This does not mean that Board members become involved in
micro management of the NGO. On the other hand, the Board has a
responsibility to set the parameters within which the NGO’s management
will operate, the results that are expected, and the necessary reporting
required for the Board to effectively monitor and meet its responsibilities
to the NGO.
c) A Board member should keep himself/herself fully informed of the legal
responsibilities and types of liability they may face. It is a matter of good
practice for the Boards to ensure appropriate indemnity insurance for their
Board members. However, indemnity coverage is only effective if Board
members act in good faith and with reasonable diligence and probity.
94
Notesd) Specific legal responsibilities will arise from the ordinance under which
the NGO is established. However, there are three broad principles of
conduct that are applicable to all Board members. These are–
i. Duty of care – Board member must attend meetings, be prepared
to make informed decisions by reading the information provided
and requesting additional information if required, and carry out
duties in a reasonable and responsible manner.
ii. Duty of loyalty – Board member must make decisions in the best
interests of the NGO solely, not any group he/she represents, and
never for personal gain.
iii. Duty of obedience – Board member must be faithful to the NGO’s
mission and is not permitted to act in ways that are inconsistent
with the central goals of the NGO.
3.6. PLANNING
3.6.1. The need for planning
NGOs should develop activity plans in discussion with local people and
other collaborators, identifying who would have to do what to achieve specific
goals. In order to contribute to other people’s efforts, NGOs’ activities and
operational goals have to respond to their priorities. Activity plans are only as
good as the dialogue and insight that generate them.
Plans should identify who has a significant influence on achieving goals,
both allies and opponents, and what they are expected to do to achieve them.
Various planning tools provide practical ways of doing this. They all focus on
people, relationships and behaviours.
The tools generate a theory of change – describing how the NGO expects
that its actions will contribute to other people’s efforts. Common theories of
change include NGOs:
95
Notes Providing services that improve welfare,
Building the capacity of organisations to represent people’s interests,
Developing technologies that poor people will use to improve welfare,
Lobbying decision makers to implement policies that benefit the poor.
In each case, results depend on what other people, outside the NGO,
decide to do. They are ‘theories’ as people’s intentions and interactions cannot be
fully predicted. Almost all NGO activities generate unintended results. Plans set
out an initial analysis to be reviewed and improved, not taken as definitive.
The main assumptions and links in a theory of change may be supported
by existing evidence. NGOs can also generate new evidence to test them, for
instance through impact evaluations.
3.6.2. Planning after analyzing
A plan based on analysing ‘who does what’ creates a good basis for
collaborating with different stakeholders on complicated social issues. It can be
used to assess whether stakeholders have the incentives and commitment to
support the plan – a crucial factor for success – as well as for on-going analysis
and accountability.
Analysing a situation is part of the development process itself, helping
people consider the factors that govern their lives and imagine how things could
be done differently. Planning may also include identifying compromises between
different interest groups, such as women and men, different castes, or people
working in different industries.
NGOs also have to develop detailed implementation plans and budgets,
setting out how they expect to achieve the goals agreed in dialogue with others.
Implementation plans are likely to be adapted during the course of a project in the
light of feedback and other new circumstances.
96
NotesPlanning by Logical Framework Analysis: A growing body of research
criticizes how well ‘logical frameworks’ work for planning development
activities. They focus a lot of attention on long term changes, which are out of an
NGO’s control, and tend to be aspirational. They tend to discourage analysis of
different stakeholders’ interests and assume social change is linear and
predictable. They have not proved very effective guides for action and
collaboration, or good bases for accountability.
3.6.3. Key lessons for strategic planning in an NGO:
a) Learn from others: Look widely at the strategic plans of organisations of
a similar size, with similar work or with a similar geographical focus.
b) Consult widely: First with the Board, then partners and then staff
c) Regularly review the plan: Ensure that during the course of the plan,
regular views take place to ensure it remains relevant.
d) Should be practical: Enough to work out an operational plan from it.
e) Publishing and sharing the plan: Once developed, the plan should be
published and shared beyond the board and donors.
f) Process is as important and product
g) It should be succinct and easy to remember
h) It should be contextualized, including to the funding environment
i) Aligned: Making clear choices and priorities
3.7. DECISION MAKING
Before planning and organizing welfare services, the objectives of a
service must be kept in mind. In other words, all welfare services are to be
planned and structured according to the policy of the agency responsible for a
particular service. Therefore, the planning process is closed and related to policy.
In order that services are organized in a particular outline for a group of people on
certain cost for achieving certain goals, those responsible for planning and
implementing services should not only understand, but also associate themselves 97
Noteswith policy making. “In fact four ‘Ps’- Purpose, Policy, Programme and the
Procedure – constitute a series of processes, each dependent on the other and all
dependent on the fifth ‘p’ namely planning. Purposes without programmes are
meaningless. Programmes without policies are undirected. Policy is a support for
a programme.
3.8. COORDINATION
3.8.1. Introduction and the rationale of Coordination
The social welfare activities in India though have a long history, yet
because of large size of the country with changing needs, a number of complex
problems and inadequacy of resources to solve these, it has not been possible to
plan out scientifically social welfare services, even as part of Five-Year Plans.
Since for social welfare services, the country largely depend on the effort of
voluntary agencies, with comparatively smaller volume of services in the state
sector, uneven development of services was inevitable as by its very nature,
voluntary effort is spontaneous and cannot be directed to be channelized in any
specific field or area. Although services in some areas are still inadequate, this has
created problems of overlapping in other areas. Moreover, voluntary effort being
democratic in nature, any attempt of its coordination would have involved external
control, which is the negation of voluntary effort. Cooperation and coordination
involve mutual consent of the agencies. Therefore, though coordination between
voluntary agencies and state agencies is easier, coordination among the voluntary
agencies and the state agencies themselves present some problems. Although there
has been a talk in the county about coordination, yet there has not been much
attempt at coordination.
3.8.2. Definition
98
NotesA process of bringing into logical and organic relationship. It means
adjustment, harmony and cooperation to achieve certain ends. Even the human
body will be in abnormality if all the organs do not function in a coordinated
manner in any normal action. Similarly, in any social organism, lack of proper
coordination between social groups and communities means social maladjustment.
Without social cooperation, a community cannot serve since society implies inter-
dependence. Therefore, if social work aims at proper social adjustment, it is all the
more necessary that there should be proper coordination between various agencies
– public and private, which are providing social services in a community. The new
term given for this concept is networking of agencies.
3.8.3. Principles of coordination
The following are some of the principles of coordination:
1. There must be agreement on the nature of the problem and goal towards
which the agency’s work is to be directed.
2. There must be mutual awareness of underlying principles that is central to
all groups.
3. There must be some kind of procedure and methods to be followed in the
solution of various problems.
4. The degree of responsibility of each unit, pattern of work and assignments
of jobs to each should be decided.
5. There must be an agreement on the time schedule, so that work is
completed to plan at the right time.
6. There must be regularly constituted and regularly utilized channels for
relating and clearing the work of several groups, so that at any given time
each group knows of what other group has given.
99
Notes7. There should be effective inter-group communication in every agency.
There should be good team spirit among the staff and perfect
understanding between the Board and executive director.
3.8.4. Objects of coordination
Some of the broad objects of coordination in social welfare and
development projects are as under:
1) Coordination prevents duplication and overlapping
2) It helps in removing some of the handicaps and bottlenecks in running
programmes and projects
3) It helps in economizing on personnel – both voluntary and paid. It
pools manpower and resources to enrich the programmes. It facilitates
better programmes performance and greater administrative efficiency.
4) Coordination help in economizing on expenditure in meeting social
problems, e.g., multi-purpose buildings, utilizing medical facility in the
community for institutions for children or aged.
5) Coordination also makes it possible for organizations to employ skilled
techniques.
6) It helps in preventing competitive fund-raising, which does not get the
best from the contributing citizens.
7) Coordination also facilitates study of common problems and joint
efforts at their solution including creating public opinion and working
for social legislation
8) In short, coordination improves general efficiency of work in the
organizations.
Coordination is, therefore, a very important factor in social work
administration. A community which spends substantial amounts on social
services, requires an effective method of coordination among various units and
100
Notespersons in the agency and between various agencies in the community, in order to
avoid administrative difficulties, waste and overlapping.
Coordination can be achieved by
i. Instilling dominant objectives among the social welfare workers
ii. Promoting standard of work
iii. Establishing formal and informal contacts
iv. Using groups methods for exchange of ideas and views
3.8.5. Levels of coordination
Coordination is of two types:
a) Coordination within an agency
b) Coordination between various agencies in the community
3.8.5. a. Coordination within an agency
We should first take up the process of coordination within an agency itself.
The meaning of coordination is to bring into common action, movement or
condition, or relate and combine various parts in harmonious balance and
adjustments.
There are various forms of coordination:
i. Between various departments of the agency
ii. Between various sub-committees of the board
iii. Between various sub-committees of the Board
iv. Between the board and the staff
v. Between headquarters and its branches
101
Notes3.8.5.b. Coordination among agencies
Coordination between agencies working in the community are of two types:
i. Functional and
ii. Geographical
i. Functional coordination: Coordination among the voluntary agencies has been
attempted on functional basis, in the entire fields of social welfare. Among the
national functional agencies, a mention may be made of the Indian Council of
Social Welfare and Balkanji Bari, devoted to plan and execute child welfare
programmes through their state branches and affiliated units. In the field of
women’s welfare, All-India Women’s Conference, Bharatiya Grameen Mahila
Sangha, National Council of Women in India and Kasturba Gandhi National
Memorial Trust are working, although, they also run composite programmes for
women and children. Though these agencies claim coordiantion as one of their
functions, they can hardly achieve this, since have no control over their afflicted
units and no hold over organizations other than their branches working in the
field. Hence there is a need for an effective machinery for coordination on
functional basis.
The relationship between the parent body and the branches will be more formal
and based on the rules and regulations framed by the parent body. The
programmes, organisations, techniques, methods and procedure of the branches
are on the lines indicated by the parent’s body. Therefore, there is very little to do
in the sphere of coordination in a relationship like this. The method of
coordination among the affiliated units will, however, be different. In such
category of agencies the relationship between the units themselves and between
the unit and national council will be more formal and based on mutual
understanding and respect for each other’s existence. There will be more of
guidance and suggestions than directions in the affiliated units and uniformity of
methods and procedure among the branches.
102
Notesii. Geographical coordination: Coordination is also necessary among the various
agencies working in different fields in one community or a geographical area. As
it is not possible to earmark a well-defined area to an agency and if there is no
effective method of coordination, some overlapping is bound to arise. Therefore,
there is a need to have coordiantion among all the welfare agencies in one
community, so that existence of one agency is helpful to another in making its
programmes more useful to the community. For instance, a home for children
could get services of a dispensary or a hospital in the neighbourhood instead of
organizing medical services for the inmates. Similarly, a home for unmarried
mothers could utilize a founding home in the community for placing children.
With the development of public welfare in India, coordination is now also
necessary between public and voluntary agencies doing work in the same field or
in same area of operation
3.8.6. Methods and procedures of Coordination
Social agencies also need effective working relationship with other similar
organizations if they are to supplement their own services when needed and if
they are to help supplement the services of other agencies. The inter-change of
experience among agencies has also an important influence on the standard of
services. Adequate planning and coordination of services, whereby better
balanced and more satisfactory distribution of services is achieved, also depends
upon effective interagency relationships.
All the aspects of community planning, fact-finding, programme-
development, establishment and improving standards, coordinating, facilitating
inter-group relationships, education, and public relations enlisting adequate public
support and participation are responsibilities of the agencies which provide as well
as of the persons directly related to welfare councils.
No social agency can live for itself alone. Social agency is successful only when it
considers itself an effective part of the community. In cases, where the agencies
103
Notesare unable to provide services to the community, the services of their agencies
could be made use of. For this purpose, it is very necessary for social welfare
agencies to consult the directory of other social welfare agencies working in the
community or in that particular field, so that it could supplement its service of
other agencies.
Another important step towards achieving is to plan contacts with other
agencies. This may be done by arranging conferences, joint committee meetings
and important gatherings and parties.
3.8.7. Coordination councils
In the western countries, there is a diversity of social problems and variety
of agencies, both public and private. This coordination is achieved by forming
coordinating councils of welfare agencies. A coordinating council consists of a
group of persons representing various agencies in the community and other
members of the community who come together for joint planning, discussion and
common action on common problems.
In India where welfare services – both in public and private fields are
developing rapidly, such coordination is very necessary. All-India functional
agencies and the machinery set up under the central social welfare board are
achieving functional coordination at the national level and state level but there is
no coordination at the local level.
3.8.8. Constitution
A coordinating council has to be independent organization registered
separately with a Board consisting of persons with influence, contacts and who
like to work with the people. The membership to the coordinating councils for
federations should be from among:
104
Notes1. Federating agencies – one from Managing Committee and one staff
member
2. Individuals with skills and qualities of working in cooperative basis
Each affiliated agency should pay some membership fee to the
coordinating council for financing its staff and research projects. Every agency
will remain autonomous without interference in its day-to-day working. Grant-
giving bodies should also give financial assistance for research projects, joint
consultation programmes, and technical and administrative staff of a council.
Coordination pre-supposes certain amount of freedom of work by the member
agency. The agencies have to come together for meeting certain ends. E.g
- Economy
- Running services effectively
- Supplement each other’s work
- Avoid overlapping and duplication
- Pool experience
The process of coming together for some of these ends will be very slow
and full of difficulties. There will be some degrees of suspicion in the minds of the
agencies about the usefulness of coordination. A coordinating council, therefore,
works on smaller and easier items which can show some results and create
confidence among the units and then proceed to achiever bigger projects.
3.8.9. Functions
The following are the areas or fields where coordination could be achieved
by such councils in India too:
105
Notes3.8.9.a. Research Programme
i. Arrangements for research and survey with a view to deciding as to what
types of new services should be set up for solving certain problems.
ii. Referral of clients and groups to other agencies in the community
iii. Studying and evaluating programmes of various agencies to suggest ways
and means of coordination and to avoid over-lapping and duplication.
3.8.9.b. Improvement of standard of services
i. Working out minimum standards of services
ii. Arranging meetings and conferences with experts
iii. Starting some model/pilot projects
iv. Arranging training and orientation courses for the workers of the agencies
v. Providing expert services to the agencies like these of nutritionist,
accountant, social scientist, legal support or engineer
vi. Developing literature and information services for the agencies in the
community
vii. Developing joint-recruitment of staff
3.8.9. c. Fund-raising
In western countries with longer record of welfare administration, there are
different sets of agencies for raising funds and for bringing about coordination in a
community. But these ideas are still new to India. To begin with, we should,
therefore, have only one set for agencies which should work in both the fields of
coordination and fund-raising.
Coordinating councils will pay a very important role in fund-raising distribution
for funds and control over the expenditure or member agencies.
106
Notes3.8.9.d. Business practices
i. Joint budgeting, for the purpose of raising money through community
chests
ii. Helping smaller agencies in maintaining their accounts centrally and
charging nominal fees. This is possible only in case of several agencies
working in the same place
iii. Arranging audit of the accounts of agencies which cannot afford to pay
exhorbitant rate of fees of the auditors
iv. Helping agencies in adopting sound business and administrative practices
and using effective methods
3.8.9.e. Volunteer’s bureau
A coordinating council could also set up central volunteer bureau, enlist
public support and provide volunteers to welfare services in the community.
3.8.9.f. Social legislation
The council could prepare drafts of new pieces of legislations and suggest
amendments to the existing legislation after careful study and revision.
3.9. COMMUNICATIONS
3.9.1. The Importance of Communication in Social Work Administration
Social work also focuses on issues of social policy, social administration
and social justice and the betterment of society as a whole‟ (IASW, 1995: 1).
Effective social work requires a multitude of interconnecting knowledge and skills
backed up by the values, which underpin good social work practice. To be able to
107
Notesprovide a good service the social worker needs to be able to refer to, or call upon a
wide body of knowledge. This knowledge base is quite extensive and detailed, as
Thompson (2000,p73) points out, “practitioners are not realistically expected to
know all of this knowledge base.” However a certain level of knowledge is
essential, for example knowledge of the basics, things such as relevant legislation,
theories and techniques involved in a particular case. Knowledge of society and
the social processes and institutions is also crucial to the role of a social worker, as
these are the very fabric of the profession. No amount of knowledge, on its own,
at least, can be effective without the possession of skills to act upon it.
Community social work requires the social worker to develop a more flexible
approach requiring such skills as recognising and validating skills and
interventions. Traditional social work skills may need to be adapted to fit into the
community context. Network building can also be a part of the process for a social
worker, for example, to bring a group of people together who have similar
concerns but are not in a position to facilitate this formation themselves. 7 In each
of the above scenarios, the social worker must adapt to the different settings and
the number of individuals that may be present and therefore use the most effective
form of communication and tools necessary to communicate at different levels,
whether that involves one person, several people or a large group.
3.9.2. Effective Communication
Effective communication is an essential component of traditional social
work activities e.g. providing basic care, giving advice, making assessments,
counselling, writing reports and acting as client’s advocates. It is equally
necessary for social workers to have effective communication skills if they are to
promote self-help and empowerment.
Verbal communication is what we say and includes questioning, reflection,
focusing, summarising, challenging and confrontation. Verbal communication
involves the use of language. The skills involved in engaging, listening,
negotiating and challenging are equally relevant to communication in work groups
108
Notesand multi-disciplinary teams. Any commitment to the empowerment of social
work clients is meaningless if their views are neither sought nor taken into
account. Silverman (1969) emphasises the importance of a non-judgemental
approach. There are three main areas of knowledge and experience were valued
by clients are outlined by Rees and Wallace (1982), cited in Lishman (1994)
Client’s valued workers who had enough experience of life to listen non-
judgmentally to what they had to say, Client’s valued workers who had enough
life experience to understand client’s problems from their own experience, Clients
appreciated specialized knowledge and training.
3.9.3. Kinds of Communication
Symbolic communication involves behaviour, actions or communications,
which represent or denote something else. As social workers we need to be aware
of the potential meaning of 9 our representation, actions and aspects of our
working environment. For example, punctuality, dress and layout of the
consultation room are all important aspects of symbolic communication.
Proximity needs to be considered in relation to orientation. Sommer and Cook
(1968) explored different seating positions and found evidence which suggested
that sitting alongside a person implies cooperation, opposite a person competition
and at right angles to each other equality of status. Thus sitting behind a desk
directly opposite a client, has distancing and power implications but also may be
confrontational. Although, there are no fixed rules about posture; being too
relaxed may convey power and inattentiveness, being too rigid, tension, anxiety
and authority. As social workers we need to be aware of such subliminal
reinforcement and to use it discriminatingly.
3.9.4. Non-verbal communication
Non-verbal communication outlined by Sutton (1979) suggests that while
spoken communication is concerned mainly with information giving, non-verbal
communication is the ‘music behind the words’ conveying feelings or attitudes.
109
NotesUnderstanding people or social perception is concerned with the way in which
people form impressions of others and make inferences about the causes of their
behaviour to enable them to predict and control their own social reality,
understanding the causes and motives behind behaviour is Nonverbal
Communication or NVB.
Nonverbal communication or (NVB) is the way in which people
communicate intentionally or unintentionally without the use of words.
Expressions, gestures, posture, touch, personal space, eye contact and tone of
voice are used to express emotions, convey attitudes, regulate and control speech
and communicate personal characteristics. NVB are examined in two ways:
Information processing – how do people interpret nonverbal cues? What kinds of
inferences do we make about people’s intentions based on these cues, Impression
management?
Michael Argyle (1988) suggested that NVB is important for:
a) Expressing emotion
b) Conveying attitudes
c) Communicating one’s personality traits
d) Facilitating verbal communications.
Patterson (1983) suggests that NVB serve a number of particular functions in
social interactions including: Expressing intimacy, regulating the course of
interactions, Exercising social control and dominance.
Druckman (1982) outlined five principal uses to which NVB is usually put:
a) To communicate pre-articulated feelings, feelings that cannot be put into
words
b) To provide clues to information processing enabling us to guess at what
another person is thinking or feeling
c) To serve as emphases in persuasive appeals to enhance our success at
persuading others
110
Notesd) To facilitate deception
e) To convey subtle messages.
3.9.5. Channels of nonverbal communication
Channels of nonverbal communication include facial expression, eye
contact, gestures, touch, paralanguage or nonverbal elements of speech and spatial
behaviour. A number of channels are used simultaneously to send a particular
emotional message. Behaviours sent are intentionally controlled while behaviours
may be received with different levels of awareness. Some messages are received
in full awareness and as intended by the sender, whereas other messages are
deliberately kept out of full awareness and may distort the intention of the sender.
Mehrabian (1972) suggested that NVB’s were important for indicating a person’s
social orientation. Social orientation can be summarized in terms of dimensions;
each dimension reveals some aspect of a person’s intention and motivation for
interacting.
According to Cook (1968) NVB are used to gain fuller descriptions of
individuals when little information is available which we use to fill in the missing
information about people, and guide our behaviour while interacting. One further
way of determining what people think and feel is to try to provide explanations for
why they behave in particular ways to reveal the motives and intentions behind
their actions. This process is referred to as ‘Casual Attribution’ and is concerned
with understanding the reasons behind the behaviour of others.
NVB are intended to provide us with clues to how a person feels, enabling
us to predict and control our interactions with them. When information is missing
implicit personality theories are used to fill in the gaps in our knowledge about a
person.
111
Notes3.9.6. Verbal communication
Language consists of symbols that convey meaning, rules for combining
those symbols that can be used to generate an infinite variety of messages. People
use spoken sound and written words to represent objects, actions, events and
ideas, and can be combined in an infinite variety of ways to generate an endless
array of novel messages.
3.9.6.a. Written reports and records.
According to Lishman (1994) skilled are learned in action, with practise
and feedback, written reports and concise record keeping enable the
aforementioned to happen. Hargie (1986) acknowledges criticism that social work
records and reports are often ‘lengthy, rambling and anecdotal’ and suggests
‘written reports should be clear, concise and concentrate’ on the important
features of the case. O’Hagan (1986) calls recording ‘a crucial learning tool’. He
argues that after a crisis, detailed scrutiny is essential. Such recoding facilitates
learning and self-awareness by a review of the behaviour, feelings, and
interactions of all participants including the worker. Doel and Lawson (1986)
found that once workers had developed ‘an interactive recording style, using
interview time to record the work, the quantity of written material was reduced
because it becomes more focused.
According to the United Kingdom Central Council for Nursing, Midwifery
and Health visiting (1993) the purpose of written records is to:
a) To provide an accurate, current, comprehensive and concise information
on the client from the initial assessment onwards including a record of any
factors (physical, psychological or social) that appear to affect the client
b) To facilitate continuity
c) To provide a record of any problems that may arise and the response taken
112
Notesd) To provide evidence of continuing assessments
e) To record the chronology of events and the reasons for any decisions may
f) To provide a baseline record against which improvement can be judged
g) To improve communication between all members of the healthcare team
Lishman (1994) suggests that statements made by the client during
interview and subsequent assessments should include the client’s statements.
There is also a legal obligation by social workers to maintain written records, the
onus being on good practice by practitioners.
3.9.7. The role of communication
Communication is a crucial aspect of organizing; each and every
interaction between the people who constitute the organisation is communication.
Communication will be more likely to be good if it has been worked at constantly
and not only in emergencies. McKenna (1991) suggests that communication is not
simply a matter of sending messages to and from between individuals and groups.
It involves being aware of and understanding the experience of other people. This
means knowing about the work they do and their perception of their situation.
According to McKenna (1991) good horizontal communication between managers
and vertical communication between managers and their work force are essential
if role and job conflicts are to be avoided. It therefore appears that while managers
at top and line management levels sees themselves as doing a good job in
communicating with their immediate subordinates, those subordinates do not feel
this is the case.
Effective communication must be two-way. It must run from top to bottom
and bottom to top – vertical communication, and it must flow to and from between
people at the same level within the organisation – horizontal communication. The
so-called ordinary members control much of what happens to horizontal
113
Notescommunication. This is communication between people on the same hierarchical
level in an organisation and involves communication between colleague such has
team leaders, or team members.
Dutfield and Eling (1990) note that effective communication between people
involves skills in:
a) Eliciting information
b) Presenting information
c) Managing the emotional content of the encounters
3.9.7.a. Skills in eliciting information
Questions are the most obvious way of eliciting information in any
situation but they may be formulated in a number of ways: Open questions – give
the other person an opportunity to put forward their point of view without
constraints. Closed questions are more focused and usually allow a simple yes or
no type answers. Specific questions – focus on facts.
3.9.7.b. skills in presenting information
The second step in effective presentation of information involves checking
that the information has been received and understood, an opportunity is given to
ask questions, having a discussion, feedback and asking questions.
3.9.7.c. skills in managing the emotional content of the encounters
Dutfield and Eling suggest that managing the emotional reactions of
people in formal or informal interviews and at meetings. Emotions enter in when
the person gets personally involved. This means that the core part of our self-
concept appears to be under attack. We react defensively. Emotional reactions are
themselves information and as such they take up part of our information
114
Notesprocessing capacity. For these reasons the skilful handling of the emotional
content of communication is important in order to ensure that conflict and ill will
does not result through misunderstandings.
The main skills in managing the emotional content of face-to-face meetings are:
i. Preparing well in advance for interviews
ii. Being aware of one’s opinions and prejudices
iii. Clarifying the nature of the problem in behavioural terms. This involves
the following:
- Separating fact from opinion
- Setting up a suitable place and sufficient time for the interview
- Using skills in eliciting information to get the other person’s views
- Acknowledge the other person’s emotional investment in the situation,
- Stay task focused
- Decide a plan of action for the future with the person once the
emotional content has been dealt with
- Follow up the meeting with a memo summarising the agreement
reached
- Arrange a follow up meeting to review the situation.
3.10. LET US SUM UP
Social administration is concerned with the study of the welfare system
and particularly the government – sponsored social services. Administration is the
process of supporting for facilitating activities which are necessary and incidental
to the giving of direct service by a social agency. Administrative process is also
applied to achieve certain results through professional skills and competitions.
Therefore in various professional and fields like medicine, education, law,
industry etc administration is well maintained.
In administrative process, planning is merely introduction of organized
thinking into the areas of the areas of life which have hitherto been rules by
unconsidered judgments. Planning is a continuous process, planning should not
115
Notescome from top; it should be done at all levels. The success of the various welfare
programmes should, however, depend on how effectively and efficiently these are
implemented, executed by the personnel who are entrusted with the task of
administering them.
The purpose of social welfare administration is to smooth the progress of
combined efforts of a group of persons to achieve some common objectives. An
complete variety of social welfare services directed towards meeting the special
needs of people who because of their weaker and vulnerable position in society.
The agency shall be properly organized, it should have a clear cut distinction
between policy making and execution unity of command. Finally, the agency shall
out itself to the test of self-appraised at regular intervals to take of its success and
failures in the past, its present status and programmes, its performance as
measured by objectives and established criteria, its strength and weaknesses, its
current problems and the next steps it ought to take achieve better performance in
the service of its clientele.
3.11 CHECK YOUR PROGRESS
Check Your Progress – 1a. Specify the Concepts of Social Welfareb. Mention any five scope of Social Work Administration
c. Define: Social Welfare according to NASW
d. What do mean by the process of social welfare administration
Check Your Progress – 2
a. Mention any two characteristics of Social Welfare Administration
b. Write any three principles of Social Work Administration
c. What is required for the social welfare administration?
Check Your Progress - 3a) What are the different names by which An NGO Board may be called?
b) Mention any two or three functions of an NGO Board.
116
Notesc) List out the four characteristics of an “ideal” Board member.
d) What are the three broad principles of conduct that are applicable to all
Board members?
Check Your Progress – 4
a) Mention any two needs for NGO planning
b) Write any six points for strategic planning in an NGO
Check Your Progress – 5
a. What coordination should NGO focus on for providing social services?
b. Mention any three principles of coordination
c. What are the ways by which coordination is achieved?
d. Mention two types of coordination?
e. What are the areas or fields where coordination could be achieved by such
councils in India?
Check Your Progress – 6
a. What is required for the effective Social Work?
b. What is involved in symbolic communication?
c. What are the channels of nonverbal communication?
d. How must be the effective communication?
e. What are the skills involved in effective communication between people?
3.12. SUGGESTED READINGS
Biestek, F.P. (1965), The Casework Relationship, London, Unwin University
Books.
D.R.Sachdeva (1992), Social Welfare Administration in India, Kitab Mahal,
Allahabad
David Lewis and N. Ravichandran (Eds.), (2008), NGOs and Social Welfare –
New Research Approaches, Rawat publications
117
NotesElizabeth A.Segal (2010), Social Welfare Policy and Social Programs: A
Values Perspective, Edition 2, Publisher - Cengage Learning
Forder (1974), Concept in Social Administration, London
Hargie, O. (1986), A Handbook of Communication Skills, London and Sydney,
Croom Helm.
Joel Blau (2004), The Dynamics of Social Welfare Policy, Oxford University
Press, New York
Karen K. Kirst-Ashman (2010), Introduction to Social Work and Social
Welfare: Critical Thinking Perspectives, Edition- 3, Published by Cengage
Learning
Lishman, J. (1994), Communication in Social Work, Macmillan Press:
London.
Pandey, S K (2008), Social Welfare Administration, Published by Mahaveer &
Sons
Paul Chowdhry, D (2000), Social Welfare Administration, Atma Ram & Sons,
Delhi, Lucknow
3.13. CHECK YOUR ANSWERS
Answers to Check Your Progress – 1
a. Specify the Concepts of Social Welfare
“Social welfare as an organized function is regarded as a body of activities
designed to enable individuals, families, groups and communities to cope
with the social problems of changing conditions.
118
Notes
b. Mention any five scope of Social Work Administration
i. Human services integration
ii. Organizational change and development in human service
organizations
iii. Community organization and social administration,
iv. Administrative leadership in the social services
v. Managing for service effectiveness in social welfare organizations
c. Define: Social Welfare according to NASW
Social Welfare generally denotes the full range of organized
activities of voluntary and governmental organizations that seek to
prevent, alleviate or contribute to the solution of recognized social
problems or to improve the well being of individuals, groups and
communities.
d. What do mean by the process of social welfare administration
It is the process of transforming social polices into social services
and efficiently providing resources and services to meet the needs of the
individuals, families, groups and communities to facilitate social
relationship and adjustment necessary to social functioning.
Answers to Check Your Progress – 2
a. Mention any two characteristics of Social Welfare Administration
i. Social Welfare Mangers advocate for stigmatized, disvalued groups
to mobilize public sentiment and resources.
119
Notesii. Social Welfare Managers collaborate with other agencies to
mobilize and focus resources on a common clientele to achieve the
benefits of an enlarged pool of specialists and improve cooperation.
b. Write any three principles of Social Work Administration
i. Acceptance
ii. Democratic involvement in formulation of agency policies and
procedures
iii. Open communication
c. What is required for the social welfare administration?
i. Faith in the Philosophy and methods of Social Welfare
ii. Knowledge about social legislation
iii. Familiarity with social work practice.
Answers to Check Your Progress – 3
a. What are the different names by which An NGO Board may be
called?
An NGO Board may be called by different names such as Board of Directors,
Steering Committee and Advisory Group.
b. Mention any three functions of an NGO Board.
i. The board sets policies and strategies for the NGO, in line with
the agreed purposes, principles and scope of the NGO.
ii. It also sets operational guidelines, work plans and budgets for
the NGO and policy and programme support.
iii. It assists the internal workings of the NGO by setting criteria
for membership of, and appointing, review panels and/or
support groups.
120
Notesc. List out the four characteristics of an “ideal” Board member
i. A team player
ii. Prepared to make the commitment of time and effort required
to properly fulfill his or her duties and responsibilities as a
Board member
iii. Inspires ethical behaviour in others
iv. Takes a strategic but flexible approach to key issues.
d. What are the three broad principles of conduct that are applicable to
all Board members?
i. Duty of care
ii. Duty of loyalty
iii. Duty of obedience
Answers to Check Your Progress – 4
a. Mention any two needs for NGO planning
i. Planning provides practical ways of doing the work and for this
focus is mainly kept on people, relationships and behaviours for the
successful implantation of the projects or programmes
ii. Planning promotes a theory of change which is expected by
stakeholders. This change would create ripple effects in society for
the improvement of people and meeting their long-awaited needs.
b. Write any six points for strategic planning in an NGO
i. Learn from others
ii. Consult widely: first with the Board, then partners and then staff
iii. Regularly review the plan: ensure that during the course of the
plan, regular views take place to ensure it remains relevant.
iv. Should be practical: enough to work out an operational plan from
it.
121
Notesv. Publishing and sharing the plan: Once developed, the plan should
be published and share beyond the board and donors.
vi. It should be contextualized, including to the funding environment
Answers to Check Your Progress – 5
a. What coordination should NGO focus on for providing social
services?
If social work aims at proper social adjustment, it is all the more necessary
that there should be proper coordination by NGOs between various agencies –
public and private, which are providing social services in a community. The
new term given for this concept is networking of agencies.
b. Mention any three principles of coordination
i. There must be some kind of procedure and methods to be followed
in the solution of various problems.
ii. There should be effective inter-group communication in every
agency.
iii. There should be good team spirit among the staff and perfect
understanding between the Board and executive director.
c. What are the ways by which coordination is achieved?
i. Instilling dominant objectives among the social welfare workers
ii. Promoting standard of work
iii. Establishing formal and informal contacts
iv. Using groups methods for exchange of ideas and views.
122
Notesd. Mention two types of coordination?
i. Coordination within an agency
ii. Coordination between various agencies in the community
e. What are the areas or fields where coordination could be achieved by
such councils in India?
i. Research programme for the implementation of social projects
ii. Improvement of standard of services
iii. Fund-raising
iv. Best practices
v. Setting up of a central volunteer’s bureau
Answers to Check Your Progress – 6
f. What is required for the effective Social Work?
Effective social work requires a multitude of interconnecting
knowledge and skills backed up by the values, which underpin good social
work practice
g. What is involved in symbolic communication?
Symbolic communication involves behaviour, actions or
communications, which represent or denote something else. As social
workers we need to be aware of the potential meaning of our
representation, actions and aspects of our working environment.
123
Notesh. What are the channels of nonverbal communication?
Channels of nonverbal communication include facial expression,
eye contact, gestures, touch, paralanguage or nonverbal elements of speech
and spatial behaviour.
i. How must be the effective communication?
Effective communication must be two-way. It must run from top to
bottom and bottom to top – vertical communication, and it must flow to
and from between people at the same level within the organisation –
horizontal communication.
j. What are the skills involved in effective communication between
people?
i. Eliciting information
ii. Presenting information
iii. Managing the emotional content of the encounters
124
Notes
UNIT – 4
PERSONNEL ADMINISTRATION
PLAN OF STUDY
4.1. Objectives
4.2 Introduction
4.3 Personnel Administration
4.3.1. Selection of staff
4.3.2. Orientation
4.3.3. Service conditions
4.3.4. Promotions
4.3.5. Improving staff functioning
4.3.6. Welfare Programmes
4.4. Financial Administration
4.4.1. The rationale of good financial management
4.4.2. Budgeting
4.5. Accounting
4.5.1. Managing Accounts & Finances in NGOs – A Manual for
developing NGO Financial Management Policy
4.5.2. Types of Books and Documents to be maintained for accounts
management in NGOs
4.5.3.. Receipts and Payment Account
4.5.4. Preparation of the Final Accounts
4.5.5. Procedures for fund disbursements
4.6 Book Keeping125
Notes4.6.1 Bookkeeping on Accounting and financial reports
4.6.2. Bookkeeping on Auditing
4.6.3. Bookkeeping on financial records
4.7. Fund raising
4.76.1. Fund Raising Techniques
4.7.2. Methods of Fund Raising
4.7.3. Useful tips for fund raising
4.7.4. Inputs for tapping the available Government Funding
4.7.5. Types of government funding
4.7.6. Fund Raising Realities and Strategies
4.8. Office management maintenance of records
4.8.1. Definition
4.8.2. Purpose of record maintenance
4.8.3. Types of records and maintenance of records
4.8.4. Guidelines for maintaining records
4.9. Supervision
4.9.1. Types of supervision
4.9.2. Purposes and functions of supervision
4.9.3. Conditions of good supervision
4.9.4. Methods and techniques
4.9.5. Do’s in supervision
4.9.6. Don’ts in supervision
4.10 Evaluation
4.10.1. Introduction
4.10.2. The Meaning of Evaluation
4.10.3. Purpose of Evaluation
4.10.4. The Process of Evaluation
4.10.5. Function serves the following purposes
126
Notes4.10.6. Functions of evaluation as mentioned in Paul Chowdry
4.10.7. Principles of evaluation
4.10.8. Types of evaluation
4.10.9. Tools of evaluation
4.10.10. Why is monitoring and evaluation important for NGOs
4.11. Public relation
4.11.1. Definition of Public relation
4.11.2. The meaning public relations
4.11.3. Public Relations and its Key Terms
4.11.4. The Components of Public Relations
4.11.5. PR is multifaceted
4.11.6. Concept of public relation
4.11.7. Objectives of public relation in welfare agency
4.11.8. Need for public relation
4.11.9. Methods of public relations
4.11.10. Principles of public relations
4.11.11. Functions of Public relation activities in NGO management
4.11.12. How important is public relation in NGO?
4.12 Let Us Sum Up
4.13 Check Your Progress
4.14 Suggested Readings
4.15 Check Your Answers
4.1 OBJECTIVES
127
Notes
The main aim of this lesson is to acquaint the students to understand the
concepts of personnel administration in NGOs and financial administration in
NGOs and office administration in NGOs.
4.2 INTRODUCTION
The tasks of government are increasing everyday. Development and
welfare orientations have led to the expansion of government and its
administrative machinery. As the tasks, responsibilities and activities of
organisations whether public or private multiply, the demands on personnel, at
every level, in terms of efficient discharge of their duties also rise. Thus the task
of personnel administration is to, assure a steady source of people who can
contribute to the success of an organisation and meet the growing demands of
development.
Personnel administration is that part of administration which is concerned
with people at work and with their relationships within an organisation. It refers to
the entire spectrum of an organisation's interaction with its human resources from
recruitment activity to retirement process. It involves personnel planning and
forecasting, appraising human performance, selection and staffing, training and
development and maintenance and improvement of performance and productivity.
Personnel administration is closely related to an organisation's overall
effectiveness.
Personnel administration deals with the recruitment, placement, training,
disciplinary measures, monetary and non-monetary incentives and retirement
benefits of the human beings or the personnel within an organisation. It also deals
with the nature of human relationships in an organisation, interaction between the
human beings within an organisation and interaction of human beings with the
organisation. Personnel administration includes all activities and functions relating
to policy formulation, planning, policy implementation, social change and
128
Notesmodernisation, administrative reforms and public relations in an organisation. It
aims at optimum utilisation of human resources in order to achieve maximum
results with minimum wastage of funds and technology.
Personnel administration is variously known as 'personnel management',
'labour relations', 'manpower management', labour welfare management', etc. But
the term 'personnel administration' connotes a wider meaning, it includes both
personnel management and industrial relations. Many a time the terms labour
relations and industrial relations are used interchangeably with personnel
administration but it is always better to distinguish between them. The term
'labour relations' refers primarily to the relation between management and
organised labour. It includes negotiations of contracts with unions. It deals with
handling of differences with unions and business agents. Some organisations have
a labour relations officer or director whose primary task is to advise and assist top
management in their dealing with union representatives. This official may or may
not report to personnel administrator. In an unionised organisation, where there is
no labour relations officer or director, the personnel administrator performs the
task of labour relations officer.
Thus personnel administration aims at:
Effective utilisation of human resources
Desirable working relations among all members of the organisation
Maximum development
Meeting the organisation's social and legal responsibilities.
To obtain these objectives, personnel administration is concerned with planning,
organising, directing, coordinating and controlling the cooperative efforts-of
individuals within an organisation.
4.3 PERSONNEL ADMINISTRATION
129
Notes
4.3.1. Selection of staff
Every person required for the agency should be recruited according to the
personnel policy. The qualification, past work experiences, and the general
background of the person required should be according to the job for which he is
going to work. For all professional work, suitably qualified persons should be
appointed. The best way to fill a position is to advertise the post in the daily
newspapers and call for application.
Sometimes, it may be necessary for certain categories of staff, to make a
reference to the local employment exchange, a school of social work or any other
agency. Some staff also be selected from among the regular staff of the agency by
promotion.
Minimum qualification of age, education, technical training etc. should be
prescribed for each post advertised. No person below the age of 20 years should
be appointed. For all social work assignments, training in social work should be
prescribed as minimum requirements. Every applicant for a post should be asked
to make an application on a prescribed form, indicating his educational
qualification, work experience and other miscellaneous relative to the job applied
for. After the scrutiny of applications, some of the candidate considered suitable
on the basis of their application should be asked to appear for an interview before
the selection committee consisting of members of the board and expert in the
respective filed of work, one or two senior staff members of the agency including
the executive director, or the secretary and the president of the institution.
If initial selection is made by the executive director or the staff sub-
committee, it may be necessary to select three or four names for final approval by
the board. Courtesy requires that those who are not recruited should also be
informed of this fact.
4.3.2. Orientation
130
Notes
Immediately after the staff member joins an agency, it is necessary for the
executive to take him round the agency’s office and or the building where services
are rendered and explain to him the job on which he is employed, the usual hours
of work, introduce him to other people with whom he is going to work, and give
him necessary literature of any relating to the work of the agency including the
manual dealing with the policy and other aspects of the working of the agency.
Regardless of the relevance, kind of previous education and experience, a new
recruit requires a carefully planned orientation period of adjustment to the specific
duties for which he is being employed. Such an orientation progamme should
provide the employee with sufficient knowledge may be imparted to the employee
through conferences with his immediate superior and through group meetings and
discussions with each other agency staff members. As a matter of fact, it is
through contacts with other departments of the agency and other agencies in the
community that an employee grows professionally. Employees should be
encouraged to participate in and provide leadership for staff meetings, inter-
agency meetings and community meetings.
4.3.3. Service conditions
It is necessary to lay down as part of the personnel policy, the terms and
conditions under which each worker has to work. This includes hours of work,
pay and allowances, probations, leave, promotions, resignation, retirement,
punishment, appeals etc. These conditions should be written in a manual and
should be given to a new staff member before he joins.
4.3.3.a. Attendance
Definite number of working hours should be specified for the employees
in an agency. Except for field staff, the working hours of all other staff should be
the same. Every organization should keep an attendance register in which every
employee should sign in the morning when he comes to the office. Those who
131
Notescome late should sign indicating the time at which they arrived. The supervisor
should check this register every day at the time the office opens in order to find
out the absentees. Sometimes it may be necessary to follow up absentees who may
need some help or relief because of illness or some other incidents. This
attendance register is a basic record for preparing pay rolls and therefore must be
maintained regularly and properly. Workers should understand that office hours
mean work from the beginning of the opening hour until the noon break and from
the opening hour of the afternoon session until the closing hour. The supervision
should see that the schedule is followed by the staff. Ordinarily, an employee
should not be expected to work more than eight hours for six working days in a
week.
4.3.3.b. Recess or break
For long office hours, a recess is very necessary. the supervisor should see
that every official is not only enjoying proper recess hours but he actually takes
some time rest during the lunch break, so that the he is ready to undertake his
duties in the afternoon with the same degree of efficiency and freshness with
which he started in the morning. Cases of habitual longer hours of recess should
also be dealt with.
4.3.3.c. Leave rules
Every agency whether public or private must have some definite rules of leave
which should be known to the employee before he joints. Various kinds of leave
are enumerated below:
i. Holidays: In general, all public holidays and local holidays should be
allowed to all the staff. These are New Year days, Christmas day,
Independence Day, republic day, birthdays of Mahatma Gandhi, dussehra,
Diwali, Good Friday and Sundays. The system of half work day or no
132
Noteswork on Saturdays could be adopted by the voluntary agencies, if
necessary.
ii. Vacation leave: In some of the educational institutions there is a system of
annual vacation for about a month or so, when whole of the institution
closes. In cases of admissibility of vacation leave, the amount of other
leave particularly earned leave is allowed at a lower rate rather than the
rate admissible in a non-vacation department. If a worker leaves before
taking vacation, he should be entitled to pay for the annual leave which he
has earned.
iii. Casual leave: Every employee should be eligible for casual leave for
about 15 days in a year, which could be granted on request for short
illness, urgent work, etc.
iv. Sick leave: Sick leave and maternity leave are also necessary. These could
be worked out in addition to the earned leave.
v. Earned leave: In the first year of employment, the earned leave could be
worked out at one day after 22 days of work and in the second year of
employment and subsequently at the rate of one day every 11 days of
work. Earned leave should be allowed to accumulate to the extent of 180
days at a time.
vi. Special leave: Some of the agencies allow special leave, leave on half pay,
study leave, leave to attend professional courses and leave of absence for
studies, etc. The amount and nature of the leave to be granted to an
employee should form part of personnel policy of an organization which
must be approved by the managing committee.
vii. General: every agency should allow at least regular public holidays,
casual leave of 10 to 15 days and earned leave of about one month in a
133
Notesyear. This is a minimum which every employee should enjoy. Some of the
voluntary agencies in India do not have any regular system of system of
holidays or leave, and this is uneconomical. An employee with proper rest
and satisfaction with reasonable terms and conditions of service is an asset
to an organization. In terms of output, he gives more to the agency than
the agency could get through long office-hours without adequate holidays
and leave.
The conditions of work influence health, efficiency, psychology and the
quality of work a person does. Every agency employing workers should therefore,
have minimum standards which should include sufficient office space in a
pleasant attractive building with adequate health, heat, ventilation, toilet facilities,
sanitation, water, rest facilities, fire protection, etc. There must be sufficient space
to provide privacy for work of a confidential nature with clients of the agency and
sufficient assistance.
4.3.3.d. Probation period
Practices vary between agencies and between positions as to the use of a
probationary period. Such a period is regarded as a protection to both employer
and employee. It is recommended that the agency’s employment procedure should
give information on
a) What positions are subject to a probationary period.
b) A definite time-limit for such a period
c) A method by which it may be executed.
d) Evaluation of the probation leading either to confirmation in the
appointment or termination of employment at the end probationary period.
The period of probation varies from three months to a year depending on
the type of employment and the nature of the work. It gives an opportunity to the
employer to decide whether he should continue to employ the person on
probation. The system of long probation period should also apply to the newly
134
Notespromoted employees with proper arrangements for effective and constrictive
supervision.
4.3.4. PROMOTIONS
Every organization must have definite promotion rules which should be
known to an employee when he enters the employment of the agency. Promotion
should be based on educational standards, amount of work experience, seniority,
evaluation of performance and capacity for the new position. Staff members
within the agency should have the first consideration in filling such vacancies.
4.3.5. Improving staff functioning
Every staff can help the NGO to function well by making sure that each
post has a job description – what that person should be doing, to whom they
answer to and whom they supervise.
Job descriptions for senior posts should include tasks at field level, so that
the bosses do not get out of touch. And serious tasks should be shared rather than
all being done by the Director. Good bosses deputise – for example, the NGO can
be represented on a local platform on Food Security by the person who knows
about agriculture, etc.
For example, your NGO has stated goals and a chosen specialization. So
you know what you want the NGO to do. And you need staff who can do it. The
job of the NGO should be reflected in the capacity of the staff and then in the
qualities of the board.
4.3.5.a. Supervision/support of the workers
Most workers need the same things to work well. They need the basic
material things – a salary which will pay for a roof, food, school for the children;
135
Notessufficient job security so that if they work well they will not get sacked; enough
holidays to keep mentally healthy. In an NGO, all being well, they will get
something more – a sense of purpose in doing a job that helps others. But this
feeling does not last forever if the workers themselves do not receive enough
support.
In most organisations, most workers answer to someone, who in turn has
the job of checking what they do. Good supervision reminds workers from time to
time of their purpose. Perhaps each cleric needs to spend a day with a field worker
from time to time, or the NGO could hold an 'Accounting Day':
In some cultures and with some people, supervision in almost wholly
negative, with fear and humiliation used to keep workers as underlings. Not only
is this morally dubious, people treated this way tend to work far below their full
capacity.
A better way is to focus on good work – effort, achievement, support of
colleagues, cooperation using praise and encouragement. Honest praise is a
goldmine that most organisations barely try to dig out. It inspires individuals and
knits team spirit. A good supervisor can also help a worker to understand their
own motivation, their strengths, their weaknesses and how they can improve.
4.3.6. WELFARE PROGRAMMES
a) Allowances: Additional allowances like dearness allowance,
compensatory allowance, rent allowance, transport allowance, etc, should
be allowed to an employee by every agency according to the government
rules prevailing in a particular area. In short, employee should be given
monetary compensation of services which the employer is supposed to
provide because of employee’s nature job.
136
Notesb) Retirement benefits: In addition to pay and allowances, the system of
provident fund or gratuity to be subscribed by the employer and
contributed by the employee roughly 1/12 of the total pay, by each, should
be introduced, as part of the terms and conditions of service which will
serve as incentive to work with a voluntary agency.
4.4. FINANCIAL ADMINISTRATION
4.4.1. The rationale of good financial management
All organizations need money. Alongside staff, money is the one thing that
takes up most management time. This brief introduction outlines how to take
proper care of your funds. Good financial management involves the following
four building blocks:
a) Keeping records
b) Internal control
c) Budgeting
d) Financial reporting
4.4.1.a. Keeping Records
The foundations of all accounting are basic records that describe your
earnings and spending. This means the contracts and letters for money you receive
and the receipts and the invoices for things that you buy.
These basic records prove that each and every transaction has taken place.
They are the cornerstones of being accountable. You must make sure that all these
records are carefully filed and kept safe.
You must also make sure that you write down the details of each
transaction. Write them down in a 'cashbook' - which is a list of how much you
137
Notesspent, on what and when. If you are keeping your basic records in good order and
writing down the details of each transaction in a cashbook then you cannot go
wrong.
4.4.1.b. Internal Control
Make sure that your organisation has proper controls in place so that money
cannot be misused. Controls always have to be adapted to different organisations.
However, some controls that are often used include:
Keeping cash in a safe place (ideally in a bank account).
Making sure that all expenditure is properly authorized.
Following the budget.
Monitoring how much money has been spent every month.
Employing qualified finance staff.
Having an audit every year.
Carrying out a 'bank reconciliation' every month - which means checking
that the amount of cash you have in the bank is the same as the amount
that your cashbook tells you that you ought to have.
This last control is particularly important. It proves that the amounts recorded in
the cashbook and the reports based on it are accurate.
4.4.1.c. Budgeting
For good financial management, you need to prepare accurate budgets, in
order to know how much money you will need to carry out your work. A budget is
only useful if it is worked out by carefully forecasting how much you expect to
spend on your activities.
The first step in preparing a good budget is to identify exactly what you
hope to do and how you will do it. List your activities, then plan how much they
will cost and how much income they will generate.
138
Notes
4.4.1.d. Financial Reporting
The fourth building block is writing and reviewing financial reports. A
financial report summarises your income and expenditure over a certain period of
time. Financial reports are created by adding together similar transactions. For
instance, this might mean adding together all the money you spent on fuel, new
tyres and vehicle insurance and calling them "Transport Costs".
Financial reports summarise the information held in the cashbook. This is
normally done using a system of codes, to allocate transactions to different
categories. These categories might often be defined by donors.
4.4.2. Budgeting
A budget is a complete financial forecast based on available data, about the
financial condition of the agency during the coming year. It is a process of
determining distribution of funds of needs, effectiveness of programmes to deal
with them and the relevant importance attached to them by the community. It is an
estimate of the proposed expenditure for a specific period, and the purposes, and
proposed means of securing the income required.
As one of the tools of financial administration, a budget is a basic means
of controlling the programmes as well as the funds. In other words, it is the
programme of work of the agency expressed in rupees and paise, through income,
which must be made available, and expenditure which necessitates income, and
the service which will require that expenditure.
4.4.2.a. Purpose of the budget
1. To assess the financial requirement of an agency for
a. Starting a fundraising campaign
139
Notesb. Requesting various grant-giving bodies for financial assistance
2. To indicate the lines on which money raised or received will be spent
3. To guide the staff of the agency about the manner of spending money on
various schemes and heads of account
4. To help the Managing Committee to exercise financial control over the
agency’s work.
5. To inform the community about sources of income and the plan of
incurring expenditure
6. To determine the size of resources required and the sources through which
these could be raised.
4.4.2.b. Budget preparation
Preparation of the budget is the responsibility of the chief executive of the
agency, may be the Manager, superintendent, headmaster, director or secretary of
a board. If the agency is running several programmes undertaken by various
sections or branches, every branch executive or secretary should prepare a budget
estimate of income and expenditure relating to his branch and then the
consolidation could take at the central level and one consolidated budget could
then be presented for the whole of the agency.
Consolidated budget thus prepared by the chief executive should be
discussed at a meeting of staff members and the final recommendation of the staff
could then be placed before the Managing Committee of the agency which in turn
will get the approval of the general body. For this purpose it may be of advantage
to appoint a budget sub committee with some of the staff members, experts on
programme evaluation and people with experience in financial administration and
fund raising.
Each budget should be accompanied by an explanatory notes interpreting
additional provisions made for new programme or department in the existing
programmes giving justification, for an increase or decrease of expenditure on
140
Noteseach item. As the budget is always related to the programme of an organization, it
is desirable to indicate in the explanatory note to the budget estimate, the present
level of activity of an agency with proposals to extend the activities or to start new
activities, so as to make the budget realistic.
4.4.2.c. Sources of material for the budget
The following are the Sources of material for the budget
i. Accounts for the last three years
ii. Original and revised budget for the previous year
iii. Letters of sanction grant from various authorities
iv. Minutes of managing committee
v. A folder of the executive containing al the notes taken during the course of
year for the purpose
vi. Requisition from various units, branches or departments for more staff,
equipment, raw materials, medicines, etc consequent on expansion taking
place in each unit
vii. Project proposals of new schemes
4.4.2.d. Guiding principles
The following points must be kept in view while preparing the budget.
i. A budget should always give a comparative statement of income raised
and expenditure incurred during the previous years.
ii. Income and expenditure side should always be balanced by showing
deficit or surplus. If the amount of the deficit is very large, the sources
from which this deficit will be met should also be indicated, or the
expenditure reduced.
iii. The budget relate to a particular period of 12 months, by fiscal or calendar
year. Each agency in India follows a different year for the purposes of
141
Notespreparation of its budget and complication of accounts. With the
availability of grants from various bodies, there is a trend towards
preparing budgets according to the fiscal years, i.e., April to March
iv. Preparation of the budget estimate should be started well in advance, i.e
sometimes in December, if the fiscal year is from April of the next year.
v. The budget should always be realistic, accurate, and conservative, keeping
in view the resources of the agency which may be limited and should
always be related to the programme undertaken by the agency. Budgets
and accounts of the previous years may serve as a guide.
vi. The cost of fund-raising should be kept to the minimum. Some agencies
have appointed fund collectors with the result that half of the money raised
goes for their salary. This is not a very healthy practice.
vii. The administrative cost which mainly includes executive charges,
accounting, public relations, contingencies etc. should be kept to the
minimum in a county like India but in no case should the cost be so
reduced as to allow deterioration in the standard of work.
viii. The budget should also provide for the additional amount necessary for
giving increments or for new appointments. It may become necessary
during the next year to replace all untrained staff members with trained
persons, resulting in an increase in expenditure on salaries. This should be
taken care of while preparing budget estimates.
ix. If the agency proposes certain assets like building and equipment,
provision on account of depreciation should always be made for building
roughly at the rate of 2.5% and for equipment and furniture at the rate of
10% of the cost at the end of the previous year. Some agencies do not
adopt this practice and they do not set aside a separate building fund as it
142
Notesis always very easy for them to approach the community for getting funds
for a capital purpose by way of special campaign, large grants or bequests.
The budget could, however, cover expenditure on necessary that could be
raised by a separate campaign.
4.4.2.e. How to prepare the budget and steps to be taken?
Budget is a financial plan. All of us know what is budget as we do make
our financial plans in our personal life also. Planning is an important part of
budget and unless it is done in a systematic and planned, the project may end up
with shortage of funds or under-utilisation of funds in some or all heads. Though
we are all doing budgets, this may help you in refreshing the plans/ideas. As we
all know, before starting a project we do the project planning by doing the need
assessment and identifying the issues and then designing the project.
While designing the project we also need to look at the financial aspects of the
projects such as the programme costs, staff, and administration etc.. In the same
way when we plan the financial plan (budget), we also need to look at the project
in total and accordingly the financial planning (budgeting) needs to be done.
i. Programme/Activities
Let us look at the Identified Activities of the project. Prepare a financial plan
to successfully take up the above activities. This could include e.g. training
programmes, meetings, income generation programmes so on so forth depending
upon the type of project you are taking up. You should have a detailed planning
for each and every activity i.e. for example let us take health awareness camp:
a) Number of Camps: How many likely camps during the project period
b) Number of days each camp runs for: If the each camp runs for 3 days
you need to do the financial plan first for a day then calculate it for 3 days.
c) Number of Participants for each camp: How many likely participants
for each camp and how much travel, food and lodging would cost for each
143
Notesparticipant. In some cases, some participants depends on their daily wages
– may also have to compensate them etc.
d) Number of Resource Persons: For each person what will be the
expenditure on consultancy fee, travel, stay etc. for each day. Then
multiply the same with the number of days.
e) Cost of hiring of vehicles/fuel costs during the camp
f) Stationery required – clearly plan item-wise and their cost g) Audio
Visuals, pamphlets etc. All the things needed for organizing a camp
needs to be planned.
Here we have taken example of one activity of a project – like that for
each activity we need to do the budgeting.
ii. Staff Requirements
The other most important thing that we need to look at is the staff
requirement for successfully implementing the project. We need to look at:
a) How many programme staff required with specialization?
b) How many finance, admin staff are required?
c) How many members from the existing team give a part of their time
for this project –if so how much money needs to be paid?
d) What is the period for which the staff are required for?
e) How much needed for advertisement for these positions?
f) What is the likely salary for each position per month multiplied by
the number of months?
g) How much money needed for staff training?
h) How much money needed for staff benefits? i.e. medical, provident
fund, gratuity, staff insurance, bonus etc. etc. depending on the
organisation’s own policies.
i) If organisations have relocation (while recruiting the candidates may
ask for relocation allowance to move from existing place to a new
place to take up a job) allowances policies that also need to be
calculated.
144
Notesj) Any other things that the organization may want to include as per
their organisation’s policies.
iii. Administration
This is one area which needs careful financial planning. Many times in spite
of proper planning the administrative costs go up because of various reasons
which may be beyond organizations control. As an example, when we prepare the
budget we may put the office rent as the amount we may be paying at that time. If
there are no written documents after few months the landlord may want to raise
the rent or vacate the building. Other e.g. consumption of electricity or
maintenance of vehicles etc. some of these heads could be:
Rent
Travel
Electricity
Water
Office Upkeep
Vehicle fuel
Vehicle maintenance
Salaries
Recruitment
Printing and Stationery
Internet/postage/Courier
Also other important point that needs to be discussed is whether all these come
under Administration or some of them could be part of the programme costs as
many donors may not like to approve admin costs beyond a certain percentage.
iv. Other things that need to look at while preparing a budget
Once the draft budget is prepared it is must to look at the following:
Check the formulas (if you are using a computer)
Check the number of units and the months etc.
145
Notes Look at the previous years financial reports and see whether it went as
planned or under/overspending in any heads. If so, keep them also in mind
while preparing a new budget.
Add 5 to 10% the overall budget to take care of inflations and unseen
expenses
Cost should always be estimated higher than the current rate and put 10%
higher to meet inflation etc.
If you are sending proposal for continuation of an existing programme
check if the activities proposed this year are more than last year, then
you also need to look at the administrative costs involved.
v. What happens when you have done a proper project planning?
Starting with need assessment stage and finally when you have done the
budgeting you found that the amount is much more than the donor likely to
approve. Since the donor would not give that much of money, you may think of
start cutting the budget here and there. By doing this, the whole time put in,
planning a project gets affected.
The best thing would be to do the whole process jointly with
the representative of the donor agency.
Otherwise without changing your proposed activities, you could
approach other donor agencies for joint funding. Or request the existing
donor to recommend to any other donor for full funding or joint funding.
4.4.2.f. Financial Planning and Budgeting
NGO receive specific grants to implement activities but it may not be
necessary that the entire allocated grant will be spent for a certain activity. NGOs
usually have their own internal valuation systems to judiciously allocate resources
for different activities. For this reason, it is important to undertake financial
planning and budget. So what is the procedure for this? Below are the steps
outlined for carrying out this process.
146
Notes
Budgets & Approvals
It is necessary that for every activity taken up by us to be
interpreted in financial terms and get the approval of the concerned
competent authority. Such interpretation takes the form of budgets detailing
each and every components of the activity so that a clear evaluation of the total
activity and the components thereof can be made by before approval. Such
budgets normally become necessary, for the following activities:
a) Meetings & conferences
b) Special events
c) Remuneration of Staff & Consultants
d) Capacity Building & other training programmes
e) Office Running Expenses
f) Promotional events
g) Travel
However, most of the times the expenses incurred on these activities are
part of our programs budget and specific grants are allocated for such expenses,
and would require only a simple sanction. It is therefore necessary that the budget
for such activities is prepared at the time of preparation of the plan itself. The
process to be followed is
a) Budget for each activity to be prepared giving break up of sub-activities
and related costs.
b) The budget has to be verified and certified by the finance/accounts
manager to ensure that the costs are realistic as compared to the
activities, and the budget captures all the required costs for such
activities only.
c) The necessary approval of the budget for incorporation into the Plan.
147
NotesWherever there are procurement of supplies and services for such
activities, the formalities with regard to multiple quotations, evaluations, etc. have
to be followed.
4.5 ACCOUNTING
4.5.1. Managing Accounts & Finances in NGOs – A Manual for developing
NGO Financial Management Policy
All registered NGOs are required to maintain a system for recording and
submitting all types of financial transactions made by them for the purposes of
implementing projects and running their organization. Since finances are a crucial
part of organizational management, it is always a better idea to maintain a
‘Financial Policy’ for following procedures to keep the accounting system
effective, transparent and easily manageable.
Following a systematic procedure and maintaining a policy on managing
of NGO finances is a strong indicator of the good health of an organization. Even
donor agencies would be most happy to render immediate funding support to such
NGOs which have systematic policies in place for effective financial
management. Operational or administrative manuals on conducting day-to-day
financial transactions can be strong tools to demonstrate the good governance,
transparency and systematic management of an NGO. Besides, such systems also
enable in keeping a track of NGO expenditures.
But how can NGOs develop such manual for accounting and financial
management? What are the various procedures for managing finances in an NGO?
What are different types of systems to be followed for accounts management in
NGOs? Is there a sample policy on NGO financial management?
We are providing a detailed explanation of how financial systems work in
NGOs and how NGOs can make use of this guidance material to develop their
148
Notesown financial policy for effective organizational management, fulfillment of local
statutory requirements and better mobilization of funding for the organization.
4.5.2. Types of Books and Documents to be maintained for accounts
management in NGOs
Following are listed the various types of books and documents
(bookkeeping) to be maintained by NGOs for proper and systematic accounting.
The same list can be mentioned in the financial management policy as well:
Account Books and Documents to be maintained
a. Cash Payment/Receipt Vouchers & Book
b. Bank Payment/Receipt Vouchers & Book
c. Summary/Daily Petty Cash Book
d. Journal Vouchers and Journal
e. General Ledger
f. Fixed Assets Register
g. Contract/Registration Documents
h. Attendance Register
i. Budget Copies of various grants
j. Utilization Certificates
k. FCRA and other relevant Registration papers
l. Copies of Consultancy agreements
m. Capital assets approvals
n. File of original bills of assets purchased
o. Copies of all Contracts and agreements.
p. Stationery Register
q. File containing Bank Mandate and authorized signatories
r. Quotation file for all purchases
s. Advance Payment Register (Advance to third parties & Staff Advances)
t. Check issue register
u. Cancelled check register
149
Notesv. Donation receipt issue register
4.5.3.. Receipts and Payment Account
This is like a summary of the cash and bank book and starts and ends with
the cash and bank balances. It differs from the income and expenditure statement
in that the income and expenditure statement does not show details of loans, sale
of assets, recovery of staff advances etc. At the end of every quarter a receipts and
payments account is prepared.
4.5.4. Preparation of the Final Accounts
Final accounts include a balance sheet and income and expenditure
account and a receipts and payments account would need to drawn up at the end
of the year.
4.5.5. Procedures for fund disbursements
All requests for payments are to be made using the appropriate forms.
Requests for payments are to be properly substantiated with the bills /
receipts and essential documents.
Requests for payments are prepared by accounts and submitted to
executive director for checking and approval.
4.6 BOOK KEEPING
Bookkeeping is basically sorting and organizing financial transaction in a
systematic way. Every financial transaction is allocated to a financial pigeon hole
called account. The recording system of NGO’s financial transaction allows
monitoring bank balances, status of funds receipts and expenditures and
comparative statements of budget vs. actual expenditure on a regular basis. NGO
150
Noteswill maintain records of fixed assets, petty cash disbursements, supplies,
inventory, the use and maintenance of office equipment.
4.6.1 Bookkeeping on Accounting and financial reports
The following sets of financial reports will be prepared by NGO:
a) Quarterly financial reports will be prepared for review by each individual
project manager of NGO’s specific projects as well as of its core activities.
This quarterly report will be reviewed by the board of NGO.
b) Financial reports to donors will be submitted as prescribed in the
agreement between donors and NGO.
c) Annual balance sheet and statement of income and expenditures will be
prepared for each fiscal year.
4.6.2. Bookkeeping on Auditing
Books of accounts of NGO shall be audited annually by an independent
auditor appointed by the general assembly. NGO may hire internal auditor in order
to streamline its accounting systems and procedures.
4.6.3. Bookkeeping on financial records
Every organization should strictly maintain the following financial records
i. Budget file
ii. Cash book
iii. Receipt and bill books
iv. Petty cash or imprest account
v. Acquaintance roll or salary registers
vi. Caution money or security register
vii. Voucher file
151
Notesviii. Bank account (resolution for operating of bank account, pay-in-slips,
pass book, bank conciliation statements)
ix. Ledger
x. Property register
xi. Stock registers
xii. File containing statement of accounts, audit reports and compliance
report
xiii. Order book
4.7. FUND RAISING
Remember money does not grow on trees. Even if a 'donation' is made to a
programme or activity, it is done with an objective in mind - sometimes simply to
get good karma. This is critical to understand when we approach a potential
sponsor - why is he donating? What advantages can they obtain?
Almost every voluntary or non-profit organization requires money either
to support its existing activities or to expand and improve it services. Fund raising
has no option other than hard work, but if the voluntary agencies have a cause or
programmes that deserve support and it is willing to really work at it, it can raise
considerable awareness, goodwill and money.
All the traditional methods of fund raising cannot produce satisfactory
results in the modern era. Though we prefer traditional techniques of fund raising,
such as raising funds from government, trusts etc, now we need to more
concentrate on various new methods and techniques of fund raising that ensure an
efficient and effective process of fund collection and produce the better result that
lead to sustainability as well. Following are the diverse methods and techniques of
fund raising that explains how NGOs could do it. Here, we also share some case
examples of reputed NGOs who have adapted these techniques in their fund
raising activities and achieved a great success.
152
Notes
4.7.1. Fund Raising Techniques
To organize funds for your organization, the following techniques are to be
applied and practiced.
Projects proposal writing
Institutional & Government funding
Different Fund Raising Plans
Direct Mailing Applications
Donation Boxes
Schools awareness cum sponsorship programmes
Corporate Fund Raising
Internet fund raising
Foreign funding
Cause related marketing
Awareness Events
Fund Raising events
Social Campaigns, trainings & seminars
4.7.2. Methods of Fund Raising
4.7.2.a. Through Funding Agencies
There are many funding agencies in India to whom NGO can approach
easily. Bilateral agencies in 2009-10 have invested 2.5 billion dollars in India.
Before preparing a proposal for any funding agency, it is important for the
voluntary agency to have a clear written vision and mission statement.
NGOs need to be fit in to the criterion given by funding agencies. Each
funding agency has their own thematic area for which they fund.
Voluntary organizations should first understand these areas for which
funding can be sought.
153
Notes Organizations should prepare & submit concept note. If Agency is
satisfied with the design of project proposed, then detailed project proposal
should be submitted. NGOs need to present their idea very specifically and
clearly. Funding agency will ask for objectives and outcome expected.
NGO should also abide to some conditionalities laid by FA about
evaluation, documentation and reporting, budget etc.
Funding agencies assess basically the impact of work done by NGO, what
kind of expertise NGO has, what is the objective NGOs posses to work in
community. Also they will look for how innovative the project is. (said by
Rati Misra – Resource Alliance)
4.7.2.b. Through Individuals
Most of the time this is directly face to face solicitation. This is, by far, the
best method of fund raising.
Before meeting the prospective donor, send him / her written letter or
appeal giving necessary information about the activity for which NGO
intends to raise the funds.
On behalf of NGO the person who is involved in fund-raising, should try
to gather all possible information about the funder.
Do not rush into the solicitation – interested try to steer the conversation to
the need that requires to be addressed.
When requesting a specific sum of money, do not think in terms of what
the donor may give. Think in terms of what the donor could be or is,
capable of giving.
4.7.2.c. A technique of Direct Appeal
It also includes sending public appeal through post / courier. In such case, NGOs
should usually require a cause that has a broad appeal. It is also important to select
the target group with the utmost care.
154
Notes Prepare the list of names and addresses of potential individual donors.
Since it involves the expenditure of posting, NGOs need to do careful
scrutiny of available contacts.
The stationary, including the envelope, should be of good quality.
It is always better to send additional printed return envelop stating name
and address and contact number of the executive office attached with the
appeal so that it will be easy for donor to send a Cheque / DD directly at
the address mentioned therein.
If sure of getting donation or after getting donations, it is the duty of NGO
to acknowledge the donor immediately through proper correspondence.
The appeal should be short and must tell a good success story.
It should not only attract the reader’s attention and interest, but also stir
within him the desire to act. Therefore it is needed to communicate the
need in human terms.
4.7.2.d. Government Departments
Receiving Government support may bring a degree of recognition and
credibility to the organization. Government funding is substantial in terms of
volume and it is a great source of fund. However, dependence on Government
could also make the organization vulnerable to government control or political
pressure. The Central and the State Governments, however, have several schemes
for assistance to voluntary agencies in areas of human resource development,
welfare of women, children and marginalized communities; health, family welfare
etc As Rati Misra (Resource Alliance) said NGOs should realize that government
funding will add value to the profile of their NGO and they should put their focus
in communicating their work to concerned government department. In the year
2008-09, Government has spent 2.5 billion dollars in social sector.
4.7.2.f. Corpus or endowments
155
NotesIt is a “capital receipt” and therefore not treated as income. Donor must
express the intent in writing that the donation is towards corpus. Corpus donation
should preferably be invested in long-term deposit and only the interest used.
4.7.2.g. Through Cause Related Marketing
The process involves allowing a small percentage of the profit on any
consumer item to be designated towards a charity.
This system has a three-pronged effect, benefiting the manufacturer, the
consumer and the charity.
The consumer feels inclined to buy the product because he has the added
advantage of buying a good (cause-related) product and being
philanthropic at the same time. This naturally boots the sale of any cause
related product and the manufacturer is able to make more profit in spite of
being philanthropic.
o And last, but not the least, the charity earns the valuable income
without much effort.
o Search the companies which would like to tie-up with NGOs that
synchronize with their CSR objectives matching with the
objectives of the NGO.
4.7.2.h. E- Fund Raising
An online Payment System allows you to be open 24 hours a day, 7 days a
week and 365 days a year.
Not only is this is an important convenience for your donors and
individuals; it also means more revenue for you.
o An online system also helps you to reduce your overhead costs.
o The most important part of online is accepting donations from your
donors ranging from a single transaction to a series of transactions
from a donor.
o Online payment processing offers a donor the convenience of
submitting their credit card or other forms of payment on your Web
156
Notessite, and for you to actually receive the money from this
transaction.
o You can also go for e- marketing of your products which finally
aims at raising funds through selling the products online.
4.7.2.i. Through events
Special events include organizing a film premier or a dance/musical programme
or a fashion show or a gala dinner or a carnival.
Special brochures or souvenirs can be brought out on such occasions and
advertisements solicited for inclusion in the same.
Banners and other forms of display advertisements bring in good revenue
as well.
Special events require a lot of hard work, planning, teamwork and
organizing.
Often, organizations spend months in preparing for just an evening’s
programme. General experience indicates a low return from such events in
terms of money. However, in terms of launching the organization,
awareness-building about the cause and general goodwill and visibility, the
returns are high.
It requires corporate sponsorships to cover the fixed costs.
If your organization decides to organize such events with specific
frequency (once in two years), you should have a permanent good
planning team. You should acknowledge all you funders at this occasion.
NGO may organize any event where all the beneficiaries are invited and
also arrange any celebrity, so that credibility of your project or work will
be demonstrated to society.
4.7.2.j. Pay roll giving
Pay roll giving is nothing but deduction of certain percentage of amount of total
salary of employee. This is the strategy which is decided at board level and
directly implemented in organization. Many IT companies and corporates adapt
these strategies of donating certain amount especially in the time of certain natural 157
Notesor manmade disasters. Philanthropic organizations with a broad and visible cause
should first approach the chairman of Managing Director of a company and get
him sufficiently interested in the cause. Payroll giving is not the easiest way to
raise money. Personal solicitation is a must.
4.7.2.k. Corporate
As an NGO we have to realize that the funds are required for what our programs
stand for. They are the product we sell. In the year 2008-09, corporates have
contributed approximately 6 billion dollars (nearly 30,000 crores) in social sector.
(ref: Pooranchandra Pandey, Times Foundation).
It is important to understand what a company focuses on as part of its
CSR, or might have product synergies towards owing to their business.
It is important to research well and make a more focused approach in
identifying corporates.
A corporate in most cases is open to funding various aspects as long as the
program of NGO matches the broad outline with their CSR focus. As long
as the need can be justified, the output well defined - funding from
corporate will always be easier to click.
Corporates expect reports, tax exemptions and their own visibility in NGO
programmes.
Confirm the pattern of documentation, reporting and monitoring and
adhere to those formats with less flexibility. (Inputs given by Lalita
Sachdeva, UNICEF).
4.7.2.l. In kind donations
An in-kind donation is also very important way of raising funds.
Many people / companies wish to write off their furniture and equipments
after some period or they may prefer to donate brand new equipments to
NGO instead of donating plain amount.
NGO should respect these donors also as they play very important role in
giving something useful to NGOs.
158
Notes NGO should maintain relationships with these people who always like to
donate in kind.
Many people donate brand new laptop, fax machine, telephone
instruments, printer, some stationary etc.
4.7.2.m. Fund Raising at local level
i. Direct Mailing Application
Direct mailing application process (DMA) is a very vital aspect of fund raising
techniques available for NGO sector. It is a direct marketing activity by which you
take your appeal to the people & individualizing your appeal to the target
Population. To make donation easy, a donor should be given following facilities.
a) Business Reply Envelope (BRE)
b) Modes of payment i.e Cheque/ DD/ Cash/ Credit Card/ Bank
transfer/Swift Code etc.
ii. Donation Boxes
NGO can place donation boxes at various profitable locations. A Donation
Box not only creates visibility of the NGO but also generate some money.
iii. School Awareness cum sponsorship Programme
School fundraising is one of the wide spectrum of fundraising methods by
which the funds are raised from the community through the medium of school
students by educating them about the cause.” Normally an event is organized in
the school with the two pronged objective of creating awareness and raising funds.
4.7.3. Useful tips for fund raising
159
Notes1. Write / speak accurately, factually, convincingly and cheerfully.
2. Avoid jargons– it may be viewed a pretentious.
3. Your appeal should be addressed to the right person with proper
designation and correct spelling
4. Avoid making your appeal look mass-produced.
5. Write to the individual, keeping his / her special interests and concerns in
mind.
6. Try to be realistic in presenting in your case. In your enthusiasm you may
end up overstating the need, the projected outcomes or the basic facts
about your organization.
7. Avoid very small fonts and very close-spaced types.
8. Focus on inspiring and not just impressing the reader / listener.
9. Use photographs, tables, graphics and animation if possible.
10. Create a good slogan and use it (e.g. “Together we will overcome poverty /
illiteracy…….”)
11. A well-produced brochure or a powerful poster can present a positive
image of your organization.
12. Tell a story (how someone’s life changed because……….). A good story
brings your message to life.
13. Long reports and letters are seldom read. Be brief and to the point.
14. Your stationary need not be very fancy, but it should be of reasonably
good quality.
15. Mean what you say and say what you mean.
16. Be assertive (decide what your organization or cause really needs and ask
for it clearly and confidently) but never aggressively.
17. Never suggest that money should be given because your organization
deserves help. An organization has no needs. It is the community that has
needs. Society has problems to solve and your organization has the
solution.
18. If media coverage is important to you, then time and resources must be
spent planning and executing media strategies.
160
Notes19. The success of your media strategy will largely depend on your contacts
with reporters, assignment desk editors and other media representatives.
20. Press conference should be called only when you have breaking news or
you wish to announce a major event.
21. Mass media campaigns are a calculated risk because of the high
probability of misquotes and distortions by reporters.
22. Be passionate
23. Do it with Confidence
24. Have a “Can do” attitude
25. Fund-raising is an art, not a science. Bring your own creativity to it and
remain flexible.
26. Recruit staff with commitment first, techniques second
Say what you mean; mean what you say.
27. Make the donor feel he is an insider - that he owns the organization. He
will defend and support his institution.
28. Write copy as if from one person to another person; not from an
organization to a donor.
29. Make sure you see and read mail from donors. It is the way to know what
they are thinking about you.
30. In every piece of mail and all publications, including Annual Reports -
always provide the opportunity to give.
31. The person answering your phone represents your organization.
32. Please do not fund raise if your organization is unable to cope with
opening the mail and answering it properly!
33. Tell the truth and facts always - credibility is important in fund-raising.
34. Tell your donors how their money helped to make a difference.
35. Emotion, rather than reason, leads to charity.
36. Induce action; always use a reply envelope.
37. Be specific; speak of specific cases or individuals - avoid generalities.
38. Long words put donors to sleep and sleepy people cannot write cheques.
39. Use more photographs – one picture is worth a thousand words.
161
Notes40. Do not write about a huge problem, which an individual cannot solve
through his donation.
41. Aim for something within the reach of an individual.
42. Talk about sponsoring a child and not 10,000 children.
4.7.4. Inputs by Gagan Sethi, Managing Trustee, Janvikas, Ahmedabad on
Government Funding
Any NGO can obtain government funding only after showing their last
three year’s record of their work which includes documentation,
photographs of various programmes, accounting records for last three
years etc.
Time distance between approval of funds and actual allotment of
installment is too large. Sometimes funds are made available after
completion of financial year in which approval was given. Therefore you
should have some advance system which is useful for actual
implementation as well as useful for maintaining books of accounts.
Do not depend totally on government funding since the process is very
lengthy. Government might be a part funder. It may give some additional
value to your existing funding.
If organization applies for any larger project e.g. watershed project for
entire habitation or district, a separate committee of government will first
scrutinize the organization’s work which has been done in last few years.
Some projects have guideline based applications which should be
considered carefully by NGO.
Organization should always remember that somebody is listening to them
from very high level. Therefore NGO should fulfill all the formalities in
time which has been asked for.
Organization should always remember that when they get funding from
government, they will be accessible to only 80% of total amount of
funding. They should consider that 20% of funding will not be available in
their hands.
162
Notes
4.7.5. Types of government funding
There are two types of government funding as follows.
1. Funding to local self government (monitoring is much stronger in these
cases)
2. Funding to individual organization (monitoring is not that strong since
many times these funds are given on the basis of some unethical practices).
4.7.6. Fund Raising Realities and Strategies
The reality Strategy
Easier to get money for one
event than for a sustained
long-term programme
Develop a comprehensive long-term programme,
but break it into smaller chunk sized bits, to seek
funding for each part, from the same or
sometimes different sources
More and more NGOs are
seeking more money from
traditional funding sources
Develop a more diversified range of donors who
can provide different amounts at different points
of a programme/project's implementation. Seek
both local as well as overseas donors.
Many donors are providing
much less money than
required, or simply do not
have enough
A diversified fund-raising programme is very
important. An interesting thumb-rule - closer the
donor, smaller the amount. A person walking on
the street in your town may provide only small
change that he currently has in his pocket. But a
more 'distant' person or organization may provide
more funding.
There are many conditions
and terms imposed on funds
provided by most donors that
may restrict its use
Understand the need for these conditions/terms
by looking at it from the donors' perspective;
ensure that you have communicated your needs
very clearly - the who, how, why and when; try
to find a middle ground in negotiating with the
163
Notes
donor - satisfy their needs without sacrificing
your own.
Technical knowledge and
information (especially
through consultants) is very
expensive and takes up much
of a funding request.
Try to seek in-kind contributions from experts,
especially from a corporation or company. This
puts them in a good light, and enables them to be
community-friendly. This can be done in the
form of advice, work-time, equipment use etc.
Note that this is different from a 'donation'. The
relationship between the NGO and the expert is
longer and stronger.
Misdeeds and fraud by some
NGOs taint the sector as a
whole, creating mistrust and
misunderstanding
Get out of the 'charity' angle. Develop clear
professionalism among the staff members.
Always be willing to provide info on the NGO's
goals and objectives, as well as programmes. Get
third party organizations to write about the
programme and projects. Keep good relations
with the media, and cultivate spokespersons
among the staff members.
Sometimes it is so difficult to
find a donor who is willing to
finance a specific programme
or project.
Look in other places. Sometimes a local
businessman or company may be willing to help
- only if and when asked! Seek funding from
'non-traditional' sources that may exist in your
own backyard.
It takes so much time, effort
and money itself to find and
secure funding
All staff members of an NGO should spend part
of their time in fund raising - each catering to
different aspects of the process - writing
proposals, finding and networking with donors,
negotiating, writing reports etc.
Fund raising activities need
skills and knowledge to be
effective and successful -
which most NGOs do not
Creating NGO Networks, NGO service centers,
information kiosks etc. help in pooling and
developing the knowledge and skills needed for
164
Notes
have this purpose.
NGOs, in many cases, are in
competition with each other to
seek and find funds
Try to find the differences and uniqueness of
your own programme/projects. What new
approach have you used? Usually, each NGO
services a different aspect or a different
community - with rare overlap. Develop a 'bigger
picture' with other NGOs that illustrates
comprehensive and diverse package of services
and projects.
4.8. OFFICE MANAGEMENT MAINTENANCE OF RECORDS
In every organization, certain amount of records is to be maintained. These
may be in the forms of books, files, registers, etc.,
4.8.1. Definition of Recording
According to oxford dictionary “ recording refers to writing or printing of
facts as these happen for the purpose of keeping them in memory as an evidence
to be used at some future time” records, therefore, may be in writing or in other
permanent form to be used for reference in future.
4.8.2. Purpose of record maintenance
i. To improve the professional skills and techniques of workers.
ii. To evaluate the work of the agency and to improve upon methods and
techniques used therein.
iii. To create satisfaction and keep up the interest of the workers
iv. To build up a body of knowledge of Social Work administration.
v. To facilitate supervision and training
165
Notesvi. To show progress of the agency to the board, community, public
authorities etc
vii. To ensure continuity of work and keep note thereof.
viii. To do work on a systematic basis
ix. To account for funds given to the agency.
x. To render effective and systematic service to beneficiaries.
xi. To ensure better agency managements.
4.8.3. Types of records and maintenance of records
The following records are to be maintained in a welfare agency.
i. Organizational records
a) Registration certificate
b) Copy of the constitution, bye-laws of the agency etc.
c) Agenda papers
d) Minutes of books/register
e) Returns to be filed with the registrar of societies
f) Register of board members with their addresses
g) Resolutions for formulation of the committee, sub-committee
and record of their work.
ii. Programme records
a) General
1. Blue-print of the agency’s plan of work for a given period
and details of the schemes to be implemented
2. Case-histories in case work process
3. Socio-grams in group work agencies
4. Survey report of the community
5. Dairy of the field workers
6. Attendance register for programme staff
7. Register of volunteers
8. Admission of beneficiaries register
166
Notes9. Inspection or visitor’s books copies of new scheme
iii. Administrative records
1. Personnel files of staff members
2. Register of staff members
3. Attendance register
4. Leave record
5. Log book
6. Telephone calls register
7. Building plan file, sanctioned plan, completion certificate, rent-
deed, etc.
8. File for each branch
iv. Procedural records
a) Diary
b) Despatch register
c) Register of files
d) Reminder register
e) File movement register
f) Recording and weeding out register
v. Financial records
1. Budget file
2. Cash book
3. Receipt and bill books
4. Petty cash or imprest account
5. Acquaintance roll or salary registers
6. Caution money or security register
7. Voucher file
8. Bank account (resolution for operating of bank account, pay-in-
slips, pass book, bank conciliation statements)
9. Ledger
167
Notes10. Property register
11. Stock registers
12. File containing statement of accounts, audit reports and
compliance report
13. Order book
vi. General records
1. Annual report
2. File containing material for the annual report for the next year
3. List of addresses of agency’s contacts
4.8.4. Guidelines for maintaining records
i. Records should be small enough to meet the minimum requirements of
the
agency and large enough to fulfill their general objective. Records should
be instrument of good work, rather than a hindrance in work.
ii. Kinds of records to be maintained should be decided by the agency
from
time to time to suit its work programme.
iii. Forms to be used in maintaining records and contents of such forms
should
be decided by the executive. Before standardization of a form, it should be
tried or field-tested on experimental basis.
iv. Methods or style of writing records on uniform basis should be clearly
laid
down by the head of the organization in order to have uniformity and
continuity.
v. Responsibility for writing records should be fixed on officials /
workers.
vi. The duties for supervision of the records and checking them should be
fixed.
168
Notesvii. The frequency of writing different records and periodicity of checking
these should be fixed.
viii The manner of utilizing records while in use and thereafter should be
clearly known in order to justify their maintenance.
ix. There should be a system of rules governing recording, binding, weeding
out and destroying of records with proper indexing thereof.
x. Records should be arranged properly in racks, almirahs etc, depending on
their nature, frequently of use and should be preserved / stored according
to their importance, in suitable places.
4.9. SUPERVISION
Supervision is a technique of staff developmental and staff management.
Supervision is face to face over-sight of assigned tasks and responsibilities for the
purpose of assuring proper and effective performance. It is not a negative aspect
of fault finding but a positive method of staff development in order to render
better quality service. The principles of supervision are derived from the
techniques of social work and method of administration.
4.9.1. Types of supervision
The supervision can be of the following categories
1. Supervision of the technical person by administrative or voluntary
supervisor.
2. Supervision of the administrative persons by voluntary or technical person
3. Organizational supervision – national to state and state to district.
4. Financial supervision of and by people having knowledge of financial
rules and regulations.
4.9.2 Purposes and functions of supervision
Supervision has the following purposes and functions
169
Notes1. To see that the work is carried out in accordance with the rules,
instructions and requirement of the agency.
2. To educate and develop the worker
3. To direct and guide the workers and arouse in them the interest in work.
4. To assist the supervisor in having a grasp of the work
5. To bring out the best service from the worker
6. To evaluate and assess the capacity and performance of the worker and to
help in better performance through corrective measures and rewards
7. To bring about harmony and team work among the employees
8. To produce orderliness in procedure and to maintain and develop standards
of performance
9. To get weak spots in performance and to assist the supervision in
eliminating them
10. To transmit the inspiration of the leader to members of the staff.
11. To help the staff and guide them
4.9.3 Conditions of good supervision
Supervision can be effective and useful provided certain conditions exist; some of
these are:
i. Qualification for different posts particularly of the supervision and the
supervisee are laid down.
ii. By virtue of his qualification, experience and knowledge, the supervisor
commands respect.
iii. Well-defined administrative structure with clear line of authority exists in
the organization. This also requires working out of job charts in the
organization.
iv. Arrangements for training orientation and refresher course exist in the
organization.
v. There is proper atmosphere, complete absence of fear and suspicion for
proper discipline and harmonious relationship.
170
Notes
4.9.4 Methods and techniques and Supervision
There is a variety of methods and techniques of proper and purposeful
supervision, depending upon the situation of each case. Some of these methods are
illustrated below.
i. Inspecting or visiting the supervisee if he is away from the supervisor.
ii. Individual interviews with supervisee and developing professional rapport.
iii. Staff meetings, conferences
iv. Presence of a supervisor at a meeting or a class or any other work situation
taken up by the supervisee.
v. The supervisor acts as a teacher or an advisor. He helps and guides. He
shares knowledge and skills with the workers.
vi. The partnership concept and let us do it
vii. Use of human approach
viii. Grant of incentives, awards and promotions
4.9.5 Do’s in supervision
In the process of supervision, the following are certain do’s in supervision
which may be kept in mind:
i. The supervisor should have the understanding of the human behavior
ii. The supervisor should build up a relationship with the staff which has the
element of impartiality, ability and willingness
iii. The supervisor should encourage the supervisee when he had a difficult
task or a problem to tackle by expressing his confidence in his ability to
handle it.
iv. The supervisee should be praised warmly when he has done some good
work.
171
Notesv. Any situation where a supervisee is disturbed over a problem, the
supervisor should show sympathy and concern.
4.9.6 Don’ts in supervision
There are also some Don’ts in the process of supervision. Some of these
are illustrated below.
i. The supervisor should not criticize, rebuke or humiliate the supervisee in
the presence of others.
ii. A supervisee should not be compared with his other colleagues.
iii. The supervisor should not undermine the authority or status of the
supervisee by encouraging his subordinates to carry tales against him or to
keep an eye on him
iv. The supervisor should not give the impression of having any favorites or
showing prejudice against any one.
v. The supervisor should not insist on rigid application of the rules
4.10 EVALUATION
Evaluation, like monitoring, looks at whether objectives have been
achieved. But it tries to stand back and look at the longer-term objectives – Are
you on the right road? Is your project going to change the problem?
4.10.1. Introduction
Appraisal or judgment of the worth and effectiveness of all the processes
designed to ensure the agency to accomplish its objectives said to be an
evaluation. Evaluation is essentially the study and review of past operating
experiences. It implies critical analysis of quality of the relationships, which have
172
Notesbeen developed between all groups. It implies a willingness to measure results and
to make changes in both goals and methods as a result of considered evidence.
Evaluation becomes a resource for the continuous strengthening of all individuals
and groups in the agency setting.
4.10.2The Meaning of Evaluation
Evaluation is a process of judging value on what a project or programme
has achieved particularly in relation to activities planned and overall objectives.
It involves value judgement and hence it is different from monitoring (which is
observation and reporting of observations).
4.10.3 Purpose of Evaluation
a) Evaluation is important to identify the constraints or bottlenecks that
hinder the project in achieving its objectives. Solutions to the constraints
can then be identified and implemented.
b) Evaluation also enables the project planners and implementers to assess
the benefits and costs that accrue to the intended direct and indirect
beneficiaries of the project. If the project implemented is, for example, the
protection of a spring, evaluation highlights the benefits to the people who
fetch and use water and the cost to the people whose land is wasted and
whose crops are destroyed during the process of water collection.
c) Evaluation is essential for drawing lessons from the project
implementation experience and using the lessons in the planning of other
projects in that community and elsewhere.
d) Finally, evaluation should provide a clear picture of the extent to which the
intended objectives of the activities and the project have been realized.
4.10.4 The Process of Evaluation
173
NotesEvaluation can and should be done: (a) before, (b) during, and (c) after
implementation.
4.10.4.a. Before project implementation
Evaluation is needed in order to:
Assess the possible consequences of the planned project(s) to the people in
the community over a period of time;
Make a final decision on what project alternative should be implemented;
and
Assist in making decisions on how the project will be implemented.
4.10.4.b. During project implementation
Evaluation should be a continuous process and should take place in all project
implementation activities. This enables the project planners and implementers to
progressively review the project strategies according to the changing
circumstances in order to attain the desired activity and project objectives.
4.10.4.c. After project implementation
This is to retrace the project planning and implementation process, and
results after project implementation. This further helps in:
Identifying constraints or bottlenecks inherent in the implementation
phase;
Assessing the actual benefits and the number of people who benefited;
Providing ideas on the strength of the project, for replication; and
Providing a clear picture of the extent to which the intended objectives of
the project have been realized.
4.10.5 Function serves the following purposess
174
Notes A scientific approach to assess the achievements of a program
It is a process to assess the extent to which objectives laid-down for a
program have been achieved.
The manner and the degree to which the program has developed and the
gaps in the implementation of the program has left.
Evaluation also measures the extent of the community participation and
brings out the anticipated consequences.
In brief, evaluation measures results so that the lessons learnt from the
result of program implementation are utilized for taking corrective
measures for future. Thus, evaluation helps in making the program
implementation as efficient and economical.
4.10.6 Functions of evaluation as mentioned of Paul Chowdry
By evaluation we check-up the IQ of the agency
Evaluation is necessary to judge the effectiveness of the program, keeping
in view of the changing needs of the society
Further facts are essential for sound planning and the task of the policy-
making , which are provided by evaluation and research
Through evaluation, we can measure accomplishment in order to avoid
weakness and future mistakes.
Evaluation helps us to see efficiency of the techniques and skills employed
in a welfare programme so that these techniques and skills should be
further improved, if necessary.
Evaluation also helps the agency to understand how far objectives and the
policy laid down by the agency are being fulfilled and to assess the
shortfalls.
By the results of the agency’s program, we can also know about the
benefits going to the people for whom the program was meant. It gives a
sense of satisfaction to the organizers.
175
Notes Evaluation is also necessary to understand the degree of participation of
the community in welfare programmes and the relationship of the agency
with other agencies so as to avoid overlapping.
Evaluation helps agencies make a comprehensive view of their purpose,
programs with a view to self-improvement and guidance to workers.
Evaluation helps agencies make plans for future work on the basis of data
collected.
4.10.7 Principles of evaluation
The following are the some of the broad principles, which should be kept in view
in evaluation
Evaluation is a continuous process
Evaluation should involve minimum possible costs
Evaluation should be done with prejudice to day-to-today work.
Evaluation must be done on a cooperative basis, in which the entire staff
and the board members should participate.
As far as possible, the agency should start itself evaluate its programme,
but occasionally outside evaluation machinery should also be made use of.
Total overall examination of the agency will reveal strengths and
weaknesses.
To make evaluation easy and less-time consuming, the agency should keep
on collecting statistics during the course of the year.
The result of evaluation should be shared with workers of the agency.
4.10.8 Types of evaluation
The organization goes for an evaluation through different types. They are:
a. Internal evaluation
b. External evaluation
Based on time factor, the evaluation is of the following types:
176
Notes
Ex-ante: This will be done before the incidence has taken place, i.e, appraisal or
benchmark survey
Concurrent: During the operation of the programme to provide feedback for
monitoring purposes
Terminal: On completion of work, findings are arrived at.
4.10.8.a. Internal evaluation
In internal evaluation, the staff, board members and the beneficiaries
participates.
It is a continuous process, which is done at the various points and in
respect of various aspects of the working of an agency
Appointment of special committees to go into the working of particular
aspects, branch or programmes of the agency or to study particular
techniques or procedure may be useful.
4.10.8.b. External evaluation
External evaluation is done by an outside agency, may be governmental or
non-governmental. This may be again of two types.
i. Grant-giving bodies for the purpose of finding out how the money
given is utilized by grantee agency for running, improving and
developing its programme. In this category, may be included the
central social welfare board which evaluates the programmes and
business practices of aided agencies through an experienced and
qualified inspectorate.
ii. The other types of external evaluation is by the licensing authority or
by the parent organization, with a view to finding out the effectiveness
of the programme of the agency and to see how far the standards laid
down are put into practice. Public agencies are also subject to
inspection by the staff of the supervisory department and auditors.
177
Notes
4.10.9. Tools of evaluation
Evaluation is done by non-research staff may not require many tools. Staff
meetings may be necessary in order to lay down the objectives of evaluation, and
their procedure for self-appraisal. However, a questionnaire for this purpose may
sometime be useful in order to obtain information on specific areas of the
agency’s work. Various records regularly maintained by the agency might also
become the basis of periodic evaluation.
4.10.10. Monitoring and evaluation in NGOs.
Monitoring and evaluation are separate practices dedicated to the assessment of
your NGO’s overall performance. Monitoring is a systematic and long-term
process that gathers information in regards to the progress made by an
implemented project. Evaluation is time specific and it’s performed to judge
whether a project has reached its goals and delivered what expected according to
its original plan.
First of all, Monitoring and Evaluation (M&E) are important to assess that
project/programme have achieved set targets or not. For instance, by monitoring
the development of the project, we will easily understand whether strategic
changes need to be made and act accordingly. Second, M&E are relevant to
donors who need to assess whether your NGO is a reliable partner. By reviewing
milestones and final outcomes of your projects, donors will decide on the
accountability of your NGO, upon which further collaborations could be
established. As such, to develop a strong M&E plan is of vital importance.
Monitoring is for NGOs, not for donors.
178
Notes
4.11. PUBLIC RELATION
4.11.1. Definition of Public relation
Public relations, according to Cutlip, Center, and Broom, is the
management function that identifies, establishes and maintains mutually beneficial
relationships between an organization and the various publics on whom its success
or failure depends.
According to Glen Cameron, University of Missouri, Public Relations is the
“strategic management of competition and conflict for the benefit of one’s own
organization—and when possible—also for the mutual benefit of the organization
and its various stakeholders or publics.”
4.11.2. The meaning public relations
“Public Relations is a strategic communication process that builds
mutually beneficial relationships between organizations and their publics.”
o focuses on the basic concept of public relations
o As a communication process, one that is strategic in nature and
emphasizing “mutually beneficial relationships.”
“Public relations help an organization and its publics adapt mutually to
each other.”
4.11.3. Public Relations and its Key Terms
o Deliberate
o Planned
o Performance
o Public interest
o Two-way communication
o Strategic management of competition and conflict
179
Notes
4.11.4. The Components of Public Relations
o Counseling
o Workplace diversity
o Research
o Special events
o Media relations
o Marketing communications
o Publicity/image building
o Speech writing
o Employee/member relations
o Corporate communication
o Community relations
o Public service
o Public affairs/lobbying
o Image building
o Government affairs
o Branding
o Issue management
o Personal
o Financial relations
o Advocacy
o Industry relations
o Entertainment
o Development
o Crisis
o Multicultural relations
o Educational
4.11.5. PR is multifaceted
180
Notes Public relations professionals must have skills in:
o Written communication
o Interpersonal communication
o Research
o Negotiation
o Creativity
o Logistics
o Facilitation
o Problem solving
o Evaluation
4.11.6. Concept of public relation
Public relation as a concept was critically evolved in business and industry and it
subsequently spread to other areas of human activity. This profession is
immensely applicable in government and public institutions like corporations,
municipalities, universities, hospitals, professional and social service
organizations. Public relations were in practice in people’s daily life even before
the emergence of industry, business and government. Public relations are the
result of the action inherent in an individual, an institution or an organization.
Public relation is never a monopoly of practitioners. In fact members of an
organization and especially those in leadership, management and supervisory
positions have a very important pr role to play. People who adopt the art of public
relations stand better chance of survival and success since they can always find
areas of mutual interest. They can use modern methods of communication and
persuasion which go a long way in establishing mutual understanding. a) Meaning
of public relation Public is a group of similar individuals, an assortment of persons
having similar interest, problems goals and circumstances. It is generally from
such sources that opinions emerge. Public comes in many forms and sizes. They
have a multitude of desires and wants. Public has its own likes and dislikes which
sometimes can even be strong. Employees are one form of public and employers
181
Notesother form. Other members of the public are dealers, wholesalers, brokers and
investors. Each of these groups tries to attract a distinct audience with its varied
tools and techniques. In short public is any group of people who share a common
interest. b) Relations: It is the outcome of mutual understanding which is derived
from the process of sharing of the common interest. The need to establish relation
with one another is created because of human wants. The respective wants of two
individuals will affect their relationship. Therefore one must understand the wants
of those involved in order to understand any relationship. c) Public relations: By
the integration of the above two human element viz. public and relations we get
public relation. It is a profession that is a part and parcel of management function.
4.11.7. Objectives of public relation in welfare agency
A well organized public relations work in a welfare agency fulfills the following
objectives
i. Keeping the community informed about the problems, the agency
tries to tackle and accordingly services organized therefore.
ii. Informing the tax-payers and donor as to how their money is being
utilized.
iii. Informing prospective beneficiaries about the benefits available for
them through an agency’s services.
iv. Keeping the agency alert about the public criticism and thus trying
to maintain minimum standards, so that the services rendered do
not offend the public eye.
v. Bringing about modifications, if necessary in the attitudes of
people towards social problems.
In addition to the above, objectives of the Public relations in any organizations
will have to fulfill the following
1. To promote mutual understanding.
2. To persuade individuals, groups etc.
182
Notes3. Help in fund raising.
4. Change the behaviour and attitude of the public.
5. Influence people.
6. To win friends.
7. Avoid risk involved in misunderstanding.
8. Prepare and supply the public with information about the organization
like price, quality, export, employment and other special features.
9. Provide information about the activities of the company, to the press
and writers.
10. Liaise, counsel and advise.
11. Improve internal staff relations.
12. Help the public to love life and work for better or for worse without
conditions.
13. Undertake a public relation education programme.
14. Forestall attack by the competitors or opponents.
15. Create and maintain image and reputation of the company.
16. Promote goodwill.
17. Correct misconceptions and clarify on criticisms of its policies and
practices.
18. Establish relations with the federal and state legislators, agencies.
19. Undertake a campaign of public education about an industry or
profession and its contribution to the public.
20. Communicate with the employees on their benefits, accident
prevention, labour relations and collective bargaining.
21. Establish press relations, publicity articles preparation, press release,
photographs.
22. Undertake programmes like sales training courses for retailers, whole
sellers.
23. Undertake programmes like sales training courses for retailers,
wholesalers.
24. Sponsor dealer and distributor relations schemes.
183
Notes25. Ascertain public opinion, conduct opinion research and understand
public attitudes on the organization, profession and practice.
4.11.8. Need for public relation
In the present age the human society has become so complicated and
differentiated that individuals at least in the develop countries is no longer able to
live without adequate information and communication. It is a fact that in this
increasingly automated world man can no longer exist incomplete isolation. The
need for public relation arises due to the following three fundamental factors.
i. Communication: To be the means of communication have reached to
almost a stage of perfection. It is possible to receive information at any
given period of time. Though the adequate information is theoretically but
no means it is guaranteed in each individual case so public relation is
needed.
ii. New information order: It is very difficult to answer we are correctly
inform. There are various sources like countless lectures, books many
discussions in radio and television. But we can not guarantee the
correctness of the information. The information is without direction and it
is incomplete or inaccurate. Information is without direction and it is
incomplete or inaccurate. Information must be prepared essential
information must be separated from three wheel matter. The interest of the
receiver must be aroused in the right direction. Here there is a need for
public relation.
iii. Mutuality and understanding: Mutuality is based on interaction between
consideration for public opinion and the need of communicator to inform
and establish contact. Understanding is created by providing inside into a
reporting on all necessary matters. Confidences cultivated by bringing the
184
Notesaim of the organization into harmony with public interest. In these ways
the goodwill of the company is won among the general public.
4.11.9 Methods of public relations
Public relations work can be broadly classified into three main heads:
i. personnel contacts
ii. visual means
iii. spoken words
Personal contacts: Personnel contacts of Board members, the members of the
Managing Committee and the staff with the members of community, beneficiaries,
donours and governmental and non-governmental agencies is a very effective
method of public relations. This could be done by inviting various persons to visit
the agency, arranging seminars and conferences and inviting a few people to
annual meetings of the agency by attending meeting and conferences organized by
other agencies, coordinating councils, etc.
Visual means: Under this head can be included newspapers, magazines, reports,
folders, pamphlets, photographs, television and slides. Some of the agencies may
use any one or more media of dissemination of information regarding the agency’s
working to the various people, but before deciding to choose a particular medium,
attention is to be focused on the kinds of the groups to be informed. A close
contact with the journalists and editors of the area will prove very useful in
making use of local newspapers and journals. Some of the agencies like Nehru
Yuva Kendra, Indian Conference of Social Work, Young Men’s Christian
Association, Indian Council for Child Welfare etc issue monthly newsletters and
bulletins to other readers in order to acquaint them with the day-to-day work.
This practice could be adopted with advantage by other agencies.
185
NotesTelevision is a very strong media for reaching the people. In fact Indian
T.V has already started screening serials and messages useful for families, women
issues, child welfare, adoption, children in institution and messages regarding
immunization, education of girls, small family norm, nutrition for girls and
expectant and nursing mothers etc. agencies use this media for projecting their
services.
An agency could also encourage visits by members of the community,
political leaders, journalists, protective donors, beneficiaries etc in order to give
them the idea of the problem the agency is trying to tackle, the methods used, the
services rendered and its requirement for development and improvements of its
services. In India, some of our agencies do not even prepare their annual reports,
which is a must for every social agency. It is necessary for us to have a regular
system of publishing the annual reports.
Spoken words: Use of radio, community meetings, lectures etc may be some of
the methods to be used for the purpose. With a network of radio stations and
television in India, it may be possible for an agency, if it is really doing useful
work, to make use of the services of All India Radio. Short talks, features,
interviews with the beneficiaries, the staff and the Board members of an agency
could form part of a bigger programme of focusing public attention on a particular
problem.
4.11.10Principles of public relations
The following are some of the broad principles which should be kept in
view, while organizing public relations work.
i. Focus should always be on various groups whom we are trying to
approach.
ii. While preparing any publicity material, we should have in mind a theme of
each agency’s work.
iii. The attitude of the staff towards the general public is very important and
quality of services is a fundamental aspect of public relations. If the
186
Notesclientele’s needs are looked after properly, promptly and courteously, the
news will spread in the community very soon.
iv. Some of the influential people of the community may be very good media
of public relations because they are always in touch with the important and
useful people in the community.
v. Public relations are a continuous process and as such there is no particular
time to organise a campaign of publicity but there should be a regular
time-table for using different media of public relations and approaching
different groups at different times of the year.
vi. A separate committee consisting of influential people of the locality,
people with experience in journalism, members of the managing
committee of the agency should be formed and this committee could be
entrusted with public relations at work.
It is advisable for the Board to review the work of public relations from
time to time, note the progress and suggest ways and means of strengthening
public relations work wherever and whenever necessary.
4.11.11. Functions of Public relation activities in NGO management
The functions of public relation department differ in different NGO
organizations depending upon their nature and activities. However there are
certain standard functions which are common to most of the organizations. They
are as follows:
i. Policy: a policy is a statement of guidelines to be followed in the
company. Public relation policy is required for every organization .it has to
develop and recommend corporate public relation policies and has
contributed the public relation viewpoint which helps in the formulation of
decision. Its function is not only to provide the policy to the top
management but also to the other sections and divisions.
187
Notesii. Publicity: In order to interact with the public it is necessary to have
corporate publicity. The department has to undertake the issuance of
announcements of corporate activities to the external communication
media. It also has to handle inquiries from the press. It is one of the
important functions of the department to develop and place promotional
publicity about the organization as a whole or any of its units.
iii. Relations with Government: It is necessary to maintain healthy
relationship with the government policies as it helps in conjuring funds in
form of government grants and donations etc.
iv. Community Relations: Community contacts should be well planned and
co-ordinate. Activity such as environmental protection standards, equal
employment opportunity and co- operating in urban improvement
programme should be undertaken.
v. Shareholders Relations: In order to attract public money it is necessary
and important to maintain good relations with corporate stockholders. This
can be done in the form of communication between the company and the
shareholder including the investors. The company can be made more
acceptable among the investors by broadening the exposure of the
company policies and financial results in the investment community.
These includes preparation of annual reports, etc. it has also to plan and
stage the annual meetings of the shareholders.
vi. Product Publicity: The public relation department has to develop and
execute the promotional product publicity campaigns. In case of NGO
organizations, they promote their product as the cause for which the NGO
is operating e.g. welfare, child welfare, nature and health awareness, aids
awareness etc .in these publicity the focus is on the cause and how to
popularize them. It includes announcement of new cause or products
through the editorial channels of communication media.
vii. Employee Publications: The public relation department has to prepare a
corporate donation policy for the company contributions various aspects
involved in this function include processing request for donation,
administering company’s foundation etc.
188
Notesviii. Promotion Programme: The public relation programmes broadly covers
institutional promotion programmes design to build corporate acceptance
of key policies, special events, public relations, literature and institutional
advertising other functions include: a. Public relation education
programme. b. Advisory functions. c. Co-coordinating activities. d.
Conveying and interpretations.
4.11.12. How important is public relation in NGO?
i. Public relation is vital component in running a non governmental
organization as NGO activities are related with people. Therefore healthy
interaction with various people is an essential criterion.
ii. Public relation helps in achieving those criteria. NGO’s work for the
people, with the people and by the people. Therefore maintaining healthy
relations with society in order to make awareness about the organization
amongst the people is very crucial factor, which in turn helps in fund
raising for the noble cause.
iii. Non-governmental organizations need healthy relationships with the
public to meet their goals.
iv. Foundations and charities use sophisticated public relations campaigns to
raise funds and employ standard lobbying techniques with governments.
Interest groups may be of political importance because of their ability to
influence social and political outcomes.
4.12. LET US SUM UP
Social welfare programmes need qualified and trained personnel for their
successful implementation. Training of social welfare personnel has therefore
assumed substantial significance. Before planning and organizing welfare
189
Notesservices, the objectives of a service must be kept in mind. Without social
cooperation, a community cannot serve since society implies inter-dependence.
Service conditions are very much necessary to lay down as part of the
personnel policy, the terms and conditions under which each worker has to work.
This includes hours of work, pay and allowances, probations, leave, promotions,
resignation, retirement, punishment, appeals etc. These conditions should be
written in a manual and should be given to a new staff member before he joins.
Every staff should therefore clear about attendance, recess or break, leave rules
such as holidays, vacation leave, casual leave, sick leave, earned leave, special
leave, and finally probation period.
With regard to financial administration, all organizations need money.
Alongside staff and money is the one thing that takes up most management time.
Good financial management involves the following four building blocks such as
keeping records, internal control, budgeting and financial reporting. As one of the
tools of financial administration, a budget is a basic means of controlling the
programmes as well as the funds. In other words, it is the programme of work of
the agency expressed in rupees and paise.
Each budget should be accompanied by an explanatory notes interpreting
additional provisions made for new programme or department in the existing
programme giving justification, for an increase or decrease of expenditure on each
item. As the budget is always related to the programme of an organization, it is
desirable to indicate in the explanatory note to the budget estimate, the present
level of activity of an agency with proposals to extend the activities or to start new
activities, so as to make the budget realistic.
Types of Books and Documents to be maintained for accounts
management in NGOs Cash Payment/Receipt Vouchers & Book, Bank
Payment/Receipt Vouchers & Book, Summary/Daily Petty Cash Book, Journal
Vouchers and Journal, General Ledger, Fixed Assets Register,
190
NotesContract/Registration Documents, Attendance Register, Budget Copies of various
grants, Utilization Certificates, FCRA and other relevant Registration papers,
Copies of Consultancy agreements, Capital assets approvals, File of original bills
of assets purchased, Copies of all Contracts and agreements, Stationery Register,
File containing Bank Mandate and authorized signatories, Quotation file for all
purchases, Advance Payment Register (Advance to third parties & Staff
Advances), Check issue register, Cancelled check register and Donation receipt
issues
With regard to the recording system of NGO’s financial transaction allows
to monitor bank balances, status of funds receipts and expenditures and a
comparative statements of budget vs. actual expenditure on a regular basis. With
regard to book-keeping, NGO will maintain records of fixed assets, petty cash
disbursements, supplies, inventory, the use and maintenance of office equipment.
Funds for NGOs are raised through different methods such as through
writing projects to Funding Agencies, Through Individuals, through sending
public appeal through post / courier, applying projects to Government
Departments, through Corpus donation, Through Cause Related Marketing,
through E- Fund Raising, through events, Pay roll giving, through Corporates, and
receiving in kind donations.
Supervision is a technique of staff developmental and staff management.
Supervision is face to face over-sight of assigned tasks and responsibilities for the
purpose of assuring proper and effective performance. It is not a negative aspect
of fault finding but a positive method of staff development in order to render
better quality service.
Evaluation is important to identify the constraints or bottlenecks that
hinder the project in achieving its objectives. Evaluation also enables the project
planners and implementers to assess the benefits and costs that accrue to the
intended direct and indirect beneficiaries of the project. Evaluation is essential for
191
Notesdrawing lessons from the project implementation experience and using the lessons
in the planning of other projects in that community and elsewhere. The Process of
Evaluation in NGOs is to be done before, during and after implementation of the
projects.
Public relation is a strategic communication process that builds mutually
beneficial relationships between organizations and their publics. Public relations
help an organization and its publics adapt mutually to each other.
4.13 CHECK YOUR PROGRESS
Check Your Progress - 1
a. What is the best way to fill a position of a staff in an NGO?
b. What should be prescribed as minimum requirements of a staff in NGO to
be selected?
c. What do you mean by orientation for a staff in NGO?
d. What are the service conditions to be written in a manual if a person is
selected as staff in an NGO?
e. How a promotion is to be made for a staff in an NGO?
f. What are the welfare programmes for the staff in an NGO?
Check Your Progress – 2
a. What are the four building blocks which the good financial management
should involve?
b. What should summarize in the financial reports and how it is normally
done?
c. What is a budget?
d. Mention any three purposes of the budget?
e. With whom the responsibility of the budget preparation lies?
f. Mention any three guiding principles to be kept in view while preparing
the budget?
g. Specify any five Types of Books and Documents to be maintained for
accounts management in NGOs.
192
NotesCheck Your Progress - 4
a. What is bookkeeping?
b. With regard to bookkeeping, what are records to be maintained in an
NGO?
c. Mention any five bookkeeping on financial records.
Check Your Progress – 4
a. Mention any three types of supervision
b. List out any three conditions of good supervision?
c. Mention any three don’ts in the process of supervision?
Check Your Progress - 5
a. Meaning of evaluation
b. When evaluations should be carried out in an NGO?
c. List out any three functions of evaluation
d. What are the types of evaluations?
Check Your Progress - 6
i. Define Public Relation
ii. Jot down out any 4 objectives of public relation in a welfare agency
iii. Enumerate the classification of public relations work into three main heads
iv. Specify how public relations is important in NGO
4.14. SUGGESTED READINGS
Dave Lewis (2011), The Management of Non-governmental Development
Organizations: An Introduction, Volume Five, Publisher- Routledge.
Michael, Edward, D. Hulme (1995), Non-governmental Organizations:
Performance and Accountability, Beyond the Magic Bullet Publisher –
Earthscan.
Noshir H Dadrawala, The Art of Successful Fund Raising, Published by Centre
of Advancement of Philanthropy
193
Notes
Pandey, S K (2008), Social Welfare Administration, Published by Mahaveer &
Sons.
Paul Chowdhry, (2000), D. Social Welfare Administration, Atma Ram &
Sons, Delhi, Lucknow.
Sachdeva, R. (1990), Social Welfare Administration in India, Kitab Mahal,
Allahabat.
Sanjay Bhattacharya (2005), Social Work – An Integrated Approach, Deep &
Deep Publications Private Limited, New Delhi.
4.15. CHECK YOUR ANSWERS
Answers to Check Your Progress - 1
a. What is the best way to fill a position of a staff in an NGO?
The best way to fill a position of a staff in an NGO is to advertise the post
in the daily newspapers and call for application.
b. What should be prescribed as minimum requirements of a staff in
NGO to be selected?
For all social work assignments, training in social work should be
prescribed as minimum requirements for staff in NGO to be selected.
c. What do you mean by orientation for a staff in NGO?
Immediately after the staff member joins an agency, it is necessary for the
executive to take him round the agency’s office and or the building where
services are rendered and explain to him the job on which he is employed,
the usual hours of work, introduce him to other people with whom he is
going to work, and give him necessary literature of any relating to the work
of the agency including the manual dealing with the policy and other
aspects of the working of the agency.
194
Notes
d. What are the service conditions to be written in a manual if a person is
selected as staff in an NGO?
It is necessary to lay down as part of the personnel policy, the terms and
conditions under which each worker has to work. This includes hours of
work, pay and allowances, probations, leave, promotions, resignation,
retirement, punishment, appeals etc. These conditions should be written in a
manual and should be given to a new staff member before he joins.
e. How a promotion is to be made for a staff in an NGO?
Every organization must have definite promotion rules which should be
known to an employee when he enters the employment of the agency.
Promotion should be based on educational standards, amount of work
experience, seniority, evaluation of performance and capacity for the new
position. Staff members within the agency should have the first
consideration in filling such vacancies.
f. What are the welfare programmes for the staff in an NGO?
i. Allowances and additional allowances like dearness allowance,
compensatory allowance, rent allowance, transport allowance.
ii. Monetary compensation of services.
iii. Retirement benefits such as the system of provident fund or
gratuity to be subscribed.
Answers to Check Your Progress – 2
a. What are the four building blocks which the good financial
management should involve?
i. Keeping records
ii. Internal control
iii. Budgeting
195
Notesiv. Financial reporting
b. What should summarize in the financial reports and how it is
normally done?
Financial reports should summarise the information held in the cashbook.
This is normally done using a system of codes, to allocate transactions to
different categories. These categories might often be defined by donors.
c. What is a budget?
A budget is a complete financial forecast based on available data, about the
financial condition of the agency during the coming year. It is an estimate
of the proposed expenditure for a specific period, and the purposes, and
proposed means of securing the income required.
d. Mention any three purposes of the budget?
i. To assess the financial requirement of an agency for starting a
fundraising campaign and requesting various grant-giving bodies
for financial assistance
ii. To guide the staff of the agency about the manner of spending
money on various schemes and heads of account
iii. To determine the size of resources required and the sources through
which these could be raised.
e. With whom the responsibility of the budget preparation lies?
Preparation of the budget is the responsibility of the chief executive of the
agency, may be the Manager, director or secretary of a board.
f. Mention any three guiding principles to be kept in view while
preparing the budget?
i. A budget should always give a comparative statement of income
raised and expenditure incurred during the previous years.
196
Notesii. Income and expenditure side should always be balanced by
showing deficit or surplus.
iii. The budget should always be realistic, accurate, and conservative,
keeping in view the resources of the agency.
g. Specify any five Types of Books and Documents to be maintained for
accounts management in NGOs.
i. Cash Payment/Receipt Vouchers & Book
ii. Bank Payment/Receipt Vouchers & Book
iii. General Ledger
iv. Fixed Assets Register
v. Contract/Registration Documents
Answers to Check Your Progress – 3
a. What is bookkeeping?
Bookkeeping is basically sorting and organizing financial transaction in a
systematic way. Every financial transaction is allocated to a financial
pigeon hole called account.
b. With regard to bookkeeping, what are the records to be maintained in
an NGO?
With regard to bookkeeping and records, NGO will maintain records of
fixed assets, petty cash disbursements, supplies, inventory, the use and
maintenance of office equipment.
c. Mention any five bookkeeping on financial records.
i. Budget file
ii. Cash book
iii. Acquaintance roll or salary registers
iv. Voucher file
197
Notesv. Bank account (resolution for operating of bank account, pay-in-
slips, pass book, bank conciliation statements)
Answers to Check Your Progress – 4
a. Mention any three types of supervision
i. Supervision of the technical person by administrative or voluntary
supervisor.
ii. Organizational supervision – national to state and state to district.
iii. Financial supervision of and by people having knowledge of
financial rules and regulations.
b. List out any three conditions of good supervision?
i. Qualification for different posts particularly of the supervision and
the supervisee are laid down.
ii. Well-defined administrative structure with clear line of authority
iii. Arrangements for training orientation and refresher course exist in
the organization.
c. Mention any three don’ts in the process of supervision?
i. The supervisor should not criticize the supervisee in the presence
of others.
ii. The supervisor should not undermine the authority or status of the
supervisee by encouraging his subordinates to carry tales against
him or to keep an eye on him.
iii. The supervisor should not give the impression of having any
favourites or showing prejudice against any one.
Answers to Check Your Progress – 5
a. Meaning of evaluation
198
NotesEvaluation is a process of judging value on what a project or programme
has achieved particularly in relation to activities planned and overall
objectives. It involves value judgment and hence it is different from
monitoring.
b. When evaluations should be carried out in an NGO?
Evaluation can and should be done: (a) before, (b) during, and (c) after
implementation of a project.
c. List out any three functions of evaluation
Evaluation is necessary to judge the effectiveness of the program, keeping
in view of the changing needs of the society.
i. Evaluation also helps the agency to understand how far
objectives and the policy laid down by the agency are being
fulfilled and to assess the shortfalls.
ii. Evaluation helps agencies make plans for future work on the
basis of data collected.
d. What are the types of evaluations?
i. Internal evaluations
ii. External evaluation
Answers to Check Your Progress – 6
a. Define Public Relation
Public relation is the management function that identifies, establishes and
maintains mutually beneficial relationships between an organization and
the various publics on whom its success or failure depends.
b. Jot down out any 4 objectives of public relation in a welfare agency
199
Notesi. Keeping the community informed about the problems, the
agency tries to tackle and accordingly services organized
therefore.
ii. Informing the donor as to how their money is being utilized.
iii. Informing prospective beneficiaries about the benefits available
for them through an agency’s services.
iv. Bringing about modifications, if necessary in the attitudes of
people towards social problems.
c. Enumerate the classification of public relations work into three main
heads
i. personnel contacts
ii. visual means
iii. spoken words
d. Specify how public relations is important in NGO
Public relation is vital component in running a nongovernmental
organization as NGO activities are related with people. Maintaining
healthy relations with society in order to make awareness about the
organization amongst the people is very crucial factor, which in turn helps
in fund raising for the noble cause. Non-governmental organizations need
healthy relationships with the public to meet their goals.
200
Notes
UNIT – 5
WELFARE ORGANIZATIONS
PLAN OF STUDY
5.1 Objectives
5.2 Introduction
5.3. Central Social Welfare Board
5.3.1. Historical Perspective
5.3.2. Mission Statement
5.3.3. Vision and objectives
5.3.4. The Board must
5.3.5. Organizational structure
5.3.6. State Social Welfare Boards
5.3.7. Programmes and activities
5.4. Indian Council for Child Welfare (ICCW), Tamilnadu
5.4.1 Vision
5.4.2. Mission and Objectives
5.4.3. Programmes and Activities of ICCW
5.5. Nehru Yuva Kendra Sangathan (NYKS)
5.5.1. History and the beginning
5.5.2. Regular Programmes of Nehru Yuva Kendra Sangathan
5.6. Young Men's Christian Association (YMCA)
5.6.1. History of YMCA
5.6.2. Indian YMCA Movement
5.6.3. The origin of the YMCA movement in India
5.6.4. The genesis of the national council of YMCAs of India
201
Notes5.6.5. Spread of the Indian movement
5.6.6. Spectrum of activities of YMCA
5.6.7. Activities of YMCA Chennai
5.7. Church’s Auxiliary for Social Action (CASA)
5.7.1. History
5.7.2. Growth
5.7.3. Organizational Vision
5.7.4. Mission
5.7.5. Geographical area of work
5.7.6. CASA’S Approach to Development
5.7.7. Development Programmes and Activities of CASA
5.8. CARE INDIA
5.8.1. Introduction and History
5.8.2. CARE International Vision
5.8.3. CARE India Mission
5.8.4. Programmes of CARE India
5.9. Department of Social Welfare
5.9.1. Scheduled Caste Welfare - About the Division
5.9.2. Welfare of Backward Classes - About the Division
5.9.3. Empowerment of Persons with Disabilities - About the Division
5.9.4. Social Defence - About the Division
5.10. Role of Voluntary Non-Government Organization in Social Welfare
5.11. Problems Faced by Voluntary Agencies
5.11.1. What working issues are there in the voluntary sector?
5.11.2. Problems and Issues Faced by NGOs
5.11.3. Problems faced by NGOs in India
5.11.4. Organizational problems of NGOs
5.12. Let Us Sum Up
5.11. Check Your Progress
5.12. Suggested Readings
5.13 Check Your Answers
202
Notes
5.1 OBJECTIVES
This chapter explains about the various welfare organizations and their
programmes. National and international organizations of welfare in nature given
in this chapter will make the students to learn about their various activities
benefitting the needy and poor in all walks of life. At the same time, students are
exposed to learn the problems faced by voluntary organizations.
5.2 INTRODUCTION
A 'Service' is termed as 'Social' if its aim is the enhancement of the welfare
of an individual or the community either through personal effort or by collective
action. Social Services are, therefore, conceived as organised philanthropic actions
to promote human welfare. However, social services are interpreted differently in
different countries. It is restricted to relief services only among the European
countries, whereas in Great Britain and Common wealth Countries it has a wider
meaning and includes health, education, housing welfare etc.
In India, Social Services are generally understood as those activities which
are meant for furthering people's welfare and these include education, public
health activities, social security measures, social insurance, social assistance, child
welfare, corrections, mental hygiene, recreation, labour protection, housing etc.
We have had social welfare programmes, social service organisations, social
reformers and workers in the cause of social welfare in India from the earliest
times. Right through the centuries, commencing with the reign of King Ashoka or
going back even to the days of Buddha, there have been many rulers and many
203
Notesamong the common people of India who trod the path of Service to their fellow
beings and adopted it as a life mission. Mahatma Gandhi's work in this sphere
constitutes a continuance in the present century of the National tradition. The ideal
of social welfare is thus not new to us; it is an integral part of our national
character and history.
Social welfare organisations play a vital role in rendering Social Services in every
country, especially in developing and underdeveloped countries. In this unit we
are discussing about various Welfare Organisation.
5.3 CENTRAL SOCIAL WELFARE BOARD
Introduction:
The Central Social Welfare Board (CSWB) was set up in 1953 with the
objective of promoting social welfare activities and implementing welfare
programmes for women, children and the handicapped through voluntary
organizations. The CSWB is unique in the sense that it was the first organization
in post-Independence era to achieve people's participation for implementation of
welfare programmes for women and children through non-governmental
organization (NGOs).
Presently more than 18,000 NGOs are receiving financial assistance and
guidance from the Board. The programmes implemented by the Board include:
socio-economic programmes for needy/ destitute women, condensed courses of
education and vocational training courses for women and girls, awareness
generation projects for rural and poor women, family counseling centres/voluntary
action bureau, holiday camps for children, welfare extension projects in border
areas, and balwadis, crèches and hostels for working women, etc.
5.3.1 HISTORICAL PERSPECTIVE
204
NotesThe Central Social Welfare Board came into being existing in an era when
welfare services for the disadvantaged sections of society were not systematised
and the welfare infrastructure was not yet a formal construct. In the newly
independent nation, visionaries such as Pt. Jawahar Lal Nehru, Pt. Govind Vallabh
Pant and Sh. C.D. Deshmukh were preparing the blue print for the holistic
development of all sections of the community against the background of recent
Partition and communal disharmony. Dr. Durgabai Deshmukh, veteran social
worker, parliamentarian and member of the Planning Commission was entrusted
the responsibility of standing at the helm of the nascent Board that was perceived
as an interface between the resources of the Government and the energy and
outreach of the voluntary sector.
Voluntary effort in the field of welfare in India during the early fifties was
largely an amorphous and individualistic attempt to provide ‘fire fighting’
measures in areas where extreme marginalisation was taking place. In such a
perspective the first aim of the Board was to promote voluntarism and the setting
up of voluntary organizations. This could not be carried out without any
preliminary baseline data that would provide a direction and purpose to the
implementation of welfare programmes.
In other words, the early days of the Board in an uncharted territory were a
time of determining the felt needs of society and formulating programmes to
address those needs, while simultaneously creating an environment of voluntarism
at every level so that voluntary organizations that could implement these
programmes could be established. This seemingly impossible, Herculean task was
given to the founder Chairperson of the Board, Dr. Durgabai Deshmukh.
In response to the surveys and information collected, a multiplicity of
programmes was designed. Most of these addressed simple needs such as,
balwadis for the children of women workers, Hostels for Working Women and aid
to various organizations that are working for the aged, handicapped and other such
groups. Welfare Extension Projects and Border Area Projects were started in
205
Notesareas where there were no organizations to implement the programmes of the
Board. The Board gave assistance for family welfare, aid to ‘cases of undeserved
want’ – old age, sickness, disablement and unemployment. It also organized
emergency relief in natural disasters. Apart from this, the Board organized
programmes of training in social work and carried out pilot projects.
Over the years, the Board has been steadily evolving into a mature instrument of
social change that has its anchor in the changing realities of our society. In order
to maintain the topicality of its schemes and programmes and to remain
responsive to the needs of society, the Board has been revamping and redesigning
or formulating programmes that best fulfill emerging requirements.
5.3.2 MISSION STATEMENT
As a National Organisation, strive to be recognized as the most progressive
entity for providing services of unequivocal excellence to women and children for
their protection, capacity building and total empowerment. To raise awareness
about the legal and human rights of women and girl child and to run campaigns
against social evils affecting them.
5.3.3 VISION AND OBJECTIVES
The decade perspective of the Central Social Welfare Board encompasses
the following objectives.
5.3.4 The Board must
Act as a change maker with a humanitarian approach by reinforcing
the spirit of voluntarism.
Create an enabling mechanism to facilitate networking of committed
social workers for the empowerment of women and children.
Develop a cadre of sensitive professionals with a gender centric vision
committed to equity, justice and social change.
206
Notes Recommend gender specific policy initiatives to meet the new
challenges for women and children in emerging areas.
Strengthen voluntary organisations and expand coverage of ‘engendered’
schemes in areas where they have not yet reached.
Initiate and strengthen its monitoring role to act as social audit and
guide for the voluntary sector so as to access Government funds as
resource.
Generate awareness about the challenges of a society in transition
where negative use of technologies and practices are impacting on the
wellbeing of women and children.
5.3.5 ORGANIZATIONAL STRUCTURE
The Board is headed by Chairperson. The Board has 56 members in
General Body and 16 members in Executive Committee. The composition of the
General Body and Executive Committee are as follows:-
General Body
Chairperson, CSWB
All Chairpersons of State Social Welfare Boards, (33)
Representatives from the Parliament; two from Lok Sabha and One from
Rajya Sabha.
Five Professionals (one each from Law, Medicine, Social Work, Education
and Social Development and Nutrition)
Three eminent persons with extensive experience of social work.
Representatives from Ministries/Departments
Executive Director, Central Social Welfare Board.
Executive Committee
Chairperson, CSWB
Chairperson of State/Union territories State Social Welfare Boards; -
Maharashtra, Karnataka, Assam, Rajasthan, A&N Islands
207
Notes Representatives of Ministries/Department of Government of India (of the
level of JS) - Ministry of Women and Child Development, Ministry of
Health & Family Welfare, Ministry of Rural Development, Ministry of
Finance, Ministry of HRD, D/o Secondary & Higher Education, Ministry
of Social Justice & Empowerment, Financial Advisor, Ministry of Women
and Child Development
Professionals - Dr. Amitabha Sen, Dr. Sreerupa Mitra Chaudhury
Executive Director, Central Social Welfare Board.
5.3.6 STATE SOCIAL WELFARE BOARDS
A total of 33 State Social Welfare Board are functioning in each state capital and
union territory of the country with an object to implement various schemes for the
welfare and development of women and children through registered voluntary
organisations. The State Board is headed by a non-official Chairperson who is a
renowned woman social worker of the State. The State Board Members are
nominated on the Board by Central Board and State Government in the ratio of
50:50. These Members normally represent each district of the State.
5.3.7. PROGRAMMES AND ACTIVITIES
5.3.7. a) Short Stay Homes for Women and Girls
Under the scheme, grants are given to Voluntary Organizations, to set up Short
Stay Homes for women and girls, with a view to protect and rehabilitate those
women and girls who are facing social, economic and emotional problems due to
family problems, mental stress, social ostracism, exploitation or other causes are
being forced into prostitution and are in moral danger. The scheme provides
following services / facilities.
(1) Temporary shelter to the needy women and girls from six months to three
years
208
Notes(2) Case work and counselling services
(3) Medical care and psychiatric treatment
(4) Occupational therapy, skill development training and rehabilitation services
(5) Educational, vocational and recreational activities
(6) Follow up by counsellors for those women who have left the Homes, needs to
be done to ensure their well-being and safety
Children accompanying the mother or born in the Home, may be permitted
to stay in the Home up to the age of seven years after which, they may be
transferred to children’s institutions or provided foster care services. The Home
should have an average of 30 inmates at a time with facilities for a minimum of 20
and maximum of 40 residents.
An annual schematic grant to a Short Stay Home varies from Rs 7,00,000
and above for recurring items like maintenance, honorarium of staff, rent of
building, contingencies, medical, rehabilitation and one time grant of Rs 50,000
for non-recurring items like office furniture, bedding and other skill development
equipments. The rent for Short Stay Home varies keeping in view its location in
A, B or C class cities.
5.3.7.b. Family counseling Centres
Under the FCC scheme, counselling, referral and rehabilitative services to
women victims who are in moral danger within the family or society at large
including those affected by disputes, marital discord or maladjustment is provided
free of charge.
The Family Counselling Centre works in close collaboration with local
authorities e.g., Police and institutions like Short Stay Homes and is expected to
intervene in ‘crisis’ cases and in cases of atrocities against women. The Institution
should appoint two counsellors, holding Masters Degree in Social Work or
Psychology. At least one counsellor should be a woman.
209
Notes
5.3.7.c. Condensed course of education for children
The Scheme of Condensed Courses of Education was initiated by CSWB
in 1958 to cater to the needs of adult girls / women who could not join mainstream
education system or were school dropouts. The scheme aims to provide
educational opportunities to girls / women above the age of 15 years along with
additional inputs of skill development /Vocational training. The main focus of the
scheme is to ensure that contents of the course are need-based and modified
according to local requirement, simultaneously targeting various stages of
educational levels of primary / middle / high school and matriculation / secondary
level courses. The programme also aims at instilling confidence among adult
women through education making them able citizens. Selection of candidates is
required to be done by a committee comprising the institution and the Principal /
representative of a local government school of the area where the course is to be
held. The Scheme is being implemented through Voluntary Organisations and
educational institutions, having requisite infrastructure and experience in the field
of women / social development and education across the country.
5.3.7.d Awareness Generation Projects for Rural and Poor Women
Central Social Welfare Board is implementing Awareness Generation
Project programme with the aim of creating awareness in the community on issues
relating to the status, rights and problems of women. Its main objectives are to
identify the needs of rural and poor women, to increase their active participation
in decision making both in the family and community on development issues
including atrocities on women and children.
The objective of the scheme is to increase awareness amongst women on a
set of selected topics so as to both inform and educate them. Topics that can
form part of the camp are:
i. Status of women
210
Notesii. Women and law
iii. Women and health
iv. Community health and hygiene
v. Women, technology and environment
vi. Women and the State Government
vii. Religion, culture and women
viii. Women and economy
ix. Women and social action
x. Panchayats and Gram Sabhas,
xi. National integration and communal harmony
5.3.7.e. Rajiv Gandhi National Creche Scheme for the Children of Working
Mothers
With increasing employment opportunities for women and the growing
need to supplement household income, more and more women are entering the job
market. With the breaking up of joint family system and the increasing number of
nuclear families, working women need support in terms of quality, substitute care
for their young children while they are at work. Creche and Day Care Services are
not only required by working mothers but also women belonging to poor families,
who require support and relief for childcare as they struggle to cope with burden
of activities, within and outside the home.
Schematic Pattern
The Rajiv Gandhi National Creche Scheme was revamped in 2006. The
present scheme will provide assistance to NGOs for running crèches for infants
(0-6 years) and would provide assistance to ensure sleeping facilities, healthcare,
supplementary nutrition, immunisation, etc. for running a creche for 25 infants for
eight hours i.e. from 9:00 a m to 5:00 p m.
5.3.7.f. Innovative Schemes
211
Notes
Although the Central Social Welfare Board has many structured
programmes and schemes for the development of women and children, there are
several issues relating to women and children that are not covered by the existing
schemes and programmes of the Board. Voluntary organizations working in the
field come across problems, which require special interventions. The Central
Social Welfare Board initiated the Innovative Programme for providing coverage
to such groups of women and children whose needs could not be addressed by
existing schemes. Under this scheme an institution is expected to prepare a project
proposal giving details of the area, the requirement of the proposed project, areas
of intervention, methodology, tools, budget, etc.
Areas of Intervention
Counselling services
Skill development through vocational training
Awareness / empowerment camps on various issues for women and
adolescent girls
Health services
Legal aid services
Educational courses for drop-out girls / women
Relief activities for victims of natural and man-made calamities
Disaster management
5.4. INDIAN COUNCIL FOR CHILD WELFARE (ICCW), TAMIL NADU
ICCW is a registered, secular, apolitical, non-profit & a non-governmental
organization, with the sole objective of serving children in distress who are
orphans and destitute. Guided by the aspiration of true Indians, ICCW pursues its
mission with both excellence & compassion.
5.4.1 VISION
212
NotesA society for its children by giving first priority to their needs, rights and
protection thereby ensuring opportunities for the fullest development of the innate
potential of every child leading to the well being and happiness of both.
5.4.2. MISSION AND OBJECTIVES
To ensure for the children their basic human right to survival, physical,
mental and social development and opportunity to grow to their fullest
potential.
To work for the protection of children against neglect, abuse and
exploitation.
To initiate, support or undertake any activity for betterment of families and
communities, which will ultimately enhance the quality of life for children.
To initiate, undertake or aid directly or through District Councils or
Institutional Members, schemes for furtherance of Child
Welfare/Development in Tamil Nadu.
To promote dissemination of knowledge and information and to educate
public opinion of Child Welfare/ Development programs on a scientific
basis.
To promote enactments of legislation relating to matters concerning
children and their welfare and to work towards the implementation of the
provisions.
5.4.3. PROGRAMMES AND ACTIVITIES OF ICCW
5.4.3.a) Protection Rights
i. Crises Intervention Center for Prevention of Child Abuse & Neglect
Child Abuse is a serious violation of Child Right. Children are abused physically,
emotionally and sexually. In many instances the child is abused by Family
members, by Teachers, by Employers and others. It is closely connected to the
attitudes and child rearing practices. Physical punishment, although harmful to the
development of Children, is considered necessary by parents and teachers. Society
is not even willing to acknowledge the presence of sexual abuse.
213
NotesThe center was started in 1994 with a small assistance by the Government of
Tamil Nadu, Department of Social Defense. The main objective of the center is to
rescue children from abusive circumstances and place them in a positive
environment where their rehabilitation will be ensured. Simultaneously the center
aims to create awareness among the stakeholders and thereby prevent abuse of
Children.
ii. Child Line- 1098
CHILD LINE is an emergency 24 hrs free phone service committed to
respond to children in difficult situations & link them to long term services. The
caller can either be the child or a concerned adult. Child Line India Foundation
(CIF) set up by Government of India is responsible to initiate Child Lines. This
facility is currently available in 77 Cities in India. Government of India funds this
programme.
Chennai Child Line: Chennai Child Line was started on 30th April 1999 as a
Government and NGO network. The Council is one among the two collaborative
organizations maintaining round the clock call receiving centre. Child Line works
very closely with the Police, Government Departments and functionaries
operating under Juvenile Justice Act 2000. Job of Child Line as a collaborative
organization responds to calls on 1098, provide emergency interventions, link
children with services and document every call.
Child Line Cuddalore: Child Line India Foundation (CIF) initiated this service
after Tsunami in the year 2005, and is managed entirely by the council.
iii. Prevention of Child Beggary- Juvenile Guidance Bureau
Having found a large number of children forced into begging in the City of
Chennai, the Council has been taking serious efforts since 1994, with a view to
stop them from begging and prevent their exploitation, to help to rehabilitate and
promote development, to mainstream the children into formal schools after they
214
Notesacquire the required learning skills and to provide orientation and family
counseling to parents to motivate them to take up alternative professions that
would fetch them an income.
iv. Adoption Scrutiny Services
Regulation of Inter Country Adoption in India came into effect through a
Supreme Court Judgment in 1984. One of the guidelines of the judgment is that a
notice should be issued to recognized Scrutiny Agency in every case filed in
Courts for a child being adopted, in order to report if the guidelines have been
adhered by the parties and whether it is in the best interest of the child to be
placed with said family. The Council was recognized as the Scrutinizing Agency
for Tamil Nadu and the Union Territory of Pondicherry by the High Court of
Madras in 1985.
The Court directs the Council to scrutinize every application filed before
the Court both for purposes of Inter Country Adoption and In- Country Adoption.
The Scrutiny Officer visits the concerned institution/family, sees the child and
examines the documents and statements and submits its report to the court. The
purpose of the Scrutiny is to verify that the said adoption is in the interest of the
child and to verify that the said organizations have followed all the guidelines and
norms stipulated by various authorities in all stages of the adoption process.
v. Action program on Child Labour at Srivilliputtur, Virudhunagar Dt.
One major problem infringing on the right of children is the problem of
Child Labour in the Match and Fire Works Industry in the District of
Virudhunagar.
Child labourers are the most sought after employees in the Srivilliputhur
Match Industries in Virudhunagar District. Children between the age group of 7 to
14 years are employed for various purposes in this industry. It has been a
215
Noteschallenge to change the practice of employing children. The Action Programme
on Child Labour, was started in 1992 in 10 villages in Srivilliputhur Block and has
since made great strides in creating awareness & in reducing the number of child
labourers in this area.
The Project started with the support from International Labour
Organization ILO and later with Aide at Action. At present the project is entering
phase II by empowering the community to care for the children.
vi. Child Labour Relief Project, Vellore
Child Labour in Beedi Industry has been declared hazardous and has been
prohibited by the Child Labour (Abolition & Regulation) Act 1986. However, the
practice of employing children for rolling beedis continued. In order to prevent
this heinous practice and ensure the rights of children, the Council launched a
special project in Vellore in the year 1985. Till 2005, ICCW continued to work in
16 villages for eradicating child labour in the Beedi sector. The project has
evolved as a support programme for promoting quality education and active
community participation. Objectives of the Project are to protect the rights of
children and ensure their right to education and development. Main focus is
working towards sustainability through community participation.
5.4.3.b. SURVIVAL RIGHTS
i. Creche Program
The Council is one of the pioneer organizations providing early childhood
care in TamilNadu. In 1954 a Balwadi programme was started to provide health
care, nutrition and pre-school education for children of 3-5 yrs old, coming from a
weaker section of the society. In 1976, a scheme for Creches, focusing on the
needs of pre-school children of working mothers. The Council converted its
Balwadis into Creches & explained the programme to 127 creches in 14 Districts.
216
NotesObjectives of the Project is to provide day care services for children below 5 yrs
of working women belonging to poorer sections of society and to provide holistic
care for the children's physical, mental and emotional development.
ii. Mother & child Welfare Project at Usilampatti, Madurai Dt.
Indian Council for Child Welfare, Tamil Nadu initiated its fight against the
practice of Female Infanticide in 1988 with a small grant from National Children's
Fund. Working in the 309 hamlets of the Usilampatti Taluk, the project has gone
through many phases. The Project in the year 2006 has entered into the 17th year
and has not recorded any case of female infanticide, since the year 2000. The
present focus of the project is to consolidate these changes and support the
community to evolve collective decision making mechanisms so that the changes
can be institutionalized.
The women's programme is moving towards sustainability and assuming
responsibility for the community at large
Training in Life skill for adolescent boys and girls.
Supporting the emergence of a strong federation of Self Help Groups
capable of protecting and promoting the rights of children particularly girl
children.
iii. Prevention of Female Infanticide at Salem & Dharmapuri Dts.
In 2000 Census, Tamil Nadu emerged as a state having very low sex ratio
between men and women, in the Districts of Salem, Dharmapuri and Theni
(Salem- 929, Dharmapuri- 928, Theni- 979). The reason for the difference was
ascribed practice of Female Infanticide and its newer form of Female Foeticide
prevalent in the Districts. Against this, the Tamil Nadu government invited the
Council to lead a advocacy program against the practice of Female Infanticide and
for promoting the rights of girl children.
217
NotesThe central focus of this program is to sensitize the community regarding rights of
the children and create awareness among the local people & community based
organizations working in the Districts. The adolescent girls who are in the
threshold of life, community leaders and women's groups are targeted for training
as change agents. In all the advocacy and training programs emphasis is being
given to the protection of child rights, particularly girl children.
5.4.3.c. RESEARCH AND PUBLICATION
i. Information, Documentation and Research Center
The Center started in 1993, as a need was felt for information and
documentation specifically on children's issues. The main objective of IDRC are
compilation, documentation and dissemination of information on women and
children in India particularly in Tamilnadu and to make it available to all
concerned with child development. The center has a library, which provides
valuable background materials for research.
ii. Advocacy
The aim of the project is to spread awareness on child protection rights
among children and to sensitize, stakeholders in particular and civil society in
general on the need and importance of child protection against neglect, abuse,
exploitation, discrimination as also protection in times of calamities.
Through this project, ICCW has created a cadre of sensitizing and trained
facilitators in every districts of Tamil Nadu so that they will in turn conscientize
and empower the children and the community in the respective Districts and also
acquaint themselves with possible intervention strategies to help create an
enabling protective environment. As ensuring Child Rights and Child Protection
rests largely with adults, sensitizing workshops for adult stakeholders in each
District are being conducted.
218
Notes
5.4.3.d. DISASTER MANAGEMENT
i. Kumbakonam Project
Subsequent to the terrible fire accident at Krishna School in Kumbakonam,
ICCW, TN has undertaken the above project. Started in December 2005 the aim
of this project is to strengthen the capacity of Schools in the areas, to prevent the
disasters, to deal with emergencies and develop counseling skills among teachers.
ii. Tsunami Project
Tsunami struck the Tamil Nadu coast on 26th December 2005. Since then the
Council has been working in four Districts- Kanyakumari, Nagapatnam,
Cuddalore & Kancheepuram. The range of work covers direct assistance to
children repairs and reconstruction in Schools, assistance to families for livelihood
building of houses etc. through this project, ICCW does the following activities
Counselling and financial assistance of monthly sponsorship to 2356
orphans or single parent children in all the four Districts.
3 feeding centers for infants in Kanyakumari.
Repairs, additional building works, supply of furniture, out door play
equipments and teaching aids in 37 schools in 3 Districts.
Assistance to 61 ICDS Centers with training for the Angalwadi workers
and supply of teaching aids.
Formation of Children's Club in Villages.
219
Notes5.4.2.e. DEVELOPMENTAL RIGHTS
i. Residential Center for disadvantaged and differently abled Children
A large number of rural based disabled children hailing from the poor
socio-economic background are deprived of opportunities for medical and other
rehabilitation services. The Council through its well-knit District level Councils
and network of other NGO's receive such children at the Chennai based residential
Child Care Center. They are provided with services like surgeries, physiotherapy,
orthotics aids, counseling, special school and sponsorship assistance.
ii. Sponsorship
This program of the Council aims at providing children with financial
assistance and counselling services. This is provided mainly to help them pursue
formal education & vocational training later. The programme focuses on children
from the economically weaker sections. These children are usually stopped from
going to school and are sent to work or placed in institutions such as orphanages,
children's homes etc., The Council helps such children through this program to
live their own families and continue their education. Special preferences are given
to physically challenged children and girls.
Apart from financial support and counseling, need-based training
programmes, health camps, leisure and cultural events are also organized every
year for the children and parents. The programme covers children in the City of
Chennai and girl children of Usilampatti and Chellampatti Blocks of Madurai
District. As part of the Tsunami rehabilitation 2047 children receive support under
this scheme.
iii. Counseling and Guidance Services of Handicapped Children
The main objective of this wing is to provide psychological support and
guidance to physically and mentally challenged children. They and their
220
Notesimmediate families are helped to accept the disability and motivate them to
become active participants in the rehabilitation process. The services provided are
early identification of disabilities, counselling services, referral services,
institutional placements, and medical care. The wing provides financial assistance
for their education and organizes awareness and health camps. Parents are
encouraged and guided to avail the existing facilities with Government and in the
community.
iv. Karur Education & Development Project
Indian Council for Child Welfare Tamilnadu accepted the invitation from
E.LECLERC, a French importer of textiles and their local suppliers Corporate
Alliance for Social Initiative (CASI) to be a partner in their efforts to build a
quality school for the children of Karur district, a center for weaving. The school
is located at Panchamadevi Village. Indian Council for Child Welfare Tamil Nadu
has agreed to be their partner till the school and vocational training centre are
functioning successfully. Later, it is proposed to handover the project to CASI.
Objectives of the Project
To promote holistic development through quality education in a joyful
learning environment particularly to the children of textile workers and to
prevent child labour.
To provide vocational training to children in trades related to textile
industry and ensure their employability as adults.
To enhance the capability of parents to understand the needs of their
children.
221
Notes5.5. NEHRU YUVA KENDRA SANGATHAN (NYKS)
5.5.1. History and the beginning
In the year 1987-88, Nehru Yuva Kendra Sangathan(NYKS) was set up as
an autonomous organization under the Government of India, Ministry of Youth
Affairs and Sports, to oversee working of these Kendras. NYKS is the largest
grassroots level organization; one of its kind in the world. It channelizes the power
of youth who are in the age group of 13-35 years on the principles of voluntarism,
self-help and community participation.
Over the years, Nehru Yuva Kendra Sangathan has established a network
of youth clubs in villages, where Nehru Yuva Kendras have been set up. NYKS
has targeted to identify areas of harnessing youth power for development by
forming Youth Clubs, which are village level voluntary action groups of youth at
the grassroots level to involve them in nation building activities. The core strength
of NYKS lies in its network of youth clubs. Youth Clubs are village based
organizations working for community development and youth empowerment.
Youth Clubs are composed of youth members ranging between the age
group of 13-35 years. The basic objective for creation of youth clubs is to render
community support through developmental initiatives involving activities with
particular focus on youth empowerment. The implementation of programmes and
activities of youth clubs is based on local needs and requirements by mobilizing
resources from various government departments and other agencies, which
include both national, State level and multilateral institutions. The youth clubs and
its member volunteers form the base of the NYKS's vast national rural network.
222
Notes5.5.2. Regular Programmes of Nehru Yuva Kendra Sangathan
a) Youth Awareness Campaign
Through this programme each NYK identifies 5 sports/ games suitable to
local talent/ aptitude of the youth, and 5 social themes for awareness and activity
campaigns. While the campaign is on, new clubs are also formed in the villages
untouched so far in the district. In the campaign emphasis is added on turning the
lesser active clubs into more active and vibrant ones
b) Meeting of Youth Leaders
Objective of such meetings of the NYK workers and experts with the rural
youth leaders of the clubs is to enable them to plan various programmes and to
formulate strategy to tackle contingencies and to review the ongoing activities for
mid-course corrections if needed.
c) Capacity Building of Youth for Social Sector programmes/ activities
Through this programme, the NYK in a district trains representatives of
various youth clubs to take up concern with the public on those five social issues
which were identified earlier in the Youth Awareness campaign. The training
enables the youth to be effective disseminator of knowledge, information and
motivational talks/ subject matter on the identified social issues that touch and
influence lives of the local people intimately.
d) Skill up gradation Training Programme (SUTP) for women in 100
Border / Tribal / Backward Districts
The programme aims at enhancing skills of women for self-employment.
223
Notese) Incentive to Youth Clubs
Objective of this programme is to recognize the community work rendered
by youth clubs through monitory incentives to the top ranking youth clubs, and to
develop competitive spirit among the youth clubs.
f) Meetings of District/State Advisory Committee on Youth Programmes
(DACYP/SACYP)
The DACYP meetings for every NYK with the District Administrative
authorities are meant to inform the district development offices about the annual
action plan of the NYK, the programmes and funds sanctioned by the Union Min
of Youth Affairs and Sports for the youth of the district, and to report about the
progress of the action plan. The DACYP, chaired by the Deputy Commissioner/
Distrist Magistrate/ Collector, also decides about the use of the NYK and its
network for delivering to the people certain development plans and activities of
the state government. Making linkages for the purpose of information, monitoring,
course-correction, and creation of more youth programmes through convergence
of resources is another objective of the DACYP. Similarly, the State Advisory
Committee for Youth programme (SACYP) does the similar job but at the state
level and with the cumulative strength of all NYKs in the state.
g) Provision of Sports Material for Youth Clubs
Objective of the programme is to provide basic sports material to youth
clubs for undertaking sports activities and to popularize sports.
h) Block and District Level Sports Tournaments and Sports Material
Purchase
Through this programme each NYK organizes sports tournaments on the
identified games for the youth clubs in its network in the district. It also provides
224
Notesan opportunity to winners of the lower rung league matches to participate in the
upper level tournaments like intra-Block and inter-Block tournaments at the
district level.
i) District/state Youth Awards (Individual)
The objective of the programme is to give public recognition and
felicitation to those youth leaders who have shown exemplary volunteership and
outstanding work or a set of works for the community in one or many sectors of
development.
j) Celebration of Important National and International Days
This programme aims at generating awareness about the importance and
significance of various national and international days. Through such celebrations
NYK endeavors to inculcate values and ethics of the days among youth.
k) Celebration of National Youth Day and Week (12th of January to 19th
of January)
Objective of this programme is to generate awareness on the importance of the
philosophy and teachings of Swami Vivekananda and to promote voluntary action
programmes.
l) Work Camp (Shram Daan)
This is one of the most important values-promotion programmes of NYK,
and has been conducted throughout the history of NYK scheme and the NYKS.
Through this programme, the NYK promotes spirit of volunteerism, dignity of
labour and co-operation among the members of the youth club for creating
community assets.
225
Notesm) District Youth Convention
The District Youth Convention is planned to sensitize youth on the social
and national issues and to prepare certain features of Annual Action Plan of the
next year through mutual discussion on the local needs and requirements.
n) Documentation at District & State level
Documentation of all activities, data, events and processes of
empowerment of youth in the district is an important activity by itself; and this
programme takes care of this imperative of the NYK work.
Certain youth clubs are selected every year for financial grants to
encourage voluntary service by the youth in the community and to provide
assistance to such youth clubs. The objective of this programme is to recognize
the voluntary services of youth clubs for community development.
o) Exhibition for Youth on Handicraft (Yuva Kriti) and State Cultural
Festival
Objective of the programme is to provide opportunity to young artisans
and artists to exhibit their talents and to promote folk culture, folk lore and folk
dances.
p) Rajiv Gandhi Adventure Scheme
Objective of the programme is to provide opportunity to rural youth for
participation in adventure activities and to promote adventure activities among the
rural youth.
226
Notesq) Youth Festival for North Eastern Region
This festival was started as a programme in the current financial year.
Purpose of holding this mini youth festival in the North East is to recognize the
special talents, traditional richness and cultural heritage of societies in the North
eastern states of India. The programme recognizes the talent and skills of the
artists and artisans of that area; shares and appreciates traditional and cultural
heritage of the tribes in the North east and encourages the young participants to
develop friendship with the people belonging to other parts of the country.
r) National Convention of NSVs and NYSs
Objective of the programme is to create among the National Service
Volunteers awareness about the national and social issues of critical importance.
s) Need Based Special Programmes
Objective of this programme is to support local need-based projects, to provide
the financial assistance to the field offices for undertaking projects in the area of
natural calamities, man-made disaster, etc.
5.6. YOUNG MEN'S CHRISTIAN ASSOCIATION (YMCA)
5.6.1. History of YMCA
For over 150 years, the Young Men's Christian Association (YMCA) has
spread its wings across the world. Founded on June 6, 1844 in London, the
Association is now one of the world's largest volunteer organizations, spreading
the message of fellowship and brotherhood. Today, YMCA has more than 10,000
local associations in 130 countries, with thirty million members.
It was George Williams, a businessman, and a group of friends who initiated the
YMCA to care for the spiritual and physical needs of young men who came from
227
Notesrural Britain to find a living in the oppressive conditions of London's urban
society. The YMCA movement achieved a major breakthrough in 1851 when an
industrial exhibition was held in London. Over sixty million people flocked from
all over the globe to the Crystal Palace. They were given free literature about the
YMCA by the central organization. They took the idea back to their own
countries and formed similar associations there. The Americans were the first to
set up a YMCA outside London. The first YMCA in the United States was set up
in December 1851 at Boston. They were followed by Canada. It was from the
North American YMCA movement that the first professional YMCA secretary
came to India in 1889.
Sir George Williams and his group of friends were all committed to the
Christian Faith. They wished to share their faith with the young men who were
caught up in social problems of their day. George Williams was the youngest of a
large family. His parents were farmers near Bridgewater in Somerset, England. He
worked for some time as an apprentice with a small tailor in Dulverton. He
experienced a 'conversion' on Ludgate Hill near St. Paul's Cathedral, London. It
was here that the YMCA was founded. Today, the YMCA membership is open to
men and women of all faiths and of none.
5.6.2. Indian YMCA Movement
The YMCA received a rather reluctant welcome in India, unlike in
England and America. The concept of the YMCA appeared strange in the socio-
religious and cultural milieu prevailing in India in those days, when there was
hostility to anything alien. Initially, the Association started working among the
educated urban middle class, identified as the most articulate and self-conscious in
British India, which provided intellectual, social and political leadership to the
country. It took nearly two decades, from 1881 to 1910, for the YMCA to
acclimatize itself and find avenues for developing its programmes in India. With
the passing of time and the ensuing changes, the YMCA came into its own in the
service of Indian youth, making a permanent contribution to the building of
228
Notesmodern India. The first Indian YMCA was set up in 1857 in Calcutta, followed by
Bombay in 1875 and others in Calcutta, Madras and Trivandrum. Within 15 years,
there were 35 associations in places like Shimla, Hyderabad, Bangalore, Nagpur
and Pune. With the opening of Madras YMCA, membership was available to all
Indians, irrespective of race, caste or creed. Today, membership also includes
women.
5.6.3. The origin of the YMCA movement in India
The YMCA tradition is not new to India. Way back in 1857 synchronous
with the First War of India’s independence, the very first YMCA in Asia took
roots in the-then Calcutta, the second Capital of the British Empire. In 2007 the
Indian YMCA movement joined the YMCA Calcutta in celebrating the 150 years
of the YMCA in India. The National Council of YMCAs of India was formed on
Madras on February 21, 1891 through the initiative of David McConaughy, who
also became the first National Secretary of what then was called the Indian
National Council of YMCAs, the forerunner of the National Council of YMCAs
of India. The national headquarters shifted to 5, Russell Street in May, 1902 and
in 1964, it finally shifted to the old one-storey Massey Hall where it was located
till 1975 with the very last relocation thereafter till date in the three-storied Bharat
Yuvak Bhavan on Jai Singh Road, New Delhi-110001 in 2002.
5.6.4. The genesis of the national council of YMCAs of India
David McConaughy convened an All-India Convention of the 35 local
associations along with a few smaller associations set up in the London Mission
area of Travancore by lay Missionaries, Dr. E. Sherwood Fry of Neyyoor. The
Convention, during February 20-21, 1891 at the Madras Association of the
YMCA in Esplanade adopted a Resolution for constituting a National Council.
The first Indian National Committee comprised 17 persons. The headquarters for
the National Committee was in Madras for one year and the Convention
unanimously elected Mr. S. Sathianadhan as Chairman, W.R. Arbuthnot as Hony.
229
NotesTreasurer and David McConaughy as its first Secretary. The national headquarters
was situated in Calcutta between 1891 and 1964 at 9, Russell Street and later at 5,
Russel Street, finally shifting to New Delhi in 1964 at Bharat Yuvak Bhawan, 1,
Jai Singh Road. The National Council celebrated its centenary in 1991. The first
Indian Bishop V.S. Azariah was the first Indian YMCA Secretary and K.T. Paul
OBE, an associate of the Mahatma Gandhi, the first Indian National General
Secretary in 1916.
5.6.5. Spread of the Indian movement
The India YMCA Movement has 588 affiliated and 450 non-affiliated
local associations across nine Regions of the country with the membership
standing at around 2 lakhs, comprising both men and women. There are at present
140 YMCA Professional on the national cadre of Secretaries in India. The Indian
YMCA is the second largest network of YMCAs in the world next only to the
USA and is an affiliate of the World Alliance of YMCAs and the Asia and Pacific
Alliance of YMCAs which groups 27 member-movements. The Indian YMCA is
a Christ-centred, youth-focused and mission-oriented movement. The YMCA
mission in contemporary India was defined and adopted at the XXIXth National
Triennial Convention of the National Council of YMCAs of India at Madurai,
Tamil Nadu in 1998.
5.6.6. Spectrum of activities of YMCA
a. Youth work
Catch ‘them young’ Programmes
HIV/AIDS Awareness and Prevention Juvenile Delinquency
Prevention
National/Regional Youth Assembly Capacity-Building and
Empowerment
National/Regional Youth Forum Vocational Training and Career
Guidance
230
Notes Youth and Tourist Hostel/Transit Guest rooms Leadership
Development
Youth and Cultural Exchange
b. Women and children
Capacity-Building and Empowerment
National/Regional Women’s Assembly Gender Equity
National/Regional Youth Forum Gender Sensitization Programmes
High School YMCAs (Hi-Ys) Girl Child
University YMCAs (Uni-Ys) HIV/AIDS Awareness and Prevention
Camps and Retreats Leadership Development
Street Children Programme Children’s sit-and-draw and Inter-School
Contests
Mahila Mandals Entrepreneurship /Self-Help Group (SHG)/ Micro-
Credit Group (MCG)
c. Mission and development centres
Civil-Society Building
Training of Trainers (TOT) Community Development
Rural Regeneration Human Right Promotion
Boys’ Home 'Keep City Clean’ Campaign
Mission Concerns and Review Justice and Peace Concerns
Ecumenical Formations Substance Abuse Prevention
Christian Emphasis Citizen’s Forum
Justice and Peace Concerns Spread of Information through Media and
Publications
Free Eye-Camp Night Schools, Anganwadis and Balwadis (Pre
Schools)
d) Sport and games
231
Notes Aquatics
Kabbadi and Kho-Kho Basketball
Shuttle-badminton Cricket
Snooker and Billiards Football
Volleyball Gymnastics
Weight-lifting Hockey
Table Tennis Judo, Karate and Taekwondo
College/School of Physical Education
e) National issues
Model Parliament
Inter-faith Dialogue HIV/AIDS Awareness and Prevention
Literacy Programme Environmental Protection
Informal Education Disaster Response and Management
Minority Issues Interface with Christian MPs and
Legislators
Promotion of National Integration and Communal
Harmony
f) International relations
Inter-Movement Cooperation
Global Celebrations Experiential Interface Youth Exchange
Programmes
Asia Pacific Consultations and Workshops Staff and Lay Leaders
Exchange Visits
Indian Students Hostel in London YMCA/YWCA Week of Prayer and
World
Fellowship
Leadership at World Alliance and Asia and Pacific Alliance
5.6.7. Activities of YMCA Chennai
232
Notesa) Sports
i. Outdoor Activities: Most of the Madras YMCA Branches have got
facilities for outdoor games like Volleyball, Tennis, Basket ball, etc.
YMCA also trains people in Karate, Kung fu, Taek woo do, swimming
and yoga.
ii. Indoor Activities: All the branches in the city have got facilities for
indoor games like table tennis, billiards, Carom and shuttle. YMCA also
trains people in these games.
iii. Athletics and Sports Meets: The Physical Activities Committee of
Madras YMCA conducts regularly a sports meet for Children below 12
years and other events periodically especially for youth.
iv. Gymnasium: Once a popular feature in our YMCA, will resume shortly as
a modern gymnasium at Vepery Youth Centre.
v. Clubs
A Club for High School Students: It is a club for High School students, which
meets once in a month where debates, seminars, quiz programmes are conducted
for their all- round development. They are taken out for camps and picnics and
to participate in regional and National level meetings.
A Club for University Students: It is a club for University students, which also
meets once in a month in all the branches and participates in debates, seminars
and quiz programmes. Members of University club also get an opportunity to
attend World meets, International camps as well as training programmes
organized by YMCAs throughout the world.
Men’s Club for business and professional category of members: It is a club
consisting of membership from business and professional category of members to
233
Notesserve the community through the Madras YMCA. Many members had the
privilege of visiting many YMCAs abroad.
Masters Club to learn the art of public speaking: It is a club for people to learn
the art of public speaking, which meets once a week at a few branches. This club
has produced some of the top class bureaucrats and politicians of our country.
5.6.7.b Social/ Entertainment:
Cultural and Social activities: In almost all the branches, social and
entertainment programmes are regularly conducted for the benefit of the members.
The Cultural and Social activities committee of Madras YMCA conducts a folk
dance competition every year regularly for the school children to promote the
traditional dance of our country.
5.6.7.c. Community Services
The Madras YMCA runs three community centers in the city for the benefit of the
slum dwellers and the under-privileged children. Apart from this, two orphanages
and two schools are run for the benefit of the poor people. Different trades are
taught to help them earn their livelihood.
5.7. CHURCH’S AUXILIARY FOR SOCIAL ACTION (CASA).
5.7.1. History
At the stroke of midnight, on 15th August 1947 India awoke to freedom. The cost
of this freedom was phenomenal in terms of loss of property and human lives as a
consequence of partition. The exchange of population across borders forced
millions to live in alien surroundings and subhuman conditions. In this hour of
agony and grief, Pandit Jawaharlal Nehru requested his very close friend Bishop
Picket to initiate a response from the Indian Protestant and Orthodox Churches.
On his request, the National Council of Churches in India responded by forming
the ‘NCC Relief Committee’ for immediate response as an expression of
solidarity with the suffering masses, which later went on to become the Church’s
Auxiliary for Social Action (CASA).
234
Notes
5.7.2. Growth
Though its initial focus was on providing immediate relief to victims of
natural and human induced calamities, CASA has today grown into a premier
relief and development organization in the country, acting as the outreach arm of
24 Protestant and Orthodox Churches in India. Its primary objective today is to
strengthen the poor and promote the efforts of marginalized groups of the Indian
society towards sustainable development leading to social justice and self-
sufficiency. While CASA is a Christian organisation constituted and supported by
the Churches, its outlook is secular and it is mandated by the Indian Protestant and
Orthodox Churches to carry out its interventions irrespective of religious, ethnic,
caste or political considerations.
CASA’s registered headquarters are located in New Delhi. It has
established 3 Zonal offices in the cities of Mumbai, Kolkata and Chennai, and 18
sector offices in Guwahati, Imphal, Aizawl, Dimapur, Shillong, Bhubaneshwar,
Ranchi, Lucknow, Indore, Raipur, Udaipur, Nagapattinam, Cuddalore,
Tirunelveli, Allapuzha, Bapatla, Port Blair and Shimla, from where its country-
wide programmes are implemented and monitored by more than 500 employees.
We are operational in more than 4,500 villages with around 350 partner
organisations. Financial support for our programmes comes mainly from Indian
Churches, Government Agencies, and from multilateral grants made by
ecumenical resource channelling agencies from overseas, corporate bodies and
socially-concerned individuals who make a small but significant financial
contribution to the programmes of CASA.
5.7.3. Organizational Vision
235
NotesCASA's vision is inspired by the Christian faith and values. CASA
visualizes a society in which peace, justice and equality prevail and wherein all
citizens – irrespective of caste, creed, language and religion – love in peace and
communal harmony. CASA also envisages a society where the poor, women, the
marginalized and the underprivileged lead a quality life with dignity and have
equal opportunity for their involvement in the development process which is value
based and sustainable, and also have an appropriate environment to develop their
fullest potential.
5.7.4. Mission
CASA actively supports and works for a just and sustainable society by
creating opportunities for the participation of socially and economically
marginalized sections in the development process through networking, alliance
building and strengthening of their organization. CASA also supports local self-
governance, peace and reconciliation and sustainable livelihood measures and
responds to the environmental issues, natural and manmade disasters and strives to
bring the victims to the mainstream while upholding the human dignity. CASA
promotes gender mainstreaming at all appropriate levels, mobilizes resources in
favour of the poor and optimises all potentials and capacities existing within the
organization and other partners.
5.7.5. Geographical area of work
CASA works in almost all the states in India. It has its presence in 26
States and Union Territories in India. They are:
CASA’s registered headquarters are located in New Delhi. It has
established 3 Zonal offices in the cities of Mumbai, Kolkata and Chennai, and 18
sector offices in Guwahati, Imphal, Aizawl, Dimapur, Shillong, Bhubaneshwar,
Ranchi, Lucknow, Indore, Raipur, Udaipur, Nagapattinam, Cuddalore,
236
NotesTirunelveli, Allapuzha, Bapatla, Port Blair and Shimla, from where its country-
wide programmes are implemented and monitored by more than 500 employees.
We are operational in more than 4,500 villages with around 350 partner
organisations.
5.7.6. CASA’S Approach to Development
CASA since its inception in 1947 has been working for eradication of
poverty and injustice. In this quest, it has always sided with the poor and the
marginalized. Initiated as a relief organization, today CASA is involved in disaster
response, management and people centered empowerment oriented interventions
throughout the country. The work of CASA has had significant impact on issues
of its concerns—addressing structural poverty being the key area. In its
determination to always be on the side of the poor and the marginalized, CASA
has sought to be relevant through adopting a process of organizational and context
assessments on a periodic basis. This periodic assessment has enabled CASA to
be contextual, relevant and led to integration of the needs and aspirations of its
reference community in its organizational and programme functions. This is
reflected in its shift from a need based approach IN THE 1980s to issue based
movement oriented one in the 1990s and subsequently now to Rights Based
Approach (RBA) from the dawn of the new millennium. The Participatory
Strategic Planning (PSP) and other process have resulted in identification of key
thrust areas and articulation of the perspective plan for the current decade. This
perspective plan of CASA articulated for the period 2003-2013 establishes RBA
as the key instrument for addressing poverty, inequality and injustice and the need
for its integration in the work of empowering the poor.
The Core Programme of CASA (direct intervention) initiated in the early
1980s initially focused on building and strengthening Community Based
Organizations (CBOs) of the marginalized sections. These organizations are the
pivot for addressing issues affecting the life of the reference communities through
a process oriented approach and are owned and managed by the community itself.
237
Notes
The thrust in the 90’s was on linking efforts at the micro level with macro
actions for sustainable change. The role of CASA also significantly changed to
that of a facilitator. Networking, advocacy and collective action towards
strengthening people’s movements became the major strategies for development
action.
The core programme areas have created platforms which play an important
role in facilitating peoples’ movement by promoting dialogues, discussions,
collective action and required support in terms of knowledge, awareness and
skills. The resource centers at different locations (in Core Programme areas) are a
strategic intervention in the people centered, owned and process oriented approach
to empowerment pursued by CASA and known as the PAT Centres (People’s
Action for Transformation).
The Cross Cutting Thematic Areas of CASA’s programmatic interventions are :
a) Humanitarian
b) Development Initiatives to address Structural Poverty
c) Gender Mainstreaming
d) Climate Change
e) Local Capacities for Peace and 'Do No Harm'
5.7.7. Development Programmes and Activities of CASA
It can be divided into three categories.
a) Direct Programmes: The Core Programme
The Core Programme of CASA, which are the direct interventions by the
staff of CASA among the reference communities. There is a Round Table
mechanism consisting of some of the key resource agencies in the ecumenical
field, which support these interventions. CASA tries to address the issue of
structural poverty through Rights Based Approach and strengthening people's
238
Notesorganisations in the villages. There are 33 Village Resource Centres, known as the
PAT Centres (People's Action for Transformation) across the country which
implements these programmes. The Core programme is operational in as many as
4.500 villages across the country.
b. Package Programmes: Collective Forms of Cooperation (CFC)
The Second category is the CFC (Collective Forms of Cooperation),
popularly known as the “Package Programme”, where CASA does not implement
the programmes directly but plays the role of an accompanier. It supports smaller
NGOs and channelise the resources for the programme interventions received
from various resource agencies. CASA supports these NGOs in a long term basis
for a maximum period of 10 years. There are as many as 350 partner organisations
have been supported by CASA in the CFC interventions so far.
This was initiated in the year 1988 as an enduring partnership with a
shared conviction and commitment between CASA, the Programme implementing
Organizations (PIOs) and EED as the resource-sharing partner.
The following are the CFC Programmes of CASA (alphabetically arranged):
Community Based Disaster Preparedness (CBDP)
Development Initiative in Western Orissa
Development Programme in North East India (DPNEI)
Empowerment of NGOs in West Bengal
Food for Community Development Programme
Local Capacities for Peace, South Asia
Lymphatic Filariasis Programme in Orissa
Material Aid Section (MAS)
Rajasthan Development Project – Phase III / Rajasthan Vikash Manch
Regional Inter Agency Partnership (RIAP) between India, Bangladesh,
Nepal and Sri Lanka)
West Bengal Community Based Disaster Preparedness Programme.
239
Notes3. Bilateral Programmes
There are certain strategic partnership programmes of CASA which are
carried out with certain partners with specific focus and strategy where both
CASA and the concerned partner organisation share the financial as well as
human resources to achieve a common goal. Some of the Bilateral programmes of
CASA is being carried out with the HRLN (Human Rights Law Networks), CHRI,
etc.
5.8. CARE INDIA
5.8.1. Introduction and History
CARE has been working in India for over 60 years, focusing on ending
poverty and social injustice. CARE India does this through well-planned and
comprehensive programmes in health, education, livelihoods and disaster
preparedness and response. Our overall goal is the empowerment of women and
girls from poor and marginalised communities leading to improvement in their
lives and livelihoods. We are part of the CARE International Confederation
working in 84 countries for a world where all people live in dignity and security.
5.8.2. CARE International Vision
CARE International seeks a world of hope, tolerance and social justice,
where poverty has been overcome and people live in dignity and security. CARE
International will be a global force and a partner of choice within a worldwide
movement dedicated to ending poverty. CARE International will be known
everywhere for their unshakable commitment to the dignity of people. In India,
CARE seeks a society which celebrates diversity, where rights are secured,
citizenship realized, and human potential fulfilled for all.
5.8.3. CARE India Mission
240
Notes
CARE India facilitates the empowerment of women and girls from poor
and marginalised communities in the fight to overcome poverty, exclusion and
social injustice. CARE India nurtures leadership internally and among partners to
achieve this mission.
5.8.4. Programmes of CARE India
a) Girls’ Education Programme
CARE’s Girls’ Education Programme (GEP) has been in operation for
over 10 years Uttar Pradesh, Bihar, Odisha and Haryana and plays a vital role in
achieving CARE’s long term goal of reaching out to 2 million women, girls, and
other marginalised people to enhance their abilities to exercise greater choice in
personal and public spheres by 2014. GEP seeks to improve opportunities for girls
and women through their increased participation in formal and alternative
education systems.
GEP builds upon innovative pilot projects and strategic partnerships that
have made important improvements in access to and quality of education for girls,
especially among poor, marginalised and vulnerable girls. Realising that there are
multi-tiered bottlenecks around issues of access, availability and quality of
education, the programme, in partnership with the government of India, addresses
the problems on many levels, including both within the formal school system and
though a number of alternative approaches to schooling.
b) Udaan (Flight School)
Udaan (Flight) school was piloted in Uttar Pradesh in the year 1999 in the
district of Hardoi, through an accelerated learning model, for older out-of-school
girls, ages 9-14, which allows students to complete primary school in 11 months
in a residential setting. Udaan School in Uttar Pradesh has currently the eleventh
batch of girls who are going to pass out of the school into mainstream formal
241
Notesschools. The success of this model has been replicated by CARE in another state,
Orissa, in one of its tribal dominated districts, Mayurbhanj which targets the most
disadvantaged tribal girls residing in remote inaccessible habitations.
c. Kasturba Gandhi Balika Vidyalayas (KGBV)
KGBVs are special residential schools started by the government under the
Sarva Shaksha Abhiyaan (SSA) government umbrella programme, for older girls
from socially disadvantaged communities who were never enrolled in or had to
drop out of primary school. CARE builds the capacity of KGBV teachers in Uttar
Pradesh and Gujarat to deliver quality education in an equitable manner. CARE
provides training in mathematics, computers and language to addresses knowledge
and skill gaps, and encourage schools to adopt more inclusive methods of
instruction.
CARE’s work in these schools has contributed to high student
achievement rates, better student/teacher relationships, and increased student self-
confidence. The success of introducing learner-centered instruction is evident
from the fact that the main advocates of the approach are the KGBV teachers
themselves.
d) Girls’ Leadership Initiative
CARE views education programmes for India’s marginalised children as a
critical component of the fight against poverty. Power Within aims to enable 10
million girls around the world to complete their primary education and develop
leadership skills that will empower them to work with their families, communities
and countries to overcome poverty. In India, Power Within has enormous
potential to influence government at all levels, reach large numbers of girls, and
address gaps in CARE’s development efforts, while building on and expanding
the scope of our many accomplishments.
242
NotesCARE focuses on creating agency for girls, which refers to the aspirations,
resources, actions and achievements of individuals themselves. CARE helps these
girls to stand up to the dynamics of the broader social structures that condition
girls’ and women’s choices. These include the institutions that establish the
‘norms’ about who holds power over whom or what, such as kinship, economic
markets, religion, educational systems, political culture, and ownership/control
over resources. It also works with girls and women to negotiate their needs and
rights with others, including men.
Development of leadership skills amongst marginalised girls is a cross
cutting theme, and CARE’s programme activities for leadership development is a
part of strategies for quality education and community mobilization. The three
pathways of leadership – diverse skill development, social networks and civic
action are being weaved together to give girls a complete experience and
opportunity for self development and growth.
e) Join My Village
The Join My Village initiative intensifies CARE’s program on maternal
and newborn health with a focus on integrating gender interventions in 1000
villages covering a population of 11, 66,535 in 15 development blocks of
Barabanki. Efforts include increasing community involvement in improving
maternal and newborn health by engaging individuals and households in the
delivery of public health services, leading to a sense of ownership by the
community. In addition, there is a focus on strengthening and empowering the
Village Health and Sanitation Committees (VHSC) as well as Mothers Groups
(MG). The project involves men as parents for better maternal and neo-natal
health outcomes and for gender equity. On the other hand the project works on
building capacities of frontline service providers so that they can provide quality
services to the community. The staff and service providers are encouraged to
share their inhibitions, shed their biases and work towards involving men as
partners in maternal and newborn health uptake.
243
Notes
f) Realisation of Citizenship through Good Governance
The project has been initiated to address women's citizenship issues in the
two states - Tamilnadu and Odisha. This is done through an engagement with
CBOs like Self Help Groups. Both these states differ in their socio-economic
conditions yet the situational realities of women are almost the same. They are
mostly dispossessed. The project, has, thus, undertaken a research study (in areas
with adequate representation of CARE Impact population) to understand
knowledge gaps that women face when attempting to realise their rights as voters
in the Indian democratic system. It asks the following questions: what are the
spheres of influence? (in terms of how women exercise their franchise); what
constraints do women face?( in terms of exercising their franchise in an
independent manner); what are the real priorities for women? (in terms of
expectations from their elected representatives); how do variables like number of
years of membership in a SHG, literacy and age influence the decision making
process?.
g) ECD
ICDS is the largest initiative of Government of India with a mandate of
providing holistic services to young children for Pre-School Education, Health
and immunization at the level of Anganwadi centers (AWC). The period of Early
Childhood represents the most significant and demanding stage in the
developmental continuum of an individual. The first 0 to 6 years of a child’s life
are globally acknowledged to be the most critical years with the pace of
development being extremely rapid. GEP has been actively operational in
implementing programmes for ECCE.
In Bihar, GEP is implementing an ECED programme known as ‘Linked
for Learning’. The overall objective of the programme is to ensure that
marginalised, especially lower caste children in the age group 3 to 8 have a
244
Notessmooth transition from home to formal schools. Linked for Leaning intends to
bring together the home, preschool (Anganwadi) and formal school to collaborate
for making the three environments child centred, facilitate child’s transition from
one to another and promote learning. It will develop 50 model sites along with the
government; these will serve as demonstration sites lessons from which will be
scaled by the government. The key strategies of the project will include
development of locally relevant child centred curriculum, training of parents and
teachers and mobilizing communities and stakeholders.
h) SAKSHAM - Health Programme with the Sex Workers
SAKSHAM project’s key objective is that by 2012, NGOs and CBOs will
have enhanced capacity to apply community mobilisation strategies for reducing
risk of HIV/AIDS and STD contraction amongst marginalised populations,
particularly sex-workers. SAKSHAM works to train institutions and civil society
through programmes to mobilize communities and develop innovative strategies
for reaching sex workers with interventions for HIV/AIDS and STD prevention.
These interventions include training that builds capacities of sex workers to
address socio-cultural and political structures which keep them exploited,
disadvantaged and excluded in society, thereby increasing their vulnerability to
HIV/AIDS and STDs.
i) AXSHYA - treatment of Tuberculosis (TB)
AXSHYA works to address identified challenges in the treatment of
Tuberculosis (TB) such as insufficient laboratory capacity for detection and
follow up of requisite drug resistance cases along with funding gaps for
procurement of second line drugs for all Multi-Drug Resistant TB (MDR-TB)
cases to be initiated with treatment. The first objective is to establish and enhance
capacity for quality assured rapid diagnosis of Drug Resistant TB (DR-TB) in 43
Culture and Drug Susceptibility Testing (DST) laboratories in India by 2015. The
next objective is to scale-up care and management of DR-TB in 35 States/Union
245
NotesTerritories of India resulting in the initiation of treatment of 55,350 additional
cases by 2015. Another objective is to improve the reach, visibility and
effectiveness of the Revised National TB Control Programme (RNTCP) through
civil society support in 374 districts across 23 states by 2015. The final objective
is to engage communities and community-based care providers in 374 districts
across 23 states by 2015 to improve TB care and control, especially for
marginalised and vulnerable populations including TB-HIV co-infected patients.
j. Family Health Initiative
Bihar, one of the poorest states in India, is poised to significantly improve
maternal, newborn and child health outcomes by 2015. Strong government
leadership, movement toward integration and system strengthening through the
Bihar Health Sector Reform Programme (BHSRP), and increased resources create
a unique opportunity for progress. In this context, the Family Health Initiative in
Bihar, with support from the Bill and Melinda Gates Foundation, catalyses a
dynamic process of developing, testing, and scaling-up innovative solutions that
transform frontline and first level facility family health services, dramatically
increasing coverage and quality of life-saving interventions, improving survival
and health for women, newborns and children throughout the state.
k. SWASTH
As part of Sector Wide Approach to Strengthen Health in Bihar
(SWASTH), CARE is providing Technical Assistance (TA) support to
Government of Bihar (GoB) to develop a comprehensive health sector reform, a
nutrition policy and capacity building within the concerned departments. CARE’s
approach to health sector reform makes concerted efforts to link improved health
status to poverty reduction and human development. The overall strategy adopted
by CARE under this initiative is to enhance understanding and acceptance of the
sector approach in the government. The project is divided into three phases: a)
design; b) interim; and the c) implementation phase. The project is currently in the
246
Notesimplementation phase, though the design phase focused on situational analysis in
Bihar, and made policy recommendations, while the implementation phase
focuses on developing ownership of the policy recommendations. Key focus areas
include: poor and vulnerable sections, health service delivery, nutrition service
delivery, capacity building of health service providers, behaviour change, health
financing, institutional development, and public-private partnership.
l. EMPHASIS
This project has been developed by CARE’s three country offices to
address vulnerability in terms of HIV-AIDS amongst population from low
prevalence countries Bangladesh and Nepal to high prevalence areas in
neighbouring India. The target groups under this project include mobile
populations and their families, with a particular focus on women. The target
locations are the two high mobility routes in the region: (i) from Achcham in
Western Nepal, down through northern India to Mumbai; and (ii) ten selected
unions in Jessore and Satkira districts of Bangladesh, across to Kolkata in West
Bengal in India. The project includes multiple closely linked interventions
focusing on: improving access to HIV prevention and care support for inter-
country mobile populations; capacity building of government, civil society and
community efforts to reduce vulnerability of mobile populations; and facilitating
evidence-based advocacy towards creation of an enabling environment supportive
of reducing vulnerability of mobile populations to HIV-AIDS in India,
Bangladesh and Nepal.
m. Urban Health Initiative
The Urban Reproductive Health Initiative in Uttar Pradesh (the Initiative)
is designed to contribute to India’s efforts to achieve the Millennium
Development Goals, especially its target to achieve universal access to
reproductive health (RH) by 2015. The project aims to increase contraceptive
247
Notesprevalence rate (CPR) by 20 percentage points in four major cities of Uttar
Pradesh.
n. Initiative to Manage People Centred Alliances in Control of TB (IMPACT)
The goal of IMPACT (Initiative to Manage People Centred Alliances in
Control of TB) is to support the Revised National Tuberculosis Control
Programme (RNTCP) to decrease the morbidity and mortality caused by
Tuberculosis (TB), Multi-Drug Resistant TB (MDR-TB) and HIV/AIDS co-
infection, in West Bengal in India. The project achieves this goal through several
strategic objectives. First, intensification and expansion of community based
DOTS treatment in the poor performing units; next, strengthening and case-
holding and completion of treatment among re-treatment and MDR TB patients.
The project also works to strengthen the TB-HIV/AIDS coordination at state and
district level to improve cross referrals.
o. The Community Health Care Management Initiative (CHCMI)
The Community Health Care Management Initiative (CHCMI) is an
opportunity for CARE and the Government of West Bengal to collaborate on the
public health agenda through pro-active engagement with PRIs, civil society
organisations and government departments. Some of the constraints that CARE
has experienced during its association with CHCMI will also be addressed
through comprehensive planning to enable this pioneering initiative to have a
sustained impact. The project strengthens health and nutrition interventions
through micro-planning processes across five districts and involves PRIs and
CBOs with proper representation of women from the poorest and most
marginalised groups. The project works to improve the health care delivery
system at the Gram Sansad level through institutional development and
convergence of health and ICDS services and advocates for good practices for
replication in blocks of remaining districts.
248
Notesp. SEHAT
The goal of the project is to improve nutrition and health status of women
and children and enable access to quality education for children from Scheduled
Caste and Scheduled Tribe (SC/ST) communities in 500 villages across Sidhi and
Shahdol districts of Madhya Pradesh. The main objectives are to strengthen the
system that addresses malnutrition with utmost emergency, improve quality in pre
and primary education that increases enrollment and attendance and to improve
access to livelihoods.
q. Kutch Livelihood Education Advancement Project K-LEAP
In 2006, CARE and Cargill launched a partnership in Gujarat, India aimed
at improving the quality and accessibility of Primary Education near Cargill
operational areas. CARE believes Education and Economic Development as two
complementary part of the whole project – each seeking to fight endemic poverty
for poor communities especially during the time of weather disasters and market
downturn. This project also understands the need to provide accessible and quality
Education to improve children’s opportunities for the future.
The Education endeavor builds on improving the learning outcomes of
43000 children in 122 formal schools, and especially working with adolescent
girls in 86 Government residential schools as well as in 15 non-traditional learning
centers. K-LEAP develops “model” schools with best practices to reduce gender
disparities in enrolment & improve learning outcomes; which are then replicated
by all schools in the area. The model schools involve working at all levels-with
parents, community, children and teachers. There is a direct engagement with
teachers, building their capacity in using age and grade appropriate joyful and
creative methods in teaching and assessments.
r. Empowerment & Sustainable Livelihood for Women in Delhi Slums
249
Notes
The Economic Development Unit (EDU) is currently undertaking an
initiative entitled Empowerment and Sustainable Livelihoods of Poor Women in
Delhi Slums. The aim is to understand and act on the interplay between Agency-
Structure-Relations (Empowerment) conditions and Rights-Resources-Services-
Opportunities (Sustainable Livelihoods). The idea is to help women and their
households better negotiate their way through development maze and realise
sustainable livelihoods.
s. Cashew Value Chain
CARE is implementing the Women in Value Chain initiative in Tamil
Nadu. The goal is to provide improved livelihood options and skills to
marginalised women in the two cashew-growing districts of Cuddalore and
Nagapattinam. The project aims to achieve this goal by providing income earning
opportunities to these women; improving functional literacy and numerical skills
of women in cashew growing sector; improving women’s awareness on their
rights, entitlements, and reproductive health; and creating member-owned and
managed federations for facilitating women farmers’ access to credit and saving
opportunities, business development, and for institution building and advocacy.
t. Banking on Change
CARE believes that the long-term viability and sustainability of Self-Help
Group (SHG) methodology depends on developing SHG Federations which can
function as effective financial and non-financial intermediaries. An overarching
principle for this project will be to ensure sustainability (institutional, operational
and financial) and effective delivery of financial services to poor households by
working at all levels in the savings-led SHG methodology – SHGs, SHG
Federations and the Promoting NGO Micro finance institutions (MFIs). CARE is
partnering with multiple NGO MFIs and providing grant and technical support to
strengthen governance, management and service delivery thereby enabling them
250
Notesto take up active financial intermediation accessing external funds to offer
customized financial services in a sustained manner to poor.
u. Insure Lives and Livelihoods
CARE’s Insure Lives and Livelihoods (ILAL) project aims to facilitate
insurance services to the disadvantageous communities and coastal districts of
Tamilnadu and the district of Pondicherry Union Territory. The project is a
coalition of private for-profit and non-profit partnerships to help communities to
access formal insurance services in the form of micro insurance. The project helps
the market deliver services appropriate to the needs of low income households
specifically pertaining to the risks threatening their lives and livelihoods. ILAL
works with women, men and broader community groups and institutional
structures. This is to ensure that micro-insurance services address both household
and community vulnerabilities and coping mechanisms to offer protection against
the effects of shocks and disasters. The project aims to reach 75,000 clients (both
men and women) with micro-insurance coverage through 5000 self-help groups,
50 community structures, civil society organisations and banking institutions.
v. Andhra Pradesh Flood Recovery Project
The overall goal of the project is rehabilitation of the flood affected
families in the two worst affected districts of Mehbubnagar and Kurnool. The
purpose of the project is to restore the destroyed houses and livelihoods of the
affected families. The proposed project includes a package of interventions
focused on reconstruction of disaster resilient houses/homes and income
generating and sustaining livelihoods. Resuming farming activities that will help
increase subsistence consumption, provision of farm equipments, livestock, micro
enterprise initiatives and restoration of some vital productive assets are some of
the crucial rehabilitation interventions proposed.
5.9. DEPARTMENT OF SOCIAL WELFARE
251
Notes
5.9.1. Scheduled Caste Welfare - About the Division
The Ministry of Social Justice & Empowerment is the nodal Ministry to
oversee the interests of the Scheduled Castes. Though the primary responsibility
for promotion of interests of the Scheduled Castes rests with all the Central
Ministries in the area of their operations and the State Governments, the Ministry
complements their efforts by way of interventions in critical sectors through
specifically tailored schemes. Efforts made by State Governments and Central
Ministries for protecting and promoting the interests of Scheduled Castes are also
monitored.
Under the Scheduled Castes Development Bureau, the Ministry
implements Schedules Caste Sub-Plan (SCSP) which is an umbrella strategy to
ensure flow of targeted financial and physical benefits from all the general sectors
of development for the benefit of Scheduled Castes. Under the strategy,
States/UTs are required to formulate and implement Special Component Plan
(SCP) for Scheduled Castes as part of their Annual Plans by earmarking
resources. At present 27 States/UTs having sizeable SC population are
implementing Schedules Caste Sub-Plan.
Another policy initiative for the development of Scheduled Castes is
Special Central Assistance to Special Component Plan, in which cent percent
assistance is given as additive to Schedules Caste Sub-Plan of the States/UTs on
the basis of certain criteria such as SC population of the States/UTs, relative
backwardness of the States/UTs percentage SC families in the States/UTs covered
by composite economic development programmes in the State Plan to enable them
to cross the poverty line, percentage of SCP to the Annual Plan as compared to SC
population percentage of the States/UTs.
The National Scheduled Castes Finance and Development Corporation
(NSFDC) set up under the Ministry provides credit facilities to persons belonging
252
Notesto Scheduled castes living below double the poverty line limits (presently
Rs.40,000/- p.a. for rural areas and Rs.55,000/- p.a. for urban areas), for income
generating activities.
Another Corporation under the Ministry viz. National Safai Karamcharis
Finance & Development Cooporation(NSKFDC) provides credit facilities to
beneficiaries viz. Safai Karamcharis, scavengers and their dependents for income
generating activities for socio-economic development through State Channelising
Agencies.
The Ministry implements two Acts for protecting the civil rights of the Scheduled
Castes viz.
i. Protection of Civil Rights Act, 1955 and
ii. The Scheduled Castes and the Scheduled Tribes (Prevention of Atrocities
Act, 1989).
5.9.2. Welfare of Backward Classes - About the Division
Under the Backward Classes Bureau, the Ministry is mandated to look
after the welfare of Backward Classes, by implementing the schemes for
Backward Classes. The Ministry also deals with the National Backward Classes
Commission (NCBC) which was set up in 1993. The Commission tenders advice
to the Ministry in respect of castes, sub-castes, synonyms and communities for
inclusion in/from the central list of Other Backward Classes.
Backward Classes means such backward classes of citizens other than the
Scheduled Castes and Scheduled Tribes as may be specified by the Central
Government in the lists prepared by the Government of India from time to time
for purposes of making provision for the reservation of appointments or posts in
favour of backward classes of citizens which, in the opinion of that Government,
are not adequately represented in the services under the Government of India and
any local or other authority within the territory of India or under the control of the
Government of India.
253
Notes
The affairs of Backward Classes were looked after by the Backward
Classes Cell (BCC) in the Ministry of Home Affairs prior to 1985. With the
creation of a separate Ministry of Welfare in 1985 (renamed as Ministry of Social
Justice and Empowerment on 25.5.1998), the matters relating to Scheduled
Castes, Scheduled Tribes, Other Backward Classes (OBCs) and Minorities were
transferred to the new Ministry. Consequent upon the creation of two separate
ministries for Scheduled Tribes and Minorities, the subject matter pertaining to
these two categories were transferred to the respective Ministries. The Backward
Classes Division in the Ministry looks after the policy, planning and
implementation of programmes relating to social and economic empowerment of
OBCs. It also looks after matters relating to two institutions set up for the welfare
of OBCs namely, the National Backward Classes Finance and Development
Corporation (NBCFDC) and the National Commission for Backward Classes
(NCBC).
Welfare of Backward Classes - Schemes / Programmes
Pre-matric Scholarship for OBC Students
Post-matric Scholarship for OBC
Assistance to Voluntary Organizations for Welfare of OBCs
National Backward Classes Finance and Development Corporation
(NBCFDC)
Rates of the Pre-Matric and Post-Matric Scholarship for OBCs Schemes
5.9.3. Empowerment of Persons with Disabilities - About the Division
The Disability Division in the Ministry of Social Justice & Empowerment
facilitates empowerment of the persons with disabilities, who as per Census 2001
254
Notesare 2.19 crore and are 2.13 percent of the total population of the Country. These
include persons with visual, hearing, speech, locomotor and mental disabilities.
a) Assistance to Disabled Persons for Purchase / Fitting of Aids and
Appliances (ADIP Scheme)
The main objective of the Scheme is to assist the needy disabled persons in
procuring durable, sophisticated and scientifically manufactured, modern,
standard aids and appliances that can promote their physical, social and
psychological rehabilitation, by reducing the effects of disabilities and enhance
their economic potential.
b) Deendayal Disabled Rehabilitation Scheme to promote Voluntary Action
for Persons with Disabilities (Revised DDRS Scheme)
To facilitate delivery of various services to persons with disabilities by
voluntary organizations, the Ministry of Social Justice and Empowerment is
administering DDRS scheme and providing grants-in-aid to NGOs for the
following projects:-
i. Vocational Training Centres
ii. Sheltered Workshops
iii. Special Schools for the Persons with Disabilities
iv. Project for Cerebral Palsied Children
v. Project for Pre-School and Early Intervention and Training
vi. Home based Rehabilitation Program / Home Management Programme
vii. Project for Rehabilitation of Leprosy Cured Persons (LCPs)
viii. Project relating to Survey, Identification, Awareness and Sensitization
ix. Project for Community Based Rehabilitation
x. Project for Human Resource Development
xi. Seminars / Workshops / Rural Camps
xii. Project for Legal Literacy, Including Legal Counselling, Legal Aid and
Analysis and Evaluation of Existing Laws255
Notesxiii. Environment Friendly and Eco-Promotive Projects for the Handicapped
xiv. Grant for Purchase of Vehicle
xv. Construction of Building
xvi. Grant for Computer
xvii. Project for Low Vision Centres
xviii. Half Way Home for Psycho-Social Rehabilitation of Treated and
Controlled Mentally Ill Persons
xix. District Disability Rehabilitation Centres (DDRCs)
The maximum level of support could be up to 90% of the eligible amount of grant
for the project.
During the 10th Five Year Plan grant-in-aid to the extent of Rs. 335.4 cr. was
released to NGOs under the scheme.
c) Scheme of National Awards for Empowerment of Persons with Disabilities
Empowerment of persons with disabilities is an inter-disciplinary process,
covering various aspects namely, prevention, early detection, intervention,
education, vocational training, rehabilitation and social integration etc. Apart from
resources, it requires dedicated efforts of persons and institutions involved in the
process of empowerment. In order to recognise their effort and encourage others
to strive to achieve excellence in this field, separate awards are being presented to
the most efficient/outstanding employees with disabilities, best employers, best
placement agency/officer, outstanding individuals, outstanding institutions, role
models, outstanding creative disabled individuals and for outstanding
technological innovation and adaptation of innovation to provide cost effective
technology.
d) Scheme of National Scholarships for Persons with Disabilities
Under the Scheme of National Scholarships for Persons with Disabilities,
every year 500 new scholarships are awarded for pursuing post matric
professional and technical courses of duration more than one year. However, in
256
Notesrespect of students with cerebral palsy, mental retardation, multiple disabilities
and profound or severe hearing impairment, scholarships are awarded for pursuing
studies from IX Std. onwards.
Students with 40% or more disability whose monthly family income does
not exceed Rs.15,000/-are eligible for scholarship. A scholarship of Rs.700/- per
month to day scholars and Rs.1, 000/- per month to hostellers is provided to the
students pursuing Graduate and Post Graduate level technical or professional
courses. A scholarship or Rs.400/- per month to day scholars and Rs.700/- per
month to hostellers is provided for pursuing diploma and certificate level
professional courses. In addition to the scholarship, the students are reimbursed
the course fee subject to a ceiling of Rs.10, 000/- per year.
e) Schemes arising out of the Implementation of the Persons with Disabilities
(Equal Opportunities, Protection of Rights and Full Participation) Act, 1995
A number of schemes are being formulated under the Persons with
Disabilities (Equal Opportunities Protection of Rights and full participation) Act,
1995 also. Schemes under implementation at present are as under:-
i. Incentives to Employers in the Private Sector for Providing Regular
Employment to Persons with Disabilities
A Central Sector Scheme of providing one-lakh jobs per annum to the
persons with disabilities, with a proposed outlay of Rs.1800 crore, during
the 11th Plan Period has already been sanctioned from 1.4.2008 by the
Government. Under the Scheme, the Government will make payment of
the employer's contribution to the Employees Provident Fund and
Employees State Insurance for the first three years, as an incentive, in
return of employment of persons with disabilities with monthly wage up to
Rs 25000/- per month.
257
Notesii. Models to promote awareness about accessibility features in public
buildings
Funds are being provided to Universities / Administrative Training Centres
in the States/UTs and State Secretariats etc. for installing lifts, ramps, etc.
to provided barrier free access to persons with disabilities.
i. Composite Regional Centres for Persons with Disabilities (CRCs)
Due to lack of adequate facilities for rehabilitation of Persons with
Disabilities, the Ministry has set up five Composite Regional Centres for
Persons with Disabilities at Srinagar, Sundernagar (Himachal Pradesh),
Lucknow, Bhopal and Guwahati to provide both preventive and
promotional aspects of rehabilitation like education, health, employment
and vocational training, research and manpower development, for
rehabilitation for persons with disabilities etc.
ii. District Disability Rehabilitation Centers (DDRCs)
The Ministry with active support of State Governments is facilitating
setting up District Disability Rehabilitation Centers (DDRCs) to provide
rehabilitation services to persons with disabilities. Centres are being set up
in unreached and unserved districts of the country in a phased manner.
These centers are to provide services for prevention and early detection,
referral for medical intervention and surgical correction, fitment of
artificial aids and appliances, therapeutical services such as physiotherapy,
occupational and speech therapy, provision of training for acquisition of
skills through vocational training, job placement in local industries etc. at
district headquarters as well as through camp approach. 100 new DDRCs
will be set up by 2012.
iii. Awareness Generation Programme
A pilot project for creation of awareness on prevention and early detection
and intervention of various types of disabilities has been taken up. The
project envisages dissemination of information in rural areas through
258
NotesAnganwadi workers and covers 30 districts (17 in Uttar Pradesh and 13 in
Bihar). Recently a pilot project has been taken up in 13 districts of Assam
also. The programme is under implementation.
iv. Technology Development Projects in Mission Mode
With a view to provide suitable and cost effective aids and appliances
through the application of technology and to increase their employment
opportunities and integration in society of the physically disabled, the
above scheme was started during 1990-91. Under the scheme, suitable
R&D projects are identified and funded for developing aids and
appliances. The scheme is implemented through the IITs, Educational
Institutes, Research Agencies and Voluntary Organisations etc. Financial
assistance is provided on 100% basis. The four Technical Advisory
Groups monitor the selection of the projects and also their progress at
different stages in areas of disabilities, namely, Orthopaedic (including
Cerebral Palsy), Visual, Speech and Hearing and Mental. All the projects
those are recommended by the respective Technical Advisory Groups
placed before the Apex Level Committee headed by Secretary, Ministry of
Social Justice and Empowerment.
v. Trust Fund for Empowerment of Persons with Disabilities
The Supreme Court in its order dated 16th April, 2004 in the Civil Appeals
No.4655 and 5218 of 2000 had directed that the banks, who had collected
an estimated excess amount of Rs.723.79 crores annually from the
borrowers through rounding off in collection of interest tax, should
transfer it to a trust which would be used for welfare of persons with
disabilities. The Court had constituted a Committee under the
chairmanship of Comptroller and Auditor General of India with Finance
Secretary and Law Secretary as members. The Ministry had sought
directions of the Apex court for transfer of these funds to the National
Trust for Welfare of persons with Autism, Cerebral Palsy, Mental
Retardation and Multiple Disabilities for purposeful utilization.
259
Notes
5.9.4. Social Defense - About the Division
Ministry of Social Justice & Empowerment as the name suggests is to
ensure equitable treatment to such sections of society who have suffered social
inequalities, exploitation, discrimination and injustice. The Social Defense Bureau
of the Ministry mainly caters to the requirements of:
Victims of alcoholism and substance abuse
Senior Citizens
The programmes and the policies of the Bureau aim at equipping this
group to sustain a life of respect and honour and to become useful citizens. In this
process, the Bureau plays the role of a catalyst and has promoted voluntary action.
The State Governments, autonomous bodies, NGOs and even the corporate world
are involved in formulating and implementing the policies. All the programmes
are meant to aid, prevent neglect, abuse and exploitation and provide assistance to
those deprived and mainstream them.
5.10. Role of Voluntary Non-Government Organization in Social Welfare
Voluntary social action as advocated by our great leaders, Mahatma
Gandhi, for instance, had vehemently supported collective social action in
preference to the role of state. Vinoba Bhave and Jayaprakash Narayanan has also
endorsed his views. There has been a long history of community action and self-
help in India and the values of compassion; concerns for collective good and
selfless action will be in evidence in future as well. The need for involvement of
voluntary organizations in development has been duly recognized in official
documents also in the post independence era. Balwant Ray Mehta Committee
(1957) has observed, “Today in the implementation of the various schemes of
community development more and more emphasis laid on non-governmental
agencies and workers and on the principle that ultimately people’s own local
organizations should take over the entire work”. Similarly, rural-urban
260
Notesrelationship committee (1966) has laid emphasis on the role of voluntary
organizations in mobilizing community support for development activities.
Another all-India committee on Panchayati Raj institutions (Ashok Mehta
Committee) appreciated the role of voluntary agencies in these words, “of the
several voluntary organizations engaged in rural welfare, a few have helped the
Panchyati Raj institutions in micro-planning exercise, and cost-benefit analysis
and explore ways and means to induce local participations in planning and
implementation .
AVARD (Association of Voluntary agencies for Rural Development) also
provides consultancies services in project formulation and assists its member
agencies with technical support. Voluntary agencies, if they have requisites
expertise, proven standing ad well-equipped organizations, can assist Panchayati
Raj institutions in the planning process. They can be particularly involved in
formulation of project and schemes. The can also help to create strong public
opinion in support of measures aimed at social change.
The fourth five year plan (1969 – 74) had stipulated , “social voluntary
organizations play an important role in extending welfare activities among the
backward classes, assistance will be given to them for taking up project like
publicity and propaganda for removal of untouchability, running hostels and
educational institutions, organizing welfare and community centers, social
education and conducting training and orientation courses.
The seventh five-year plan also relied heavily on voluntary organizations
to implement anti-poverty and minimum needs programmes as the tasks
introduced in these programmes are so vast that government alone cannot perform
everything. Supplementary effort from the voluntary agencies will be necessary as
expertise of a different attitudes and orientation will need to be mobilized to reach
the target groups. Moreover it may not be advisable to entrust development work
to the bureaucracy. Especially in certain spheres of activity demanding creativity,
innovativeness and the motivation and commitment, non-bureaucratic
261
Notesorganizations may be more suitable. From this standpoint, voluntary
organizations, if equipped with necessary technical expertise can be useful
agencies of socio-economic development. A discernible shift has come about in
government thinking regarding involvement of voluntary organizations in
development since the sixth plan period. There is now a greater thrust and an
urgency to involve these bodies even in prestigious programme like the 20-point
programme through involving them in consultative groups.
While the voluntary agencies have been involved in the government’s
welfare programmes for a long time, the idea that the scope of this cooperation
should be widened has been gaining ground. In October 1982, Prime Minister
Mrs.Indira Gandhi had written to all the Chief Ministers that consultative groups
of voluntary agencies must be established at the state level. The document of the
seventh plan (1985-1990) made this resolve clearer when it had said that during
this plan, serious efforts will be made to involve voluntary agencies in various
development programmes, particularly in the planning and implementation of
programmes of rural development.
Recognizing the strength of voluntary agencies this document said: These
have been inadequate recognition of their role in accelerating the process of social
and economic development. These agencies have been known to play an
important role by providing a basis for innovation with a now models and
approaches, ensuring feedback, and securing the involvement of families living
below the poverty line”.
5.11. PROBLEMS FACED BY VOLUNTARY AGENCIES
Despite government and success of voluntary organization in a range of fields
and the excellent work done by them in specific areas, the inborn defects and
262
Notesweaknesses which if overcome would furnish them to function more effectively in
the formulation and implementation of numerous programs proposed for the
welfare of the concerned beneficiaries. Numerous weaknesses affecting voluntary
organizations may be discussed as follows:
a) Lack of dedication in leadership
In the post-independence era, the voluntary organizations faced the crisis of
leadership as the leaders who pioneered voluntary action and worked for it with
spirit of commitment and dedication chose to enter politics to find berths in
legislature and parliament, thus, creating a emptiness for leadership in voluntary
organizations.
b) Connection of leadership in elderly persons
The leadership with some exceptions in concentrated in the hands of elderly
people. Their style of functioning exhibits authoritarianism and frustrates the
younger people who are embodiments of new ideas, initiatives and incentive
nature, which are not allowed to express and practice.
c) Monopoly and interlocking in Leadership
It has been observed that there is a propensity towards momopolization and
interlocking of leadership at the top level of voluntary action groups and
organsiations as is reflected in the same person being the president in one
organization, secretary in the other, treasurer in the third and a member of the
executive in the fourth. This interlocking of leadership may be advantageous in
formulating coordinated policies, programmes, and activities, facilitating
exchange of technical know-how and experience and mobilizing people for a
common goal. But the greatest disadvantage of such leadership that young
generation is not allowed to enter into the organization and leadership. Leaders in
most of the groups would like to enable themselves rather than allow the second
rank leadership to grow. Instances of occupying positions of importance by the
same persons for decades are numerous. The continuation of elected or nominated
263
Notesmembers for very long tenures in any group or agency makes them so powerful
that they prove to be counter democratic.
d) Deterioration in quality of service
The voluntary organizations had to engage themselves in social welfare services
in many areas after independence to meet the desires and hopes of people and
accept all available programmes whether they had the essential human resources
or material or not. With this sudden expansion of their activities without adequate
preparation, the quality of their services was inevitably to deteriorate and was
bound to be below the expected standards.
e) Failures to enlist popular participation
Voluntary organizations are meant to provide opportunities to the citizen for
democratic participation but they have not been able to fulfill this requirement due
to method and manner in which they function, and failed to attract people
interested in productive work and develop channels for people’s enthusiastic
participation. Some of the factors responsible for such a state of affairs are general
backwardness of the people, lack of and an adequate number of dedicated persons,
over importance on targets, and time bound programmes, political interference
and vested interests, easy availability of funds without proper planning and
assessment of felt needs and protection for the community, disbelief of agencies
and workers who not have a base in the community and are unable to win its
support and lack of decentralization which could give a feeling of being partners
in development rather than development being plunge from above.
f) Isolation of most voluntary agencies
Thousands of voluntary organizations functioning at local level throughout the
country, through doing considerable work have no links among themselves and
therefore, feel isolated and their workers lonely and depressed, consequently they
have little influence in the policies and programmes formulated by the
government. Moreover, since their actions are uneven and spread over a variety of
264
Notesfields, they do not seem to meet needs in a large way and make visible impact on
the life of the community.
g) Financial scarcity
Most of the voluntary organizations suffer from scarcity of funds. Government
does not give cent percent grants-in-aid for various programmes. Voluntary
agencies have to make matching contributions, which they are sometimes unable
to manage and are, therefore, unable to avail themselves of the grants. The
voluntary organizations, therefore, need to evaluate funds through their own
resources as well as through various means such as appeals for contributions,
charity concerts, film premiers, sporting events, flag days, sale of greeting cards,
etc., and donations from industrial houses, trusts, temples, wakfs, churches,
charities and religious and other endowments. The un-abating raise in prices due
to unmanageable inflation further complicates their financial position rendering
them incapable of rendering services of standard quality.
h) Absence of former pioneering spirit
Voluntary organizations worked as pioneers in early days but that enthusiasm
seems to have faded these days. They hesitate to undertake new experiments’ and
are content with settling down in certain areas in grooves and are unwilling to
move on, thus, betraying the spirit of dynamic adventurism, which should be the
hallmark of voluntary action.
i) A few organization at rural areas
Few voluntary organizations are working for the development in rural areas as
compared to urban areas due to the backwardness and ignorance of the rural
people and lack of enthusiasm among social workers to work among them in the
absence of availability of minimum comforts though there is alarming need of
voluntary action in performing numerous functions assigned to various
government agencies / institutions which are incapable of executing them for want
of adequate funds and manpower. Voluntary orgnisations, therefore, need to
265
Notesoperate in rural areas on a bigger scale to join the cooperation of village people in
making their lives more affluent.
j) Concentration of organizations in urban areas
Voluntary organizations have grown more in urban areas than in rural areas but
their potentialities in raising resources and supplementing services to be provided
by the municipal authorities have not been properly realized and appreciated. In
urban areas, voluntary associations of philanthropists, interest protecting trade
unions and miscellaneous types of exist in large numbers such as societies for
promotion of various kinds of education, recreational and cultural activities;
professional associations of doctors, lawyers, teachers and other professionals,
tenants associations, slum dwellers’ association, societies helping needy men,
women, children, suffering from social, economic and mental handicaps, senior
citizens’ welfare association, etc. the services of these voluntary organizations can
be best utilized by the municipal governments in raising the quality of lives
citizens.
k) Misuse and misappropriation of funds
There have been serious charges of misuse and misappropriation of funds received
as grant –in-aid from the government, foreign donour and raised through their
own resources by the voluntary organization obliging the government to institute
enquiries into these allegations by appointing commissions of Enquiry and
Committees. For example, Gandhian Institutions and many voluntary agencies of
long standing have no exemptions from this stigma. Political or personal enmity
accountable for their finances and activities to the government and the public and
should be above suspicion. There is no denying the facts that some unscrupulous
elements have made fortunes by floating voluntary organization for their personal
gains and managing grants from the government.
l) Inadequate trained personnel
266
NotesOnce the voluntary organizations were served by unpaid social workers imbued
with the spirit of service and did not require many special education or training.
But the present trend of professionals in social services emphasizes proper
education and training of personnel in the context of scientific and technological
advancements impinging on the quality of services to be provided for various
types of beneficiaries. Unfortunately, the adequate facilities for training of
manpower do not exist and wherever they exist as in National Institute for Public
Cooperation and Child Development and Various Institutes of health and family
welfare, Rural Development, national Council for Educational Research and
Training. Central Social Welfare Board, etc., They are not availed of by the
voluntary agencies for lack of infrastructure and motivation and their location at
the National Level. Training facilities for personnel employed in voluntary
organizations therefore, need to be made available at grassroots level and to
accommodate to the requirements of all types of workers at all levels of hierarchy.
m) Absence of common forum and coordination
Massive amount of voluntary organization existing at local, state and national
level has been provided with no uniform of discussion and to sort out their
common problems of overlapping, duplications, and coordination. There was no
exchange of information, data collection, research, training and publication and to
place before the government their common difficulties. The absence of such
common forum also incapacitates voluntary organizations.
n) Continuations of old virtues
Voluntary organsations are given the credit of providing better service in
comparison to government establishments by virtue of their dedication, human
touch, innovativeness, flexibility in their problems and needs but unfortunately
these virtues of voluntary organsations have windswept over the years inter-alia
due to professionalization of social services which is mainly responsible for the
professionals working in routine style.
o) Casualty in autonomy
267
NotesVoluntary agencies are autonomous organsiations but their autonomy is first
casually when they approach the government for grants-in-aid which stipulates
conditions for their award and utilization and entitles the government to exercise
supervision and control over them and take appropriate action including their de-
recognition and dissolution. They make a fuss in activities damaging public
interest. Moreover, if they have to execute the schemes and programmes
sponsored by the government even if they do not be conventional to their policies,
methods and techniques of implementation, which may cause areas of conflict
between them and the government. But a free and frank discussion on these issues
could resolve the conflict and secure pleasant-sounding relationship and
cooperation to serve the best interest of the society.
The voluntary organizations have played magnificent role in rendering
services to different sections of society and they have bright prospects to continue
with their present programmes and extend them to the areas where they do not
exist with the support of the government of which they are partners and not
contenders in the service of people. If their weaknesses, draw-backs, deficiencies
and disabilities as delineated above are removed and their organsiations and
structure are streamlined and strengthened especially in the matter of periodical
enrolment of fresh members, democratic election of office bearers, provision of
right type of leadership, decentralization and delegation of authority, qualified and
trained personnel, people’s participation in the formulation and execution of
programmes, appropriate use of funds, forum for discussion of common problems,
mechanism of coordination, non-interference of politicians, abolition of vested
interests, the enlistment of dedicated and devoted workers, social accountability
and self-evaluation, etc., they are bound to recapture their old pioneering spirit
and serve the society with greater vigour earning the thankfulness and
appreciation of both the government and the society.
5.11.1. Working issues in the voluntary sector
268
Notes
Voluntary and Community Sector organisations are operating in an ever-
changing environment, facing problems of short-term and insecure funding.
Terms and conditions generally range from close to the average to the very
minimum. Yet some offer better than most with longer maternity leave or annual
leave entitlements. Others can offer better flexibility and more development
opportunities. Over one third of staff are based in establishments with 10 staff or
fewer; typically organisations without a specialist personnel department.
Part time working and temporary contracts are slightly more common in
the voluntary sector than in other sectors (10.8% of staff are on temporary
contracts, compared to 4.9% in the private sector). Many voluntary sector workers
opt for temporary contracts more out of necessity than choice – almost 30% of
those on temporary contracts in the VCS said they wanted permanent status,
compared to 24% for the whole economy.
Recruitment is a major issue for the sector, according to the NCVO, with
47% of voluntary and community organisations experience problems recruiting
paid staff. This is especially the case for care workers, project and support
workers and problems are mainly due to skills shortages.
This isn't the same everywhere in the sector though. The Voluntary and
Community Sector relies heavily on the skills, commitment, motivation and
enthusiasm of its staff and volunteers. These things are all what makes the sector
unique, but should not be at the expense of decent terms and conditions.
5.11.2. PROBLEMS AND ISSUES FACED BY NGOs
No uniform selection procedure leads to
Lack of transparency
Involvement of large number of incapable NGOs
Increased programme administration cost
269
Notes Lack of domain knowledge, experienced manpower & financial
resources.
Majority have no link with “civil society”.
Lack of standardized practices.
Vague outputs & no monitoring mechanism;
Limited number of capable & overstretched NGOs.
No written guideline to streamline working relationship with field offices.
Frequent hijacking of programme, indifferent outputs.
Even to form an NGO, they require proper approval from the government
of India and getting that approval is not an easy task. They need to meet all
the criteria that are set by the government of India and this might be
difficult for some of them to meet the requirements.
NGOs do not have enough funds to run their operations. They are always
dependant on those good-hearted people who are interested in social
service and those who wish to give funds and support for offering free
education in India for the poor children and to help the poor.
Fund raising for an NGO in India is not an easy task so they will have to
think and find different ways of raising funds to execute their programs
and to help the poor people. This is a great challenge for all NGOs as
without funds they will not be able to do anything.
Sometimes they would start a project only based on the funds they have.
Even after planning so well and much in advance there are many cases in
which their programs would be stopped half way just because of lack of
enough funds.
5.11.3. Problems faced by NGOs in India
Indian NGO sector’s major weaknesses include
Limited financial and management expertise
Limited institutional capacity
Low levels of self-sustainability
270
Notes Isolation/lack of inter-organizational communication and/or coordination;
small scale interventions
Lack of understanding of the broader social or economic context.
5.11.4. Organizational problems of NGOs
a) Decision-making processes. Research into this area produced a number of
common problems and dilemmas that NGOs experienced. One of the most
mentioned was that of the decision-making processes. Tensions often
occurred between staff and senior managers because of the staff
expectations that they would be equal partners in the decision-making
process (Mukasa, 2006).
b) Problem of governance of the organizations: Another common problem
was to do with the governance of the organizations and the relations
between board members and staff. These stemmed largely from the boards’
inability or unwillingness to carry out their responsibilities of governing the
organizations. Board members often lacked the time or the expertise to be
able to carry out these responsibilities effectively. As a result, senior staffs
were often left to make policy decisions with little or no support from board
members (Mukasa, 2006). Governance and decision making; The
governance picture of many NGOs is quite complex. Most nonprofits are
governed by self-perpetuating, largely self-appointing boards of directors.
“Though trustees are not elected by society at large, their essential purpose
is to hold an organization in trust for the benefit of society, as specified in
its papers of incorporation and grants of tax exemption” (Lewis, 2005).
c) Problem about staff: Other problem is about staff; such as; recruitment,
assignment and layoff as well as human resources development and
administration and finally everyday management of staff (Vilain, 2006).
NGOs were found to be weak at staff career development. Often
organizations lacked a career structure in which staff could develop. In
addition they were not good at budgeting for staff training. In situations
271
Noteswhere the organizations were expanding rapidly, it created problems for
many who were unable to keep up with the demands of their work. Not all
people working for non-governmental organizations are Volunteers. Paid
staff members typically receive lower pay than in the commercial private
sector. Their members usually do not get paid in any way and only invest
little of their leisure in order to fulfill their duties. Sometimes they only
have little organizational and professional skills (Mukasa, 2006). The poor
quality of training or lack of importance attached to training NGO workers
has been discussed elsewhere (Ahmad, 2002)
d) Fund raising activities were often the source of much tension in
organizations. The strategies and images used to raise funds from the public
were often felt to compromise the nature of the work done by other
members of staff. These images often depicted beneficiaries as helpless
victims in need of assistance, which other staff felt was inaccurate and
lacked respect for the beneficiaries (Mukasa, 2006).
e) The difficulties of managing NGOs with operations in several countries
also raised concerns. The difficulties came from the inability to define
proper lines of autonomy on policy issues. Field staff often felt isolated
unsupported and felt there was a lack of understanding of the issues they
were dealing with at field level. In addition, they often found it difficult to
be loyal to headquarters. Headquarters staff on the other hand, felt that field
staff had too much power which needed to be controlled if all the interests
within the organization were to be adequately addressed (Mukasa, 2006).
f) Funding such large budgets demands significant fundraising efforts on the
part of most NGOs. Major sources of NGO funding include membership
dues, the sale of goods and services, grants from international institutions or
national governments, and private donations. Even though the term 'non-
governmental organization' implies independence of governments, some
NGOs depend heavily on governments for their funding Wikipedia, 2006).
272
Notes
g) The most commonly identified weaknesses of the sector include; limited
financial and management expertise, limited institutional capacity, low
levels of self-sustainability, isolation/lack of inter-organizational
communication and/or coordination, lack of understanding of the broader
social or economic context (Malena, 1995).
h) NGOs can have members but many do not. NGOs may also be a trust or
association of members. The organization may be controlled by its
members who elect the Board of Directors or Board of Trustees. NGOs
may have a delegate structure to allow for the representation of groups or
corporations as members. Alternately, it may be a non-membership
organization and the board of directors may elect its own successors
Wikipedia, 2006).
i) The structural growth problem: Once they are successful, small businesses
world-wide commonly face the problems of replacing one-person
management (or family management) with a more institutionalized
structure. The founder is used to having total control and doing things his or
her way. It is difficult to persuade her/him to create independent
management or expert roles, or to respect the authority and autonomy of
independent managers and experts once they are in place. Their styles,
ethos, and values are often severely challenged by the formality and the
bureaucratic discipline that is imposed by this volume and variety of
external funding from public organizations. The accountability problem;
This has both a `real’ and a `perceived’ dimension. The `real’ problem is
quite clear and is articulated repeatedly; who are these people accountable
to? (Moore & Stewart, 1998).
j) The evaluation problem: This is most immediately a problem for donors,
but failure to resolve it reflects back on NGOs eventually, and should be
perceived as their problem. Performance evaluation; is relatively easy in
273
Notes`post-office’ type organizations where (a) activities are routine; (b)
objectives are few and clear; (c) there is no great distinction between
immediate `outputs’ , medium-term `effects’ , and long-term `impacts’ ;
and (d) outputs, effects or impacts can be measured relatively cheaply and
reliably without the measurement process itself distorting the objectives of
the organization or the goals of the staff. Few public organizations are like
post-offices. Many, including many development NGOs, are very different:
their activities are experimental rather than routine; their goals are often
intangible (such as changing the consciousness of clients or the opinions of
policymakers); they may be operating in the face of official obstruction and
hostility; and it may be difficult to find other organizations with which their
performances can usefully be compared in any quantitative sense. (Moore
& Stewart, 1998).
k) The economies of scale problem: Most NGOs are very small. They lack
easy and cheap access to the specialist knowledge they require. For
example, they may be aware that `staff development’ is important, but have
little idea about how to do it (Moore & Stewart, 1998).
l) Volunteer relationships: “Volunteering means any activity in which time is
given freely to benefit another person, group or organization”.
Organizational volunteering can further be defined as proactive (e.g.,
signing up to serve meals at a shelter every Sunday) rather than reactive
(e.g., stopping to help an accident victim after a car accident) and entails
commitment of time and effort (Lewis, 2005)
m) Mission, effectiveness, and accountability: For NGOs to thrive, it must
fulfill a mission that is valued by the community, staff, board, and founders.
NGOs must create value within operational and environmental constraints
that are at once more complex than those faced by corporations and more
opaque than those confronted by government (Lewis, 2005).
274
Notesn) Main future needs: More funds and more staff, and above all the former, is
more or less universal. Older voluntary organizations desire more paid
staff. Younger voluntary organizations appear in relatively greater need of
information and management advice. The desire for more volunteers is very
widespread. (Marcuello, 2001)
5.12. LET US SUM UP
Social welfare has its roots in voluntary action and had been sustained by
it from several centuries in the past up to the present. India has a glorious of
organizing voluntary work for social cause. This lesson has clearly brought out the
programmes and activities of various welfare organization of national and
international repute. This lesson has not only listed out the programmes and
schemes that are offered to poor and needy but also the problems faced by
voluntary organizations in general and the problems of Indian NGOs in Particular.
Numerous weaknesses affecting voluntary organizations are lack of dedication in
leadership, connection of leadership in elderly persons, monopoly and
interlocking in Leadership, deterioration in quality of service, failures to enlist
popular participation, isolation of most voluntary agencies, financial scarcity,
absence of former pioneering spirit, a few organization at rural areas,
concentration of organizations in urban areas, misuse and misappropriation of
funds, inadequate trained personnel, absence of common forum and coordination,
continuations of old virtues and casualty in autonomy.
Problems faced by NGOs in India are limited financial and management
expertise, limited institutional capacity, Low levels of self-sustainability,
isolation/lack of inter-organizational communication and/or coordination; small
scale interventions and lack of understanding of the broader social or economic
context.
Organizational problems of NGOs are decision-making processes, problem
of governance of the organizations, problem about staff, difficulties in mobilizing
275
Notesfund for welfare activities, the difficulties of managing NGOs, funding, the
structural growth problem, the evaluation problem, the economies of scale
problem, volunteer relationships, mission, effectiveness, and accountability.
5.13 CHECK YOUR PROGRESS
Check Your Progress – 1
a. How many NGOs are receiving financial assistance and guidance from the
Social Welfare Board?
b. Jot down any four programmes implemented by the Social Welfare Board
Check Your Progress – 2
a. What is Child Line?
b. By whom the Child Line India Foundation (CIF) is set up or established
and in how many cities this facility is available and funded by whom?
c. Mention the programmes / projects related to SURVIVAL RIGHTS of the
children by ICCW, Tamilnadu.
Check Your Progress - 3
a. List out any five regular programmes of Nehru Yuva Kendra Sangathan
b. Jot down the rationale of the District/state Youth Awards (Individual)
Check Your Progress – 4
a. Mention the three key activities of YMCA Chennai
Check Your Progress - 5
a. What is the key area of the work of CASA?
b. Jot down any three Cross Cutting Thematic Areas of CASA’s
programmatic interventions
Check Your Progress – 6
a. Mention any five programmes of CARE India
276
Notes
Check Your Progress - 7
a. Mention any four the Schemes / Programmes under implementation for the
Welfare of Backward Classes
b. How many persons are supported under the Scheme of National
Scholarships for Persons with Disabilities?
c. Jot down any three schemes under implementation at present for the
empowerment of Persons with Disabilities?
Check Your Progress – 8
a) The Social Defence Bureau of the Ministry mainly caters to the
requirements of what:
b) What is aim of the programmes and policies of the Social Defence Bureau
of the Ministry?
Check Your Progress - 9
a. Enumerate the numerous weaknesses affecting voluntary organizations
b. List out the Problems faced by NGOs in India
c. Jot down the organizational problems in NGOs?
5.14. SUGGESTED READINGS
Dharamm Paul Chowdhry (1962), Social Welfare Administration through
Voluntary Agencies, Atma Ram & Sons, Delhi, Lucknow.
Helmuth Heisler (1977), Foundations of Social Administration, The
Macmillan Press Ltd., London and Basingstoke.
Joseph Heffernan, Guy Shuttlesworth and Rober Ambrosino (2011), Social
Work and Social Welfare: An Introduction, Publisher - Cengage Learning.
Pandey, S K (2008), Social Welfare Administration, Published by Mahaveer &
Sons.
277
NotesPaul Chowdhry, D. (2000), Social Welfare Administration, Atma Ram &
Sons, Delhi, Lucknow.
Rino J.Patti (2000), The Handbook of Social Welfare Management, First
Edition, SAGE Publications.
Sachdeva, R. (1992), Social Welfare Administration in India, Kitab Mahal,
Allahabat.
Sanjay Bhattacharya (2005), Social Work – An Integrated Approach, Deep &
Deep Publications Private Limited, New Delhi
5.15. ANSWERS TO CHECK YOUR PROGRESS
Answers to Check Your Progress – 1
a. How many NGOs are receiving financial assistance and guidance from
the Social Welfare Board?
Presently more than 18,000 NGOs are receiving financial assistance and
guidance from the Board.
b. Jot down any four programmes implemented by the Social Welfare
Board
i. Condensed courses of education and vocational training
courses for women and girls
ii. Awareness generation projects for rural and poor women
iii. Family counselling centres/voluntary action bureau
iv. Hostels for working women
Answers to Check Your Progress – 2
a. What is Child Line?
278
NotesCHILD LINE is an emergency 24 hrs free phone service committed to
respond to children in difficult situations and link them to long term
services. The caller can either be the child or a concerned adult.
b. By whom the Child Line India Foundation (CIF) is set up or
established and in how many cities this facility is available and funded
by whom?
The Child Line India Foundation (CIF) is set up or established by
Government of India and this facility is currently available in 77 Cities in
India. Government of India funds this programme.
c. Mention the programmes / projects related to SURVIVAL RIGHTS
of the children by ICCW in Tamilnadu
i. Creche Program provides health care, nutrition and pre-school
education for children of 3-5 yrs old coming from weaker
sections of the society.
ii. Mother & child Welfare Project at Usilampatti, Madurai
District to fight against the practice of Female Infanticide.
iii. Prevention of Female Infanticide at Salem & Dharmapuri
districts.
Answers to Check Your Progress – 3
c. List out any five regular programmes of Nehru Yuva Kendra
Sangathan
i. Provision of Sports Material for Youth Clubs
ii. National Convention of NSVs and NYSs
iii. Youth Festival for North Eastern Region
iv. District Youth Convention
v. Celebration of National Youth Day and Week (12th of January
to 19th of January)
279
Notesd. Jot down the rationale of the District/state Youth Awards (Individual)
The objective of the programme is to give public recognition and
felicitation to those youth leaders who have shown exemplary
volunteership and outstanding work or a set of works for the community in
one or many sectors of development.
Answers to Check Your Progress – 4
Mention the three key activities of YMCA Chennai
i. Sports
ii. Social/ Entertainment
iii. Community Services
iv.
Answers to Check Your Progress – 5
a. What is the key area of the work of CASA?
The work of CASA has a significant impact on issues of its concerns—
addressing structural poverty being the key area.
b. Jot down any three cross cutting thematic areas of CASA’s
programmatic interventions
i. Development Initiatives to address Structural Poverty
ii. Gender Mainstreaming
iii. Climate Change
Answers to Check Your Progress - 6
a. Mention any five programmes of CARE India.
i. Girls’ Education Programme
ii. Insure Lives and Livelihoods (ILAL) project aims to facilitate
insurance services to the disadvantageous communities and coastal
districts of Tamilnadu and the district of Pondicherry.
iii. Empowerment and Sustainable Livelihoods of Poor Women in
Delhi Slums.
280
Notesiv. Family Health Initiative in Bihar to significantly improve maternal,
newborn and child health outcomes by 2015.
v. Women in Value Chain initiative in Tamilnadu provides improved
livelihood options and skills to marginalised women in the two
cashew-growing districts of Cuddalore and Nagapattinam.
Answers to Check Your Progress – 7
a. Mention any four the Schemes / Programmes under implementation
for the Welfare of Backward Classes
i. Pre-matric Scholarship for OBC Students
ii. Post-matric Scholarship for OBC
iii. Assistance to Voluntary Organizations for Welfare of OBCs
iv. National Backward Classes Finance and Development
Corporation (NBCFDC)
b. How many persons are supported under the Scheme of National
Scholarships for Persons with Disabilities?
Under the Scheme of National Scholarships for Persons with
Disabilities, every year 500 new scholarships are awarded for pursuing
post matric professional and technical courses of duration more than one
year.
c. Jot down any three schemes under implementation at present for the
empowerment of Persons with Disabilities?
i. Incentives to Employers in the Private Sector for Providing
Regular Employment to Persons with Disabilities
ii. Models to promote awareness about accessibility features in
public buildings to provided barrier free access to persons with
disabilities.
281
Notesiii. Composite Regional Centres for Persons with Disabilities
(CRCs) to provide both preventive and promotional aspects of
rehabilitation like education, health, employment and
vocational training, research and manpower development,
rehabilitation for persons with disabilities etc.
Answers to Check Your Progress – 8
a. The Social Defence Bureau of the Ministry mainly caters to the
requirements of what:
The Social Defense Bureau of the Ministry mainly caters to the
requirements of the victims of alcoholism and substance abuse and Senior
Citizens.
b. What is the aim of programmes and policies of the Social Defence
Bureau of the Ministry?
The programmes and the policies of the Bureau aim at equipping the
victims of alcoholism and substance abuse and Senior Citizens to sustain a
life of respect and honour and to become useful citizens.
Answers to Check Your Progress – 9
d. Enumerate the numerous weaknesses affecting voluntary
organizations
Numerous weaknesses affecting voluntary organizations are lack of
dedication in leadership, connection of leadership in elderly persons,
monopoly and interlocking in Leadership, deterioration in quality of
service, failures to enlist popular participation, isolation of most voluntary
agencies, financial scarcity, absence of former pioneering spirit, a few
organization at rural areas, concentration of organizations in urban areas,
282
Notesmisuse and misappropriation of funds, inadequate trained personnel,
absence of common forum and coordination, continuations of old virtues
and casualty in autonomy.
e. List out the Problems faced by NGOs in India
Problems faced by NGOs in India are the limited financial and
management expertise, limited institutional capacity, Low levels of self-
sustainability, isolation/lack of inter-organizational communication and/or
coordination; small scale interventions and lack of understanding of the
broader social or economic context.
f. Jot down the organizational problems in NGOs?
Organizational problems in NGOs are decision-making processes,
problem of governance of the organizations, problem about staff,
difficulties in mobilizing fund for welfare activities, the difficulties of
managing NGOs, funding, the structural growth problem, the evaluation
problem, the economies of scale problem, volunteer relationships, mission,
effectiveness, and accountability.
283