Social Welfare Administration 2012 SOCIAL WELFARE ADMINISTRATION Administration Administration is a cooperative human effort towards achieving some

common goals. The word administration has been derived from the Latin words ad and ministrate which means to serve. In simple language, it means the management of affairs or looking after the people. L.D. hite !"#$%& views that, 'the art of administration is the direction, coordination and control of man( persons to achieve some purpose or ob)ective.* According to +erbert A. ,imon !"#-.&, 'In its broadest sense, administration can be defined as the activities of groups co/operative to accomplish common goals.* Organization An organi0ation is defined as, 'a social unit of people, s(stematicall( structured and managed to meet a need or to pursue collective goals on a continuing basis.* All organi0ations have a management structure that determines relationships between functions and positions, and subdivides and delegates roles, responsibilities, and authorit( to carr( out defined tasks. 1rgani0ations are open s(stems in that the( affect and are affected b( the environment be(ond their boundaries. 1ne wa( to measure organi0ational t(pes is b( using 12AI, the 1rgani0ational 2ulture Assessment Instrument. This s(stem is 3uite popular due to its effective and simple nature. Two primar( characteristics are measured b( this s(stem4 The ratio of stabilit( versus fle5ibilit(, and The ratio of internal versus e5ternal mindedness. 6ased on these two dimensions, four t(pes of organi0ations can be discerned, which are briefl( discussed here. 1. Hierarchical Organization The hierarchical organi0ation is ver( effective in a relativel( stable environment, where the efficient and predictable delivering of products is its main reason of e5istence. 7ollowing the rules and procedures is of the utmost importance here. These t(pes of organi0ations are often characteri0ed b( a machine bureaucrac( with a role culture. 7or e5ample, 8cDonalds !think standardi0ation and efficienc(& and the 7ord 8otor 2ompan( with their seventeen levels of management. 2. Market Organization In a more competitive environment, hierarchical organi0ations are no longer that effective, since the( are too internal minded. A more e5ternal minded organi0ation is re3uired in such 1 Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 conditions. This t(pe is called the market organi0ation and is strongl( focused on the result of the production processes. The economical and political environment is perceived as dangerous and is approached aggressivel(. The focus in this t(pe of organi0ation lies primaril( on the results and productivit(. The feeling that holds the compan( together is that feeling of being better than the competition. +ere, a task culture dominates. 9eneral :lectric, under the leadership of former 2:1 ;ack elch, is a good e5ample of a market organi0ation. +e famousl( announced that if businesses divisions were not first or second in their markets then, simpl(, the( would be sold. Their corporate culture was !and still largel( is& highl( competitive where performance results speak louder than process. 3. Family Organization In a famil( organi0ation !which is most often a professional bureaucrac(& the idea that success is a conse3uence of individual development, teamwork and shared norms and values is paramount. The freedom of action for the individual emplo(ee is cherished. This t(pe of organi0ation is characteri0ed b( a lot of attention for the individual and a strong sense of solidarit(. The culture in this t(pe of compan( is a personal culture. A good e5ample of a famil( organi0ation in American business is Toms of 8aine, which produces all/natural toothpastes, soaps, and other h(giene products. The founder, Tom 2happell, grew the compan( to respect relationships with co/workers, customers, owners, agents, suppliers, the communit(, and the environment. According to their compan( statement of beliefs, the( aim to provide their emplo(ees with 'a safe and fulfilling environment and an opportunit( to grow and learn.* T(pical of famil( organi0ation cultures, Toms of 8aine, is like an e5tended famil( with high morale and Tom himself takes on the role of mentor or parental figure. 4. Adhocracy In an adhocrac(, the temporar( character of the organi0ation is the central tenet. This is a conse3uence of the central position of innovation and fast adaptation to new situations. +ierarchical power levels are missing and someones influence can strongl( fluctuate based on the problem that is being solved. In cultural perspective, creativit(, entrepreneurship and a d(namical attitude dominate. The overall task is innovation and the production of uni3ue and original services and products. The dominant culture in this t(pe of organi0ation is a combination of a task and personal culture. +igh/tech companies like 9oogle are protot(pical adhocrac(. 9oogle develops innovative web tools, taking advantage of entrepreneurial software engineers and cutting/edge processes and technologies. Their abilit( to 3uickl( develop new services and capture market share has made them leaders in the marketplace and forced less nimble competition to pla( catch/up. Management 8anagement is the process of reaching organi0ational goals b( working with and through people and other organi0ational resources. It has the following < characteristics4 ". It is a process or series of continuing and related activities. ! Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 =. It involves and concentrates on reaching organi0ational goals. <. It reaches these goals b( working with and through people and other organi0ational resources. Principles of Management There are "$ >rinciples of 8anagement described b( +enri 7a(ol.
1. Division of Labour

+enr( 7a(ol has stressed on the speciali0ation of )obs. +e recommended that work of all kinds must be divided ? subdivided and allotted to various persons according to their e5pertise in a particular area. ,ubdivision of work makes it simpler and results in efficienc(. It also helps the individual in ac3uiring speed, accurac( in his performance. ,peciali0ation leads to efficienc( ? econom( in spheres of business. =. >art( of Authorit( ? @esponsibilit( Authorit( ? responsibilit( are co/e5isting. If authorit( is given to a person, he should also be made responsible. In a same wa(, if an(one is made responsible for an( )ob, he should also have concerned authorit(. Authorit( refers to the right of superiors to get e5actness from their sub/ordinates whereas responsibilit( means obligation for the performance of the )ob assigned. There should be a balance between the two i.e. the( must go hand in hand. Authorit( without responsibilit( leads to irresponsible behaviour whereas responsibilit( without authorit( makes the person ineffective. <. >rinciple of 1ne 6oss A sub/ordinate should receive orders and be accountable to one and onl( one boss at a time. In other words, a sub/ordinate should not receive instructions from more than one person because4 It undermines authorit( eakens discipline

Divides lo(alt( 2reates confusion Dela(s and chaos :scaping responsibilities Duplication of work 1verlapping of efforts " Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 Therefore, dual sub/ordination should be avoided unless and until it is absolutel( essential. Anit( of command provides the enterprise a disciplined, stable ? orderl( e5istence. It creates harmonious relationship between superiors and sub/ordinates. $. Anit( of Direction 7a(ol advocates one head one plan which means that there should be one plan for a group of activities having similar ob)ectives. @elated activities should be grouped together. There should be one plan of action for them and the( should be under the charge of a particular manager. According to this principle, efforts of all the members of the organi0ation should be directed towards common goal. ithout unit( of direction, unit( of action cannot be achieved. In fact, unit( of command is not possible without unit( of direction. B. :3uit( :3uit( means combination of fairness, kindness ? )ustice. The emplo(ees should be treated with kindness ? e3uit( if devotion is e5pected of them. It implies that managers should be fair and impartial while dealing with the subordinates. The( should give similar treatment to people of similar position. The( should not discriminate with respect to age, caste, se5, religion, relation etc. :3uit( is essential to create and maintain cordial relations between the managers and sub/ordinate. 6ut e3uit( does not mean total absence of harshness. 7a(ol was of opinion that, 'at times force and harshness might become necessar( for the sake of e3uit(*. -. 1rder This principle is concerned with proper ? s(stematic arrangement of things and people. Arrangement of things is called material order and placement of people is called social order. 8aterial order/ There should be safe, appropriate and specific place for ever( article and ever( place to be effectivel( used for specific activit( and commodit(. ,ocial order/ ,election and appointment of most suitable person on the suitable )ob. There should be a specific place for ever(one and ever(one should have a specific place so that the( can easil( be contacted whenever need arises. C. Discipline According to 7a(ol, 'Discipline means sincerit(, obedience, respect of authorit( ? observance of rules and regulations of the enterprise*. This principle applies that subordinate should respect their superiors and obe( their order. It is an important re3uisite for smooth running of the enterprise. Discipline is not onl( re3uired on path of subordinates but also on the part of management. Discipline can be enforced if4 There are good superiors at all levels. There are clear ? fair agreements with workers. ,anctions !punishments& are )udiciousl( applied. # Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 %. Initiative orkers should be encouraged to take initiative in the work assigned to them. It means eagerness to initiate actions without being asked to do so. 7a(ol advised that management should provide opportunit( to its emplo(ees to suggest ideas, e5periences? new method of work. It helps in developing an atmosphere of trust and understanding. >eople then en)o( working in the organi0ation because it adds to their 0eal and energ(. To suggest improvement in formulation ? implementation of place. The( can be encouraged with the help of monetar( ? non/monetar( incentives. #. 7air @emuneration The 3uantum and method of remuneration to be paid to the workers should be fair, reasonable, satisfactor( ? rewarding of the efforts. As far as possible it should accord satisfaction to both emplo(er and the emplo(ees. ages should be determined on the basis of cost of living, work assigned, financial position of the business, wage rate prevailing etc. Logical ? appropriate wage rates and methods of their pa(ment reduce tension ? differences between workers ? management creates harmonious relationship and pleasing atmosphere of work. 7a(ol also recommended provision of other benefits such as free education, medical ? residential facilities to workers. ".. ,tabilit( of Tenure 7a(ol emphasi0ed that emplo(ees should not be moved fre3uentl( from one )ob position to another i.e. the period of service in a )ob should be fi5ed. Therefore emplo(ees should be appointed after keeping in view principles of recruitment ? selection but once the( are appointed their services should be served. According to 7a(ol. 'Time is re3uired for an emplo(ee to get used to a new work ? succeed to doing it well but if he is removed before that he will not be able to render worthwhile services*. As a result, the time, effort and mone( spent on training the worker will go waste. ,tabilit( of )ob creates team spirit and a sense of belongingness among workers which ultimatel( increase the 3ualit( as well as 3uantit( of work. "". ,calar 2hain 7a(ol defines scalar chain as The chain of superiors ranging from the ultimate authorit( to the lowest*. :ver( orders, instructions, messages, re3uests, e5planation etc. has to pass through ,calar chain. 6ut, for the sake of convenience ? urgenc(, this path can be cut short and this short cut is known as 9ang >lank. A 9ang >lank is a temporar( arrangement between two different points to facilitate 3uick ? eas( communication as e5plained below4 9ang >lank clarifies that management principles are not rigid rather the( are ver( fle5ible. The( can be moulded and modified as per the re3uirements of situations "=. ,ub/1rdination of Individual Interest to 9eneral Interest

Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 An organi0ation is much bigger than the individual it constitutes therefore interest of the undertaking should prevail in all circumstances. As far as possible, reconciliation should be achieved between individual and group interests. 6ut in case of conflict, individual must sacrifice for bigger interests. In order to achieve this attitude, it is essential that4 :mplo(ees should be honest ? sincere. >roper ? regular supervision of work. @econciliation of mutual differences and clashes b( mutual agreement. 7or e5ample, for change of location of plant, for change of profit sharing ratio, etc. "<. :spirit De 2orps It refers to team spirit i.e. harmon( in the work groups and mutual understanding among the members. ,pirit De 2orps inspires workers to work harder. 7a(ol cautioned the managers against dividing the emplo(ees into competing groups because it might damage the moral of the workers and interest of the undertaking in the long run. To inculcate :spirit De 2orps following steps should be undertaken4 There should be proper co/ordination of work at all levels ,ubordinates should be encouraged to develop informal relations among themselves. :fforts should be made to create enthusiasm and keenness among subordinates so that the( can work to the ma5imum abilit(. :fficient emplo(ees should be rewarded and those who are not up to the mark should be given a chance to improve their performance. ,ubordinates should be made conscious of that whatever the( are doing is of great importance to the business ? societ(. "$. 2entrali0ation ? De/2entrali0ation 2entrali0ation means concentration of authorit( at the top level. In other words, centrali0ation is a situation in which top management retains most of the decision making authorit(. Decentrali0ation means disposal of decision making authorit( to all the levels of the organi0ation. In other words, sharing authorit( downwards is decentrali0ation. According to 7a(ol, 'Degree of centrali0ation or decentrali0ation depends on no. of factors like si0e of business, e5perience of superiors, dependabilit( ? abilit( of subordinates etc. An(thing which increases the role of subordinate is decentrali0ation ? an(thing which decreases it is centrali0ation. 7a(ol suggested that absolute centrali0ation or decentrali0ation is not feasible. An organi0ation should strike to achieve a lot between the two. Social Welfare Administration Introd ction % Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 In earlier times, social welfare was performed b( a select few individuals or small groups of individuals who were inspired b( compassion and concern for the poor, the need( and the destitute. ,ince, it is no longer accepted that an( normall( intelligent person with good intentions can administer the welfare work, a sound administration is vital. It is increasingl( reali0ed that social welfare programmes re3uire 3ualified and trained social welfare personnel to perform social welfare functions efficientl(. ,o, it is argued that for serving the people effectivel( it is necessar( to be professional, as professionalism can increase the abilit( of social welfare personnel to solve the pressing social problems confronting our societ(. ,ocial welfare administration aims to appl( professional competence to achieve social work goals. ,ocial works aim is to provide service to individuals in the societ( and social welfare administration is the business of social work. ,ocial welfare administration helps in professionall( doing social work in the societ(. Conce!ts related to Social Welfare Administration ocial !e"elopment Development means progressive change in the living conditions and 3ualities of life of the members of the societ(. The process of social development is growth in the direction of modernit(, nation/building and socio/economic progress. Development has to be a whole, value laden, cultural process, including the natural environment, social relations, education, production, consumption and well being of the whole nation. Thus social development is the transformation of the societ(. It is ver( essential that social welfare administration be practiced to bring in the re3uired social development in our countr(. ocial #elfare ,ocial welfare is understood as those formall( organi0ed and sociall( sponsored institutions, agencies and programmes that operate to improve and maintain the economic conditions, health or inter/personal competence of some sections of the population or of all the population. Thus, social welfare implies reordering of socio/economic relations in the present societ(, which is undergoing rapid transformation. ,ocial welfare can be defined as 'The organi0ed s(stem of social welfare institutions designed to aid disadvantaged individuals and groups to attain satisf(ing standards of life and health. It aims at personal and social relationship which permits individuals to develop their full capacities and the promotion of their well/being in harmon( with the needs of the communit(* !Titmus, "#-%&. ocial #elfare Agency It is an organi0ation or an institution that provides treatment and preventive services in social welfare. These agencies practice social work, according to the ob)ectives laid down b( the agenc(. ,ocial welfare agencies are of three kinds4
1. 9overnmental agencies which function according to the governmental setup, run and

controlled b( the government and funded b( the ta5es collected. & Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012

!. Doluntar( agencies financed b( the members of the communit( with local

contributions and donations.

". Eon/governmental and autonomous agencies promoted and funded b( the

government. Social Welfare Administration Definition ,ocial welfare administration is a process through which social polic( is transformed into social services. It involves the administration of government and non/government agencies. The American 2ouncil of ,ocial ork :ducation in its curriculum stud( has given a comprehensive definition of social welfare administration. It states 'administration is the process of transforming communit( resources into a programme of communit( services, in accordance with goals, policies and standards which has been agreed b( those involved in the enterprise. It is creative in that it structures roles and relationships in such a wa( as to alter and enhance the total product. It involves the problem solving process of stud(, diagnosis and treatment*. +erleigh Tracker !"#C"& interprets social welfare administration as a 'process of working with people in wa(s that release and relate their energies so that the( use available resources to accomplish the purpose of providing needed communit( services and programmes.* Feat res of Social Welfare Administration ,ome distinctive features of social welfare administration are4 ". ,ocial welfare administration deals with social welfare agencies and helps them to achieve their ob)ectives for the target groups for which the( are working. It is specificall( concerned with identification of social ob)ectives, the formulation and implementation of proposed programmes to achieve the ob)ectives laid down. =. 7rom functional point of view, social welfare administration includes three perspectives of social problems4
a. restoration of impaired social functioningF b. provision of resources, social and individual, for more effective social

functioningF c. prevention of social d(sfunction. <. Despite variations in si0e, scope, structure and t(pes of programmes, ever( agenc( has a governing board as an ape5 bod( for final decision/making. The board is generall( represented b( the communit( it intends to serve.

'

Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 $. ,ocial welfare administration re3uires optimum utili0ation of its available resources together with active communit( participation, so that the ultimate goal of programmes can be achieved properl(. B. ,ocial welfare agencies have to allocate certain portion of their resources for survival so that the organi0ation can continue to e5ist. 6ut this should not limit their capacit( to achieve 3uantitative and 3ualitative growth. -. ,ocial welfare agencies generall( function in a cooperative manner and ensure participation of all the members in administration of their activities.
&. There is a growing trend in thse agencies to recruit professionall( 3ualified

manpower. It has helped in introducing professional approach in their functioning. F nctions of Social Welfare Administration The functions of social welfare administration to achieve the ob)ectives set up b( the agenc( would include4
1. To formulate the appropriate ob)ectives and programmes of the agenc(, it is ver(

important to get the re3uired information and to understand the total situation. The agenc( generall( focuses on a particular problem in a particular geographical area.
!. To anal(0e the collected information so as to plan appropriate measures to solve

social problems. ,ocial welfare agenc(s work is to address social problems of the societ( in that given area.
". To recogni0e, screen and opt for an appropriate plan of action to tackle problems and

handle the initiatives of the social welfare agenc(.

#. 7ormulating policies, programmes and plans for effectivel( carr(ing out the

ob)ectives of the social welfare agenc( in a planned manner.

$. To identif( appropriate personnel for the social welfare agenc( with proper

orientation and supervision so that the( understand the ob)ectives and how to implement the programmes in order to achieve the goals of the agenc(.
%. To inspire volunteers who can involve themselves in the aims, ob)ectives and goals of

the social welfare agenc(.

&. The administration has to delegate work to various departments under supervisors

who will be accountable for the assigned work, in the various departments which has to be coordinated so that ma5imum results are obtained.
'. @ules, regulations, practices and procedures have to be set up so that there is

uniformit( and accountabilit( among all staff in the agenc( so that the ob)ectives of the agenc( are easil( accomplished. ( Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012

(. The agenc( must keep proper records and reports. These records and reports must be

anal(0ed and interpreted to find out the progress of the agenc(s work.
1). The financial practices must be ver( economicall( and strictl( laid down so that there

can be no misappropriations. The finances must be accuratel( utili0ed and accounted for finance is the backbone of an( organi0ation. ,o finances must be properl( managed.
11. :ver( agenc( has to la( down certain standards of work and work towards meeting

those standards at all times. The personnel from highest level to the lowest level must understand and maintain the standards and work for it with great care.
1!. 1ne of the main threads that binds the whole agenc( together is communication. The

communication must be clear and smooth from all sectors of the agenc( be it hori0ontal from department to department, or vertical from top to bottom or bottom to top. The agenc( must also have an open communication channel with the communit( people.
1". ,ocial welfare administration must also see to it that the agenc( has suitable

coordination within the various departments of the agenc( and at various levels in the agenc(. The agenc( when it works as a whole, it becomes most effective to meet its ob)ectives. The social welfare agenc( must also have proper coordination with other agencies working in the same field. There must be networking with agencies with similar themes, in same geographical areas.
1#. ,ocial welfare administration has an important role in monitoring and evaluation of

the agenc(s programmes and in assessing overall work. Administrati"e #rocess in Social Welfare Instit tions >1,D2o@6 is an acron(m which social welfare administration has borrowed from management theor(. The classical management thinker, Luther 9ullick gave this acron(m to describe the functions of a manager in an organisation. Planning According to Terr( and 7ranklin >lanning is selecting information and making assumptions regarding the future to formulate activities necessar( to achieve organisational ob)ectives. :ver( organisation does some form of planning, as the( have to prepare for the future. In large organisations, planning is done b( a separate division or department which generall( reports to the 2hief e5ecutive. >lanning, here, is a highl( speciali0ed area, as a number of factors have to be taken into consideration. The department includes e5perts from diverse fields such as economics, statistics, management, etc. hen an( organisation operates in more than one region or countr(, the comple5it( of the planning process increases. In smaller organisations, the task is entrusted to staff members, who handle other work but have the 1) Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 competence and knowledge to do the planning functionF do planning. :ither wa( planning is an important activit( of the administrator. 8a)or ,teps in >lanning4 ". Define the problem Anderstanding the problem and its various dimensions is the first step in the planning process. 8an( e5perts sa( that if the problem is ade3uatel( defined half the problem is solved.
!. 2ollect all relevant data and information about the activities involved

The sources of information can be from within the organisation and outside it. The organisation can use outside sources of information like government reports, policies, legislations, >lanning commission documents etc. ,ources from within the organisation include polic( statements, agenc( reports, evaluation reports, minutes of meetings, documents etc. <. Anal(0e the information An enormous amount of data ma( be collected from various sources. 6ut if the( are not seen from the organisational perspective then the( cannot be of much use. :ver( component has to be seen as part of the larger whole. 2ause and effect relationships have to be established.
#. :stablish planning criteria and standards

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

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

The >lan should be workable and cost effective. It should be realistic enough to be implemented. 1ften it is said that the plan was good but its improper implementation ruined it. A good planner, therefore, will take into account these factors that impede implementation. A planner should also take into account strengths and weaknesses of the implementing agenc(.
&. Arrange detailed se3uence and timing for the plan

Decide what activities have to be carried out and when. Time is an important but scarce resource and maintaining the time schedule is therefore important. 11 Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 %. >rovide channels for feedback 2onstant feedback and monitoring are necessar(. It will help identif( shortcomings in the plan and its implementation. ,ome part of the plan ma( have to be modified if unforeseen factors influence the implementation process. #. Implement the plan The success of an( plan sets on its effective implementation. ".. :valuate the plan performance. The last step in the planning process is the evaluation of its performance. At his stage onl( the success or failure of a plan is )udged. T(pes of >lans4 ". ,trategic >lanning / ,trategic planning !also called long/term planning& has two important elements. It covers a long period of time which ma( e5tend from five to twent( or more (ears and secondl( it covers mostl( all the activities within the organisation. In other words, it is long/term and comprehensive planning.
!. 1perationali0ed >lanning / 1perationali0ed >lanning is also called tactical planning

and it indicates the specific activities to be taken so that specific goals are to be achieved. 2ompared to strategic planning, operationali0ed planning is short/term and deals with specific areas. These two t(pes of planning are not inclusive. ,trategic planning depends on the operationli0ed planning for achieving its goals. Organising 1rganising means establishing effective behavioural relationship among persons so that the( ma( work together efficientl( and gain personal satisfaction in doing selected tasks under given environmental condition for the purpose of achieving some goal or ob)ective. The need for an organisation emerges when one individual cannot perform all the necessar( tasks. As number of individuals increase, the( are further divided into groups each of which are given a specific set of tasks to perform. +ow and on what basis these tasks are divided among individuals and group is the role of organising in management. Eeed for 1rganising4 ". 2lear/cut lines of authorit( and responsibilit( in an organisation are created which help in controlling and leading the organisation. =. There are lesser opportunities for organisation conflicts if organisational responsibilities are clearl( defined. <. 1rganised groups and organisations are more likel( to give satisfaction to the emplo(ees and thereb( positive results for the organisation. 1! Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 :lements of 1rganising4 There are four important elements in organising G division of labour, degree of centrali0ation and decentrali0ation, departmentali0ation and span of control. ". Division of labour means that the total work of the organisation is divided into smaller units and distributed among the emplo(ees. ork is allotted to person most suited to do it. It allows the emplo(ers to attain proficienc( in their work and thereb( increase the efficienc( of the organisation. =. 2entrali0ation and decentrali0ation refers to the degree to which authorit( is distributed among the various levels of the organisation. If authorit( is distributed in such a wa( that ma)orit( of the decisions are taken b( the top managers then the organisation is called centrali0ed. 1n the other hand, if the lower levels of the organisation have authorit( to make decisionHwithout seeking approval from the top level managers then the organisation is called decentrali0ed. Important decisions include those related to financial matters, programme schedules, administrative matters, staff problems, etc. The degree of centrali0ation and decentrali0ation depends on a number of factors like organisational histor(, level of trust in the organisation, subordinates staff competence, technolog( available etc. :5cessive centrali0ation is likel( to reduce emplo(ees motivation and discourage initiative. It is also time consuming when ever( decision has to be referred to the top and approval obtained for the same. The 3ualit( of decisions making ma( also suffer, as often it is the lower level staff that know the local conditions better. 1n the other hand, too much decentrali0ation is also harmful. Decentrali0ation ma( result in declining control of the top management. 2onse3uentl( emplo(ees at the lower levels ma( engage in empire building at the cost of neglecting organisational ob)ectives. 2oordination in the organisation ma( suffer as each part ma( chart its own course. 2haos and indiscipline will be the result. <. Departmentali0ation refers to the formal structure of the organisation composed of various departmental and managerial positions and their relationship to each other. Departments are formed on the following basis G function, product, territor(, clients and process. ,ome e5amples are provided here of departments based on these factors. 7unction based departments G 8arketing department, >ersonnel department. >lanning department, etc. >roduct based departments G 8icro/credit department, water and sanitation department etc. Territor( based departments G Eorthern @ailwa(s, ,outhern @ailwa(s, :astern @ailwa(s. 2lient/based departments G 1" omen and child department, elfare of ,2I,T.

Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 >rocess/based departments G 8arketing, >lanning, administration etc. There are at least three departments which will almost inevitabl( be present in ever( organisation. The( are namel( administration, accounts and services. 8ost of the large organisations have departments based on more than one factors. $. ,pan of control refers to the number of subordinates an individual can supervise and control. 2ontrol is not to be seen as something narrow and negative. It refers to the superiors guidance, encouragement and appreciation provided to the subordinates. 8anagement e5perts recommend that no superior can control more than five or si5 subordinates without decline in the 3ualit( of supervision. taffing ,taffing is the management function that deals with the recruitment, placement, training and development of organisation members. An( organisation is as good as its emplo(ees performance shows. ,taff of the organisation should be selected, retained and promoted based on the needs of the organisation and their performance. ,taffing >rocess4 +uman @esource >lanning should take into consideration the following internal and e5ternal factors. The internal factors that need to be taken into consideration are the present and future skill needs, vacancies, areas of priorities of the organisation and its financial condition. :5ternal factors include the policies of government, donor agencies, collaborating organisations, the labour market etc.
1. @ecruitment4 @ecruitment is concerned with developing a large pool of )ob for

candidates in line in view of the needs of the organisation. This can be achieved b( giving wide publicit( to the position available and attracting man( as eligible candidates as possible for the positions.
!. ,election4 ,election involves evaluating and choosing among the )ob candidates. A

number of means like interviews, group discussion, and skill tests are used to select the candidates.
". Induction and 1rientation4 After selection, the newcomer has to be helped to fit into

the organisation. The( are introduced to their colleagues, ac3uainted with responsibilities and informed about organisation policies and goals.
#. Training and Development4 The process of training and development aims at

increasing the knowledge and skills of the emplo(ees along with attitudinal changes. The overall aim is to increase organisations productivit( and emplo(ees level of )ob satisfaction.
$. >erformance Appraisal4 >erformance appraisal aims at )udging the performance of the

emplo(ees and hisIher contribution to the organisation. >erformance appraisal has to 1# Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 be done on the basis of ob)ective standards and not on the whims and fancies of the superior officer. 7urther the emplo(ee should have a clear )ob profile and should know on what basis he or she is being )udged. If performance is satisfactor(, the emplo(ee ma( be rewarded and if it is not, corrective action is to be taken. >eople )oin organisations not merel( for monetar( gains. The( also look for satisfaction of their social needs, self/esteem needs and emotional needs. In an( case, after a person has achieved financial securit(, he or she will most probabl( seek other kinds of fulfillments namel( pride in the )ob, a sense of achievement, satisfactor( associations at work place, autonom( to function independentl(, etc. It is up to the organisation to provide emplo(ees with these opportunities. !irecting Directing is the managerial function of guiding, supervising and leading people. According to 2handan it is concerned with directing the human efforts towards organisational goal achievement. ,ometimes directing and leading are seen as one function. 1ften it is the success or failure of this function that will determine whether the organisation will achieve its ob)ectives. Leading also determines the levels of satisfaction the emplo(ees of the organisation e5perience. ,ome of the re3uirements for successful leadership in an organisation are4 clear/cut ob)ectives which should be known to all the managers and emplo(ees, meaningful supervision b( the superiors of the subordinates, participator( managerial st(le, unit( of direction, and purposive and effective follow/up. Leadership Leadership is defined as the relationship in which the one person influences others to work together willingl( on related tasks to attain goals devised b( the leader and the group. Leaders can be formal or informal. 7ormal leaders are found in formal institutions like bureaucratic organisations, political parties, and militar(. +ere the organisational functioning is governed b( written and formal rules. The( determine how the leader is selectedIelected and what hisIher powers are and how the( are to be e5ercised. 1n the other hand, informal leadership depends on the personal 3ualities of the leader such as the charm, intelligence, skills etc. Leadership ,t(les ". Autocratic Leaders Autocratic leaders are those who assume all authorit( to themselves. ,ubordinates are discouraged to offer suggestions or participate in decision making process. Autocratic leadership has some advantages and are useful in certain situations. In this st(le, firstl( decision making is 3uick and in emergencies it can be advantageous. ,econdl(, decisions will reflect the leaders priorities and will not be diluted. Thirdl(, if subordinates are ine5perienced or are not 3ualified, then autocratic leadership is better. Autocratic leadership has man( disadvantages also. As autocratic leaders do not take into account opinions of others, it ma( result in bad decisions. ,econdl(, the lack of consultation ma( adversel( affect 1$ Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 subordinates motivation and alienate them. It will increase resentment towards the leader and the organisation as a whole. =. >articipative or Democratic Decision/making In the democratic or participative decision making process the subordinates are consulted. Their opinions are activel( sought and a consensus arrived at before decisions are taken. The decisions thus taken ma( or ma( not reflect the opinion of the leader. The ma)or advantages of this t(pe of decisions making are that ma5imum possible information is collected and different viewpoints are to be considered. >articipation of man( individuals means that decisions taken will have a better chance of being accepted b( others. As a result, confidence and lo(alt( among the workers will increase. +owever, success of democratic decision making depends on certain conditions. A pre/condition for democratic decision making is that individuals are motivated to contribute to the decision making process. Absence of this motivation will lower the 3ualit( of decisions made. There should also be trust between the leaders and the members. If there are vested interests or if the organisation has something to hide from the emplo(ees then the decision making process will be flawed. 7urther, there should also be a spirit of give and take as no one can get totall( satisfactor( decisions. <. Laisse0/faire or 7ree/rein Leadership The leader gives the organisation ma5imum freedom to make decisions. The leader is in most cases a figure head and at other times a coordinator between the various members. It gives ma5imum autonom( to the members leading to creativit( and freedom of e5pression. The ma)or disadvantages are that in under/motivated organisations this t(pe of leadership will result in chaos. In different organisations the nature of work and tradition makes the leader adopt one or other leadership st(les. The leaders adopt the laisse0/faire method in situation where encouraging creativit( is the aim G for e5ample, in universities or laboratories. 1n the other hand, in famil( run business houses where control is considered as important, leadership st(les adopted are closer to the autocratic leadership st(le. $oordinating 2oordination is the process of integrating the ob)ectives and activities of two or more units !departments or functional areas& of an organisation in order to achieve organisational goals efficientl(. In the organising function, we have seen the need for division of work among the various units of the organisation. :fficienc( increases with speciali0ation of activit( and grouping of related work. 6ut the division of work brings about its own problems. Departments become so involved in their work that the( forget the organisational ob)ectives. Departmental interests are placed above organisational interests. a(s to Achieve 2oordination4

1%

Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012

1. +ierarch( is an important method to achieve coordination. >eople who are high in the

hierarch( have more authorit( and responsibilit(. +ierarch( in fact channels and regulates the e5ercise of authorit(, work allocation and flow of communication. >roblems between departments if and when the( arise can be sorted out b( the superior officer.
!. Another important method of coordination is rules and regulations. @ules and

regulations make organisational work predictable. @ules and regulations standardi0e routine work which saves the time of the managers. :ver(one in the organisation will know what behaviour is e5pected from himIher and from others. Tasks will be performed accordingl(.
". The identification of ob)ectives and formulation of plans also improve coordination.

This gives the organisation a unit( of purpose and a unit( of direction. The( help the various units with different responsibilities to direct their efforts toward achieving their targets.
#. Larger organisations often use committees to improve coordination. These

committees consist of members of different departments of the organisations. 2ommittee meetings help them e5change information, understand each others viewpoints and problems and resolve conflicts.
$. Dertical and hori0ontal communication s(stems are used in all organisations to share

information. Intra organisational official communications in the form of departmental notes, memos, official letters etc., help improve coordination between the various sections.
%. Eowada(s, with the rise of information technolog(, IT enabled 8anagement

Information ,(stems are used to transmit data up and down the levels of the organisation. This s(stem enables 3uick reporting, processing, storing and retrieval of information as and when re3uired. Till now we have discussed the formal means of improving coordination. 6ut it is now reali0ed that informal relationships between emplo(ees are as important as the formal means of coordination.
&. >ersonal relationships between the various members improve overall coordination

within the organisation. In organisations where proper understanding and trust between emplo(ees e5ists, the need for formal means of coordination, which are time consuming and cumbersome, will be less. This will contribute to a better work environment and improve efficienc( of the organisation. %eporting

1&

Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 @eporting means keeping the superiors informed about the various aspects of work including progress of the various programmes, problems in implementation and problems related in staff. @eporting is done at ever( level. The Annual @eport of the organisation is its statement of achievement and shortcomings to the general bod( of the organisation and to the societ( at large. ithin the organisation, the 2hief :5ecutive 1fficer reports to the 6oard of 8anagement or the governing bod(. ,ubordinates of the e5ecutive officer will report to himIher and so on down to the lowest level of the organisation. Eeed for :ffective @eporting4
1. @eporting keeps the management informed about the organisations performance. !. @eporting allows the management to take corrective actions when things go wrong. ". @eporting inculcates a sense of responsibilit( among emplo(ees as the( have to report

the programme activities to the higher authorities. @eporting >rocess4

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

&'dgeting The word budget originall( meant a bag, pouch or pocket attached to a person. 6ut in the modern sense, a budget is a complete statement regarding the organisations income and e5penditure of the past financial (ear and provides an estimate of the same for the coming financial (ear. The organisations budget is usuall( approved b( the highest controlling bod(, the 6oard of 8anagement or the 9overning 2ouncil. 1nce the budget is approved, the allocation of funds to various sectionsIdepartments of the organisation takes place. The concerned heads of departments have to function within the funds allocated to them. ,ometimes due to changes in environment or inside the organisation, a revised budget is formulated after a period of time which ma( increase or decrease the funds allocated to a particular department. 6udgeting is a speciali0ed activit( and persons involved should possess considerable knowledge in accounts, economics, costing etc. to prepare a proper budget. A budget contains the e5penditure, income and outcome planned for a specific period of time. Asuall( budgets are made for a (ear, that is, annuall(. Through the budget, the manager 1' Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 controls the activities of the organisation. Therefore budgeting refers to the controlling of the organisation based on a budget. Eeed for 6udgeting4
1. 7inance is the fuel on which the organisation runs. 1ne of the most effective wa(s of

directing and controlling the organisation is b( controlling the financial part of the organisation.
!. 6udgeting helps to control the e5cessive e5penditure. ,ometimes managers tend to

over spend with )ustifications and sometimes without )ustifications. ell prepared budget with clear allocations to various heads prevents this costl( practice.
". 6udgeting also helps in preventing administrative and financial malpractices. At

times, unscrupulous emplo(ees tr( a variet( of means to earn mone( at the cost of the organisation. 6ut budgetar( allocation prevents this practice to a great e5tent. At the end of the (ear audit is done in which budgetar( allocations are compared with actual e5penditure incurred. Discrepancies if an( have to be e5plained. This ensures that there is a check and balance.
#. 6udgeting improves the coordination in the organisation. >roper appropriation to

different overheads within the organisation helps prevent conflict and overlapping.
$. 6udgeting also helps in measuring the performance of the organisation. The actual

performance of the organisation can be seen in relation to ob)ectives set forth in the budget.
%. 6udgets are also a source of information. 6udgetar( allocations to various activities

of the organisation reveal the priorities of the organisation. This is useful to people outside the organisation as well as its emplo(ees and supporters.
&. Lastl(, the ver( process of budget preparation is an educative e5ercise. 8anagers

review the e5isting situation, discuss the needs of the organisation in the coming (ear, and keeping in view the priorities of the organisation, prepare the budget. Thus the budgeting processes make the managers aware of the ob)ectives of the organisation, its resource base and anticipateIforecast trends and changes in the e5ternal environment. ("al'ation and Feed)ack :valuation means to assess the value of ever( organisations rationale for its e5istence and the contribution it makes for the welfare of the societ(. It is for this reason that government and donor agencies provide funds and the people support these organisations. Eaturall( it has to be seen whether the organisation has been fulfilling its mission or not. Thus evaluation of the organisations functioning and their programmes are a logical necessit(.

1(

Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 ,ociall( relevant programmes of E91s have multiple dimensions. Therefore, evaluation of the programme has to include the following dimensions H
the relevance and the need of the programme for the clientIsF the e5tent of participation of clientsIcommunit( in the various stages of the

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

sustainabilit( and financial viabilit( of the programme.

Latel( it has also been felt that the gender dimension of the programme should be part

of the program evaluation process. Therefore, the e5tent of female participation and the benefits obtained for women has become an important part of the evaluation process. Due to the decline in donor funds and government support, most organisations are hard pressed for funds. Therefore the financial aspect of the programme is of crucial importance. Thus evaluation takes into consideration cost effectiveness and timeliness of the programme implemented. The American >ublic +ealth Association defines 'evaluation as the process of determining the value or amount of success achieved in terms of its predetermined ob)ectives*. It includes at least the following steps4
1. formulation of the ob)ectives, !. identification of proper criteria to be used in measuring success and determination and

e5planation of the degree of success,

". recommendation for further programme activit(.

According to the :nc(clopedia of ,ocial

ork in India4

1. evaluation should have an ob)ective approach to the stud( of problem, !. it should focus on positive as well as a negative aspects of the problem, ". evaluation should contribute to the improvement in the functioning of the

organisation. In other words, evaluation has educative aspects also. :valuation can be of two t(pes4
internal, which is done b( the organisations functionaries themselves to assess their

progress, and
e5ternal, which is done b( outside agencies like government, donor agencies etc.

P')lic %elations !) Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 >ublic relation !>@& is one of the important functions of social welfare administration which ensures the development of cordial and harmonious relations with the stakeholders. It is the practice of managing flow of information between the organi0ation and the public. >@ is an essential and integrated component of public polic( or service. The public relations activities are meant to ensure the benefits to the citi0ens, for whom the policies and services are meant for. The Institute of >ublic @elations, A,A, has defined >ublic @elations as 'the deliberate, planned and sustained effort to establish and maintain mutual understanding between an organi0ation and its publics*. Likewise, :dward L. 6erna(s has given definition of >ublic @elations as 'the attempt b( information, persuasion and ad)ustment to engineer public support for an activit(, cause, movement or institution*. >ublic relations and publicit( are not s(non(mous but man( >@ campaigns include provisions for publicit( also. >ublicit( is the spreading of information to gain public awareness for a product, person, service, cause or organi0ation, and can be seen as a result of effective >@ planning. Kou ma( wonder, what is the need for organi0ations to engage in >@ activitiesL Investing on >@ helps the organi0ation to achieve its ob)ective effectivel( and smoothl(. >@ does not mean creating good image for a bad team, since false image cannot be sustained for a long time. :ven if the organi0ations servicesIprogrammes are good, it needs an effective >ublic @elations campaign for attracting, motivating the public to utili0e the services, creating awareness about policies and programmes and publici0ing the work of the organi0ation. It not onl( encourages peoples participation but also helps in building credibilit( and better image in the public e(e. An effective >@ can create and build up the image of an individual or an organi0ation or a nation. At the time when an organi0ation is under crisis an effective >ublic @elations can remove the misunderstanding and help in developing reciprocal understanding and goodwill between the organi0ation and the public. The >@ includes anal(sis of public perception, modif(ingIdesigning organi0ations polic(Iprogrammes in consonance with public interest and then e5ecuting the programmes for communication with the public. >@ is a planned effort or management function. It is an e5ecution of communication programme for rapport building, creating goodwill, understanding and acceptance as the chief end results sought b( public relations activities. It is ver( important to understand the two components of >@ / >ublic and @elations. It is essential that socio/demographic and cultural characteristics, values, attitudes, perceptions of the public !that includes emplo(ees in the organi0ation as well as the communit( that the organi0ation is serving& be studied ob)ectivel(. @elations means conscious decision of the kind of relation or image the administrators want to create in the e(es of the public. Let us look at the process of public relations. The process of public relations is categori0ed into seven phases for better understanding4 The first phase includes identif(ing and listing out the information or message to be disseminated. The second phase of >@ process is to ascertain the e5isting image or awareness level about the issue in the target group or common public. The third phase is developing communication ob)ectives and priorities. The fourth phase of >@ deals with developing the message and !1 Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 choosing appropriate media to transmission. The fifth phase of >@ is the implementation of communication campaign designed in the fourth phase and coordination or the dissemination of message. In the si5th phase, communication campaign is checked whether message has reached properl( and the e5pected action or behaviour or knowledge on image factors emerged. The seventh phase of >@ includes rectification of the communication campaign, in case the message does not reach properl( after identification of reasons for the ineffectiveness. It is followed b( dissemination of the revised message. The Image building e5ercises start with understanding the present image and to chalk out, the desired image and to channali0e all the >@ activities towards it. ,ome possibilities that would call for >@ are promotional opportunit( !to inform about new service I polic( which re3uire wider publicit(&, competition !to overcome the resistance or pre/set mind condition&, controvers( !To eliminate the contradictor( conditions in between the organi0ation and the public&, adverse publicit( !to inform about the truth or correct issues and thereb( removing the misunderstanding&, catastrophe !announcement of an( unfavourable issues& and crisis !whenever threats arise&. Among the man( channels, blogs are the most recent and economical means. F'nd %aising 7und raising is the process of soliciting and gathering mone( or other gifts in/kind, b( re3uesting donations from individuals, businesses, charitable foundations, or governmental agencies. Although fund raising t(picall( refers to efforts to gather funds for non/profit organi0ations, it is sometimes used to refer to the identification and solicitation of investors or other sources of capital for/profit enterprises. 2ommon sources of funds are !"& local, International donors and government. Eow the scenario is changing and even international E91s are looking for fund raising, e.g. >lan International has targeted <.M of funding from local sources. 1ften in times of naturalImanmade calamities like TsunamiIJargil war, organi0ations engage themselves in fund raising. h( we would raise fundsL 1bviousl(, it is impossible for an( organi0ation to implement activities and pro)ects without certain human, technical and financial resources. 7und raising increases the amount of resources and even helps in development of corpus funds. It also reduces dependence on international and national donor organi0ation, which, often times, ma( reduce fle5ibilit( of implementing innovativeIcreative ideas and targeting those needs that a communit( finds important. 7und raising brings sense of ownership among communit( people and helps organi0ation build social capital and communit( linkages. 8obili0ing local resources increases the sustainabilit( of communit( initiatives. 6efore initiating fund raising endeavour, organi0ations must check their ta5 situation. There are two main provisions regarding this G ,ec. %.9 and ,ec. <B AN of the ta5 Act. Ander ,ec. %. 9 non/profit organi0ations working in specified areas !which are deemed to be charitable& can register with income ta5 authorit( under this section, which enables the donors !whether !! Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 individuals or companies& to claim relief up to B.M of the amount donated. The ,ec. <B A N is a more recent one where contributions are "..M ta5 e5empted. It is applicable to specified pro)ects rather than to registered organi0ations. Approval has to be sought from the Eational 2ommittee for >romotion of ,ocial and :conomic elfare, Delhi and E91s generall( have to undertake pro)ect for < (ears. Another important issue in fund raising is to develop an ethicall( sound fund raising polic(. It is crucial to list down sociall( inappropriate activities and not to accept an( fundsIresources from tainted sources, which ma( hamper organi0ations own image and credibilit(. 7or instance, taking mone( from cigaretteIli3uor manufacturing compan(Ipeople with criminal background for an( social cause would do more harm than an( good. 7urther, it is also unethical and unsought for to e5aggerate dataIinformation, pro)ect beneficiaries as victims, accentuating their vulnerabilit( !whereas in realit( the( are not so& while appealing for funds. Ee5t, understanding ps(cholog( of prospective donors on wh( people give is also necessar(. >eople donate because G !i& the( ma( be concerned about the problemF !ii& ma( have personal e5perience of the problemF !iii& peer pressure !iv& guilt feeling !v& dut( !vi& nameIfameIas memorial and !vii& ta5 benefits. 7or a successful fund raising campaign one needs to identif( likel( people, create the right message and communicate that right message. Another point is how much to ask for / it depends on the situation. In crisis situations like earth 3uack, flood, etc., cash and kind donations are asked for. Asking people to contribute generousl( often confuses them. Instead, people respond better if a range of options is provided to them. 7or instance, divide the work into units4 " sapling planted O @s.BF ". saplings planted O @s.B.F one cataract operation O @s.B... Also linking the amount being asked with cause gives better results, sa(, sponsoring childs educationInutrition, etc. Approaching the prospective donors has man( wa(s G face to face, addressing groups, telephonic conversation, personal letter to knownIunknown and circular letter. 1ne ma( organi0e house to house or office to office collection, organi0e fund raising events, invite celebrit( on e5hibitionIfairImela, frame appeal, produce occasional newsletters, pamphlets for fund raising, tap religious resources !0akaat appeal before @am0aan for donation& and so on and so forth. Tapping corporate donors is also one of the important strategies for fund raising. 2ompanies generall( donate to create goodwill in the local communit(, to generate publicit( and for ta5 benefits. 2ertain e5amples of corporate giving are / cash donations, sponsoring an event, free office space, free space for workshops, making compan( facilities available including meeting rooms, printing, designing, lending a staff member, providing e5pertiseIadvice and so on. 8an( times emplo(ees agree to have regular amount deducted each month from hisIher salar( for donations as seen in the case of +elpage in 2hennai. In fact, fund raising strategies are becoming increasingl( more creative and innovative.

!"

Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 T$!es of Social Welfare Agencies There are two main t(pes of social welfare agencies4
1. >ublic or 9overnment agencies are based upon a law or order, administered within the

framework of local, state and central governments and financed b( the 9overnment.
!. >rivate Agencies or Eon/9overnmental 1rganisations or Doluntar( 1rgani0ations are

established b( individuals or philanthropic, religious, fraternal or humanitarian groupsF their management is vested with a board of directors. These organisations are supported mainl( b( contributions, donations, endowments or trust funds. Non%&o"ernment Organisations '(ol ntar$ Organisations) !efinition Accordingl( to Lord 6everidge, 'A Doluntar( organisation, properl( speaking, is an organisation which whether its workers are paid or unpaid, is initiated and governed b( its own members without e5ternal control.* Eon/profit organisations in India4
a* e5ist independentl( of the stateF b* are self/governed b( a board of trustees or managing committeeI governing council,

comprising individuals who generall( serve in a fiduciar( capacit(F

c* produce benefits for others, generall( outside the membership of the organisationF and

d& are non/profit/making, in as much as the( are prohibited from distributing a monetar( residual to their own members. $haracteristics ". It is registered under the ,ocieties @egistrations Act, "%-., the Indian Trusts Act, "%%=, The 2ooperative ,ocieties Act, "#.$ or ,ec. =B of the 2ompanies Act, "#B-, depending upon the nature and scope of its activities to give it a legal status. =. It has definite aims and ob)ectives, and programmes for their fulfilment. <. It has an administrative structure and dul( constituted management and e5ecutive committees. $. It is an organisation initiated and governed b( its own members on democratic principles without an( e5ternal control. B. It raises funds for its activities partl( from the e5che3uer in the form of grants/in/id and partl( in the form of contributions or subscriptions from members of the local communit( andIor the beneficiaries of the programme. !# Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 tr'ct're

9eneral 6od( !9eneral 8embership&

:5ecutive 2ounselI8anaging 2ommitteeI9overning 6od(

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

>aid ,taffIDolunteers !,ocial

orkers&

F'nctions ". +uman beings b( nature are gregarious. The urge to act in groups is fundamental in them. >eople therefore form groups and associations voluntaril( for their benefit as also of others with a view to lead a full and richer life. This phenomenon is reflected in voluntar( associations which are formed for promotion of recreational and cultural activities, social services, professional interest etc. =. A pluralistic societ( with a democratic s(stem re3uires a multitude of independent, nongovernment organisations to serve as a buffer between the individual and the state and thus preventing the government from developing monopol( in various fields. <. 1rganised voluntar( action helps groups and individuals with diverse political and other interests, contributes to strengthening the feeling of national solidarit( and promotes participative democrac(. $. The state does not have the re3uisite financial resources and manpower to meet all the needs of its citi0ens. The non/government organisations b( raising additional resources locall( can meet uncovered needs and enrich local life.

Factors moti"ating *ol'ntary Action

!$

Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012

+ypes ". 6ilateral Agencies The word bilateral means, 'Agreement made between two countries*. In this, agreement two countries make agreement to have dut( free entr( of donated supplies for relief and rehabilitation of the poor and the need( without discrimination of caste, creed or race. Ander these agreements, commodities like food grains, milk powder, cheese, processed food stuffF drugs, medicines, multi vitamin tablets, hospital e3uipment, and supplies like ambulances, mobile dispensaries, agricultural implements etc. are received b( approved organisations, from approved organisations, located in respective countries. 9overnment of India encourages such assistance. The 8inistr( of ,ocial ;ustice and :mpowerment operates the bilateral agreements on gift deliveries entered into b( the 9overnment of India with the 9overnments of 7ederal @epublic of 9erman(, ,weden, ,wit0erland, Anited Jingdom and Anited ,tates of America. !% Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 The 7ood 2orporation of India is entrusted with the responsibilit( of handling the port operations work in respect of gift consignments, coming under the agreements on pa(ment for the services at approved rates. The e5penditure on handling clearance and inland transportation of gift deliveries to the approved consignees destination is borne b( the 8inistr( as per terms of the Agreement. =. International Agencies Though the well being of the people is the concern of the state, it cannot be fulfilled due to the lack of financial resources, manpower, and other resources. Therefore the ,tate depends upon the help and support of other nations and countries to ameliorate the lot of its poor and need(. It is upon this recognition that the International co/operation in social welfare is needed in order to secure social and economic welfare of human beings ever(where. International social welfare organisations can be classified into five groups4 i. 9overnment Agencies of International character, e.g. Anited Eations, orld +ealth 1rganisation, International Labour 1rganisation etc.

ii. >rivate International 1rganisation, e.g. The International 2onference of ,ocial ork, orld 7ederation of 8ental +ealth, The International Anion for the 2hild elfare. iii. >rivate International 1rganisations having autonomous organisations in each countr(, e.g. International @ed 2ross, the K82A and K 2A.

iv. Eational 9overnment Agencies e5tending their help to other countries, e.g. The Anited ,tates Technical 2o/operation programme popularl( known as point $ >rogramme. v. Eational >rivate Agencies e5tending their social service to other countries, e.g. The 7ord 7oundation and the @ockefeller 7oundations in India.

<. Donor Agencies 1ne of the ma)or activities of an( Eon 9overnmental 1rganisation is mobili0ing financial support for its activities. A number of Eational and International organisations are providing funds to the social service organisations. ,uch agencies are known as Donor agencies. The( give support to the social service activities on the basis of the pro)ect proposals, submitted b( the 1rganisation. 9enerall( donor agencies are providing funds and other services to the registered organisations for their various social welfare activities for the need( and marginali0ed. The amount of their support varies from pro)ect to pro)ect according to the re3uirements or the gravit( of the problems. The donor agencies mainl( raise funds from its 2iti0en and the 9overnment. ,ome of the Donor agencies are 4 i. ii. !& 2ordaid, 9erman( 2hurch Au5iliar( for ,ocial Action !2A,A& Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 iii. iv. v. vi. vii. viii. i5. Danish International Development Agenc( !DAEIDA& 2hristian 2hildrens 7und orld Dision 2o/operative for American @elief :ver(where !2A@:& 2atholic @elief ,ervices !2@,& Indo/9erman ,ocial ,ervice ,ociet( !I9,,,& 2aritas India etc.

$. AE 6odies The Anited Eations has set up various organisations for groups needing special help. Their contributions to international welfare ma( be discussed as follows4 i. Anited Eations 2hildrens 7und !AEI2:7& / It was established b( the 9eneral Assembl( on ""th December "#$-. Its purpose is to help developing countries to improve the condition of their children and (outh. AEI2:7 provides assistance in such fields as health, nutrition, social welfare, education, and vocational training. It also helps 9overnments to assess the important needs of their children and plan comprehensive programme to meet them. A large part of AEI2:7 aid is in the form of providing e3uipment, drugs, well/drilling rigs, school garden supplies, protot(pe e3uipment for da( care centers and e3uipment for the production of the te5tbooks. AEI2:7 was awarded the Eobel >eace >ri0e in "#-B and the Indira >eace >ri0e in "#%#. ii. 1ffice of the Anited Eations +igh 2ommissioner for @efugees !AE+2@& / The office of the AE+2@ was established on "st ;anuar( "#B". It provides legal protection, and at the re3uest of a 9overnment, material assistance for the refugees. AE+2@s head3uarters is in 9eneva. There are $. 7ield 1ffices. AE+2@ was awarded the Eobel >ri0e in "#B$. There are a number of other A.E bodies working for the social welfare. ,ome of these organisations are4 iii. iv. v. vi. vii. !' Anited Eations 2enter for @egional Development. Anited Eations Development >rogramme. Anited Eational :ducational, ,cientific and 2ultural 1rganisation. Anited Eations :nvironment >rogramme. Anited Eations Institute for Training and @esearch. Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 viii. Anited Eations @esearch Institute for ,ocial Development etc.

B. 2haritable 1rganisations 2haritable 1rganisations are those organisations established for helping the poor or need( people. These organisations are mainl( formed to serve the need( through a charitable approach. The 8issionaries of 2harit( !82& is one e5ample of such charitable organisations. 8ost of its workers are full( dedicated to service and the( serve without e5pecting an(thing back. These institutions provide institutional care to the poor and neglected. The( also provide food, clothing, medical treatment etc. for need( people. The 2haritable 1rganisations are registered under the 2haritable :ndowment Act /"%#.. ,ection = of the 2haritable :ndowment Act defines charitable purpose as including general relief to the poor, education, medical relief and the advancement of an( other ob)ect of general public utilit(. -. ,ocieties The Doluntar( 1rganisation can be registered under the ,ocieties @egistration Act G "%-., Indian Trusts Act G "%%= or under ,ection =B of the Indian 2ompanies Act G "#B-. 8ost of the Eon/9overnmental 1rganisations are registered under ,ocieties @egistration Act. ,ocieties are formed with some deliberate intention following some s(stem in their da(/to/ da( affairs as well as rules for their governing and proceedings. The following activities should be handled properl(, since it is vital for better function of an( organisation4
i.

>rimar( stud( on the attainabilit( of the ob)ectives stated b( the organisation. @ecruitment of manpower, right people for the right )ob, to attain the organisational goals. Drafting of a constitution, this consists of memorandum of association and rules and regulations. 8aking sure of the registration of the societ( b( appropriate legal authorit(.

ii.

iii.

i+.

8emorandum of Association and rules and regulations are two important parts of a societ(s constitution. hile memorandum of association defines the ob)ect of the 1rganisation recognised and approved b( the @egistrar, rules and regulations define the internal management principles, which are binding on the members. ,ocieties are more democratic in their setup. Asuall( elections are conducted to elect the managing committee. In some cases, founder members ma( be permitted to remain life members of the managing committee. C. Trust

!(

Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 elfare programmes are also run b( charitable trusts. The Indian Trusts Act G"%%= provides room for registering and running >ublic, >rivate, @eligious and 2haritable Trusts. A Trust is an obligation anne5ed to the ownership of propert( and arising out of a confidence reposed in and accepted b( the trustee!s&, for the benefit of another and the owner. The following are the ob)ects of a charitable trust4
i. ii. iii. i+.

Trusts for the relief of >overt( Trusts for the advancement of :ducation Trusts for the advancement of religion and Trusts for other purposes beneficial to the communit(. !Eot falling under an( other three heads, e.g. renovation of roads, suppl( of water, repairing of bridges etc.&

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

")

Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 ". Trust >ublic charitable trusts, as distinguished from private trusts, are designed to benefit members of an uncertain and fluctuating class. In determining whether a trust is public or private, the ke( 3uestion is whether the class to be benefited constitutes a substantial segment of the public. In general, trusts ma( register for one or more of the following purposes4 @elief of >overt( or DistressF :ducationF 8edical @eliefF >rovision for facilities for recreation or other leisure /time occupation !including assistance for such provision&, if the facilities are provided in the interest of social welfare and public benefitF and The advancement of an( other ob)ect of general public utilit(, e5cluding purposes which relate e5clusivel( to religious teaching or worship. A public charitable trust is usuall( floated when there is propert( involved, especiall( in terms of land and building. Legislation4 Different states in India have different Trusts Acts in force, which govern the trusts in the stateF in the absence of a Trusts Act in an( particular state or territor( the general principles of the Indian Trusts Act "%%= are applied. 8ain Instrument4 The main instrument of an( public charitable trust is the trust deed, wherein the aims and ob)ects and mode of management !of the trust& should be enshrined. In ever( trust deed, the minimum and ma5imum number of trustees has to be specified. The trust deed should clearl( spell out the aims and ob)ects of the trust, how the trust should be managed, how other trustees ma( be appointed or removed, etc. The trust deed should be signed b( both the settlorIs and trusteeIs in the presence of two witnesses. The trust deed should be e5ecuted on non/)udicial stamp paper, the value of which would depend on the valuation of the trust propert(. Trustees4 At least two trustees are re3uired to register a public charitable trust. In general, Indian citi0ens serve as trustees, although there is no prohibition against non/natural legal persons or foreigners serving in this capacit(. The 6oard of 8anagement comprises the trustees. Legal title of the propert( of a public charitable trust vests in the trustees. Trustees of a public charitable trust ma( not, however, in an( wa( use trust propert( or their position for their own interest or private advantage. Trustees ma( not enter into agreements in which the( ma( have a personal interest that conflicts or ma( possibl( conflict with the interests of the beneficiaries of the trust !whose interests the trustees are bound to protect&. Trustees ma( not delegate an( of their duties, functions or powers to a co/trustee or an( other person, e5cept "1 Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 that trustees ma( delegate ministerial acts. In essence, trustees ma( not delegate authorit( with respect to duties re3uiring the e5ercise of discretion. Application for @egistration4 The application for registration should be made to the official having )urisdiction over the region in which the trust is sought to be registered. After providing details !in the form& regarding designation b( which the public trust shall be known, names of trustees, mode of succession, etc., the applicant has to affi5 a court fee stamp of @s.=I/ to the form and pa( a ver( nominal registration fee which ma( range from @s.<I/ to @s.=BI/, depending on the value of the trust propert(. The application form should be signed b( the applicant before the regional officer or superintendent of the regional office of the charit( commissioner or a notar(. The application form should be submitted, together with a cop( of the trust deed. Two other documents which should be submitted at the time of making an application for registration are affidavit and consent letter. >ublic charitable trusts are highl( regulated. 7or instance, in man( states, purchases or sales of propert( b( a trust must be approved in advance b( the 2harit( 2ommissioner. The( are also generall( irrevocable. If a trust becomes inactive due to the negligence of its trustees, the 2harit( 2ommissioner ma( take steps to revive the trust. 7urthermore, if it becomes too difficult to carr( out the ob)ectives of a trust, the doctrine of c( pres, meaning Pas near as possible,P ma( be applied to change the ob)ectives of the trust. Thus, it appears that grantors can feel fairl( secure that the charitable nature of a trust will be honoured, even if the original, specific purposes of the trust cannot be carried out. =. ,ociet( According to section =. of the ,ocieties @egistration Act, "%-., the following societies can be registered under the Act4 charitable societies, militar( orphan funds or societies established at the several presidencies of India, societies established for the promotion of science, literature, or the fine arts, for instruction, the diffusion of useful knowledge, the diffusion of political education, the foundation or maintenance of libraries or reading rooms for general use among the members or open to the public, or public museums and galleries of paintings and other works of art, collection of natural histor(, mechanical and philosophical inventions, instruments or designs. Legislation4 ,ocieties are registered under the ,ocieties @egistration Act, "%-., which is a federal act. In certain states, which have a charit( commissioner, the societ( must not onl( be registered under the ,ocieties @egistration Act, but also, additionall(, under the 6omba( >ublic Trusts Act. 8ain Instrument4 The main instrument of an( societ( is the memorandum of association and rules and regulations !no stamp paper re3uired&, wherein the aims and ob)ects and mode of management !of the societ(& should be enshrined. 8embers4 The 6oard of 8anagement is in the form of a governing bod( or council or a managing or e5ecutive committee. Individuals or institutions or both ma( be members of a societ(. The general bod( of members delegates the management of da(/to/da( affairs to the "! Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 managing committee, which is usuall( elected b( the membership. 8embers of the general bod( of the societ( have voting rights and can demand the submission of accounts and the annual report of the societ( for inspection. 8embers of the managing committee ma( hold office for such period of time as ma( be specified under the b(laws of the societ(. A ,ociet( needs a minimum of seven managing committee membersF there is no upper limit to the number managing committee members. Application for @egistration4 @egistration can be done either at the state level !i.e., in the office of the @egistrar of ,ocieties& or at the district level !in the office of the District 8agistrate or the local office of the @egistrar of ,ocieties&. The procedure varies from state to state. +owever generall( the application should be submitted together with4 !a& memorandum of association and rules and regulationsF !b& consent letters of all the members of the managing committeeF !c& authorit( letter dul( signed b( all the members of the managing committeeF !d& an affidavit sworn b( the president or secretar( of the societ( on non/)udicial stamp paper of @s.=./I, together with a court fee stampF and !e& a declaration b( the members of the managing committee that the funds of the societ( will be used onl( for the purpose of furthering the aims and ob)ects of the societ(. All the aforesaid documents which are re3uired for the application for registration should be submitted in duplicate, together with the re3uired registration fee. Anlike the trust deed, the memorandum of association and rules and regulations need not be e5ecuted on stamp paper. ,ocieties, unlike trusts, must file annuall(, with the @egister of ,ocieties, a list of the names, addresses and occupations of their managing committee members. 7urthermore, in a societ(, all propert( is held in the name of the societ(, whereas all of the propert( of a trust legall( vests in the trustees. Also, societies ma( be dissolved. Dissolution must be approved b( at least three/fifths of the societ(Qs members. Apon dissolution, and after settlement of all debts and liabilities, the funds and propert( of the societ( ma( not be distributed among the members of the societ(. @ather, the remaining funds and propert( must be given or transferred to some other societ(, preferabl( one with similar ob)ects as the dissolved entit(.

""

Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012

". ,ection G =B 2ompan(

The Indian 2ompanies Act, "#B-, which principall( governs for/profit entities, permits certain companies to obtain not/for/profit status as Psection =B companies.P According to section =B!"&!a& and !b& of the Indian 2ompanies Act, "#B-, a section/=B compan( can be established for promoting commerce, art, science, religion, charit( or an( other useful ob)ect, provided the profits, if an(, or other income is applied for promoting onl( the ob)ects of the compan( and no dividend is paid to its members. Legislation4 ,ection/=B companies are registered under section/=B of the Indian 2ompanies Act. "#B-. 8ain Instrument4 7or a section/=B compan(, the main instrument is a 8emorandum and articles of association !no stamp paper re3uired& Trustees4 A section/=B 2ompan( needs a minimum of three trusteesF there is no upper limit to the number of trustees. The internal governance generall( has members and is governed b( 6oard of Directors or 8anaging 2ommittee or 9overning 2ouncil elected b( its members. Application for @egistration4 ". An application has to be made for availabilit( of name to the registrar of companies, which must be made in the prescribed form no. "A, together with a fee of @s.B..I/. It is advisable to suggest a choice of three other names b( which the compan( will be called, in case the first name which is proposed is not found acceptable b( the registrar. =. 1nce the availabilit( of name is confirmed, an application should be made in writing to the regional director of the compan( law board. The application should be accompanied b( the following documents4 a. Three printed or t(pewritten copies of the memorandum and articles of association of the proposed compan(, dul( signed b( all the promoters with full name, address and occupation.
b. A declaration b( an advocate or a chartered accountant that the memorandum

and articles of association have been drawn up in conformit( with the provisions of the Act and that all the re3uirements of the Act and the rules made there under have been dul( complied with, in respect of registration or matters incidental or supplementar( thereto. c. Three copies of a list of the names, addresses and occupations of the promoters !and where a firm is a promoter, of each partner in the firm&, as well as of the members of the proposed board of directors, together with the names of companies, associations and other institutions in which such promoters, partners and members of the proposed board of directors are directors or hold responsible positions, if an(, with description of the positions so held. "# Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 d. A statement showing in detail the assets !with the estimated values thereof& and the liabilities of the association, as on the date of the application or within seven da(s of that date. e. An estimate of the future annual income and e5penditure of the proposed compan(, specif(ing the sources of the income and the ob)ects of the e5penditure. f. A statement giving a brief description of the work, if an(, alread( done b( the association and of the work proposed to be done b( it after registration, in pursuance of section/=B. g. A statement specif(ing briefl( the grounds on which the application is made. h. A declaration b( each of the persons making the application that heIshe is of sound mind, not an undischarged insolvent, not convicted b( a court for an( offence and does not stand dis3ualified under section =.< of the 2ompanies Act "#B-, for appointment as a director. <. The applicants must also furnish to the registrar of companies !of the state in which the registered office of the proposed compan( is to be, or is situate& a cop( of the application and each of the other documents that had been filed before the regional director of the compan( law board. $. The applicants should also, within a week from the date of making the application to the regional director of the compan( law board, publish a notice in the prescribed manner at least once in a newspaper in a principal language of the district in which the registered office of the proposed compan( is to be situated or is situated and circulating in that district, and at least once in an :nglish newspaper circulating in that district. B. The regional director ma(, after considering the ob)ections, if an(, received within <. da(s from the date of publication of the notice in the newspapers, and after consulting an( authorit(, department or ministr(, as he ma(, in his discretion, decide, determine whether the licence should or should not be granted. -. The regional director ma( also direct the compan( to insert in its memorandum, or in its articles, or in both, such conditions of the licence as ma( be specified b( him in this behalf. Like a societ( !but unlike a trust&, a section =B compan( ma( be dissolved. Apon dissolution and after settlement of all debts and liabilities, the funds and propert( of the compan( ma( not be distributed among the members of the compan(. @ather, the remaining funds and propert( must be given or transferred to some other section =B compan(, preferabl( one having similar ob)ects as the dissolved entit(. ,pecial Licensing "$ Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 In addition to registration, a non/profit engaged in certain activities might also re3uire special licenseIpermission. ,ome of these include !but are not limited to&4 A place of work in a restricted area !like a tribal area or a border area re3uires a special permit G the Inner Line >ermit G usuall( issues either b( the 8inistr( of +ome Affairs or b( the relevant local authorit( !i.e., district magistrate&. To open an office and emplo( people, the E91 should be registered under the ,hop and :stablishment Act. To emplo( foreign staff, an Indian non/profit needs to be registered as a trustIsociet(Icompan(, have 72@A registration and also obtain a Eo 1b)ection 2ertificate. The intended emplo(ee also needs a work visa. A foreign non/profit setting up an office in India and wanting staff from abroad needs to be registered as a trustIsociet(Icompan(, needs permission from the @eserve 6ank of India and also a Eo 1b)ection 2ertificate from the 8inistr( of :5ternal Affairs. ,ection =!"B& of the Income Ta5 Act G which is applicable uniforml( throughout the @epublic of India G defines charitable purpose to include relief of the poor, education, medical relief and the advancement of an( other ob)ect of general public utilit(. A purpose that relates e5clusivel( to religious teaching or worship is not considered as charitable. Thus, in ascertaining whether a purpose is public or private, one has to see if the class to be benefited, or from which the beneficiaries are to be selected, constitute a substantial bod( of the public. A public charitable purpose has to benefit a sufficientl( large section of the public as distinguished from specified individuals. 1rganisations which lack the public element G such as trusts for the benefit of workmen or emplo(ees of a compan(, however numerous G have not been held to be charitable. As long as the beneficiaries of the organisation comprise an uncertain and fluctuating bod( of the public answering a particular description, the fact that the beneficiaries ma( belong to a certain religious faith, or a sect of persons of a certain religious persuasion, would not affect the organisations public character. hether a trust, societ( or section/=B compan(, the Income Ta5 Act gives all categories e3ual treatment, in terms of e5empting their income and granting %.9 certificates, whereb( donors to non/profit organisations ma( claim a rebate against donations made. 7oreign contributions to non/profits are governed b( 72!@&A regulations and the +ome 8inistr(.

"%

Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 Social Welfare Administration in India The structure of welfare organi0ations differs in agencies, which are established under public sector from those, which are in voluntar( or private sector. >ublic or 9overnment agencies are based upon a law, administered within the framework of local, state and central governments and financed b( the government. 1ur countr( has a long tradition of social service. 1ur sovereign and democratic republic stands committed to ensure social, economic and political )ustice to the people and usher in a welfare state. After independence, the concept of social )ustice became part and parcel of our 2onstitution and is reflected not onl( in the preamble, but also in the Directive principles of state polic(. ,ocial welfare is defined as those services which are designed for those weaker and vulnerable sections of communit( who due to some hardship G social, economic, political, mental G are unable to make use of, or are traditionall( denied, the use of these services. The scope of social welfare encompasses services relating to women, children, (outh, aged, the handicapped, scheduled castes and scheduled tribes, communit( welfare services, social defence, social welfare measures and social welfare services for other weaker sections of societ(. In India the 9overnment organi0ations are b( the government and can be at three levels that is local, state and central level organi0ations. ,ocal ,e"el At the Local level, the social welfare services are through rural and urban local authorities. @ural local authorities comprise of the pancha(ati ra) institutions, which were introduced for local governance in the rural areas of the countr(. The three/tier s(stem of pancha(ati ra) consisting of gram pancha(at, pancha(at samiti and 0illa pancha(at and these are responsible to undertake the welfare activities for their respective areas. In fact, pancha(ati ra) bodies are ver( much involved in implementing and administering the welfare programmes assigned to them. The urban local authorities consisting of municipal corporations was created b( the Acts of the concerned ,tate legislature are assigned obligator( and discretionar( functions in the field of social welfare. 7or instance, section $< of Delhi 8unicipal 2orporation Act, "#BC makes it incumbent on the corporation to make ade3uate provisions for construction and maintenance of drainage work, public latrines and urinals, water suppl(, pollution control, checking of dangerous diseases, provision of transport facilities, provision of medical relief and establishment of maternit( and child welfare centers, etc. The concept of democratic decentrali0ation is essential in the field of development. The aspect of welfare has come to be understood as the primar( responsibilit( of the individuals. Therefore, through peoples participations and decentrali0ation of power, the government is tr(ing to achieve the goal of total development. 6esides 9overnment efforts, there are a "& Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 number of non/government organi0ations working at the local level with more fle5ibilit( and pro5imit(. tate ,e"el At the ,tate level, the state governments and union territor( administrations formulate and implement various kinds of welfare services programmes on their own in their respective )urisdiction for the benefit of the sociall( and economicall( weaker sections of the societ(. The state government or the union territories administrations carr( out their welfare commitments and programmes mainl( through the departments of social welfare and voluntar( organi0ations. At the state level, the Department of ,ocial elfare is the responsibilit( of the welfare minister and the secretar( to government is the administrative head of the department. The secretariat helps, guides and advises the 8inister in the formulation of policies of the department, in getting the legislation passed b( the state legislature, and supervises the e5ecution of the policies, schemes, pro)ects and programmers undertaken b( the Directorate. The Directorate of social welfare is headed b( a Director who is assisted b( Additional Director, ;oint Director, Deput( Directors, Administrative officer and supporting staff. In the field, the Divisional and District ,ocial elfare 1fficers function at the district level and e5ecute the various welfare programmes in their respective )urisdictions. The administrative and staffing pattern at all the stages is more or less the same and so are the kinds of welfare services provided in each state e5cept for some minor variations. The functions of the ,tate ,ocial
i.

elfare 6oards are as follows4

To promote the growth of voluntar( social welfare agencies, with special reference to development of welfare services in all areas. To administer the grant/in/aid programme.
a* 1n behalf of the 2entral ,ocial

ii.

elfare 6oard for development and capital

grants and
b* 1n behalf of the state welfare governments for maintenance grants. iii.

To assist the 2entral ,ocial services for aided agencies

elfare 6oard in the provision of a field counselling

i+. +.

To administer the programmes of rural welfare pro)ects To stimulate effective coordination among voluntar( welfare agencies at the ,tates and local levels To assist the 2entral ,ocial elfare 6oard and ,tate 9overnment in the further development of welfare services "' Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

+i.

Social Welfare Administration 2012 $entral ,e"el At the 2entral level, also called the Anion level although the responsibilit( of formulating overall polic( and planning of social welfare programmes rests with the department of social welfare, the initiation and e5ecution of certain welfare services and stimulating the effective coordination among voluntar( welfare agencies especiall( at the national level will rest with the 2entral ,ocial elfare 6oard. $entral ocial #elfare &oard -$ #&. The important landmark in the histor( of voluntar( social welfare was created in "#B<, with the provision of @s.$ 2rore for the social welfare sector in the 7irst 7ive Kear >lan. The dilemma before the countr(s planners was whether this amount should be utili0ed through government machiner( or b( voluntar( agencies, as at that time there was no independent department of social welfare at the centre, nor at the state levels. Ander the leadership of >t. ;awahar Lal Eehru our then prime minister, it was decided that social welfare needed a special kind of machiner( that had components of fle5ibilit(, dedication and closeness to the countr(s people. It was then felt that it should be handled not b( the government machiner( but b( the voluntar( workers who had dedicated their service to the need(. Accordingl(, an autonomous board was created which was charged with the responsibilit( of preparing plans and schemes to be funded from out of the provision made in the 7ive Kear >lans. An outstanding social worker was made the 2hairperson of the 2entral ,ocial elfare 6oard. Dr. !8rs.& Durgabai Deshmukh was its first 2hairperson. The main function of the 6oard was to give grant/in/aid and technical guidance to Doluntar( 1rgani0ations engaged in different t(pes of social welfare activities. 1ne of the functions of the board was also to create organi0ations in the areas where these did not e5ist. It was found that in those da(s in the slum and rural areas, there were no services for women and pre/ school children. The 6oard accordingl( launched a scheme named the famil( and child welfare pro)ects. The present integrated child development services !I2D,& programme was the outcome of these efforts. 2entral ,ocial elfare 6oard was set up on the recommendations of the >lanning 2ommission as a semiautonomous bod(, but the power of the administration was vested in the ministr( of education. It was registered as a compan( from "st April "#-# under section =B of the Indian companies Act, "#B- in order to have greater autonom( and fle5ibilit(. 1b)ectives of the 6oard4
>romote the growth of voluntar( social service agencies. To assist voluntar( welfare programmes for the specific groups of persons who need

special help, like women, children and the handicapped.

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

"(

Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012

To develop new programmes of welfare and organi0e pilot pro)ects that is innovative

and closer to the common man. A cabinet minister, who is assisted b( the 8inister or the Deput( 8inister, heads the 8inistr( of welfare. The Department has two broad divisions4 one headed b( the secretar( G welfare and the other headed b( the secretar(, department of women and child welfare. The secretar(/ welfare is assisted b( an additional secretar(. In the wing, there are directors, deput( secretar(, under secretaries, )oint directors and other officers to handle the tasks. The ministr( is assisted in its functions b( a number of subordinate organi0ations, national commissions and national institutes over which the ministr( e5ercises its administrative control. These are enlisted below4
2entral social welfare board Eational commission for scheduled castes and scheduled tribes 8inorities commission Eational institute of social defence Eational institute for the visuall( handicapped Eational Institute for the 1rthopaedicall( +andicapped

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

>olic(, planning and coordination of programmes 1perations of central and centrall( sponsored schemes 9uidance and direction to the state Association with >lanning 2ommission 2onvening of conference of state ministerIsecretaries of social welfare 2onstitution of commission, committeesIstud( teams Assistance to voluntar( organi0ations Informal and mass education activities >ublications @esearch, education and documentation #) Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012

,i.

>articipation in International 2onferences, seminars and workshops.

Integrated C*ild De"elo!ment Ser"ices 'ICDS) Launched on =nd 1ctober "#CB, toda(, I2D, ,cheme represents one of the worlds largest and most uni3ue programmes for earl( childhood development. I2D, is the foremost s(mbol of Indias commitment to her children G Indias response to the challenge of providing pre/ school education on one hand and breaking the vicious c(cle of malnutrition, morbidit(, reduced learning capacit( and mortalit(, on the other. O)/ecti"es The Integrated 2hild Development ,ervices !I2D,& ,cheme was launched in "#CB with the following ob)ectives4 i. ii. iii. iv. v. to improve the nutritional and health status of children in the age/group ./- (earsF to la( the foundation for proper ps(chological, ph(sical and social development of the childF to reduce the incidence of mortalit(, morbidit(, malnutrition and school dropoutF to achieve effective co/ordination of polic( and implementation amongst the various departments to promote child developmentF and to enhance the capabilit( of the mother to look after the normal health and nutritional needs of the child through proper nutrition and health education.

er"ices The above ob)ectives are sought to be achieved through a package of services comprising4 i. ii. iii. iv. v. vi. supplementar( nutrition, immuni0ation, health check/up, referral services, pre/school non/formal education and nutrition ? health education.

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

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Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012

Ser"ices ,upplementar( Eutrition

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

Ser"ice #ro"ided +$ Anganwadi orker Anganwadi +elper and

Immuni0ationR

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

AE8I81

+ealth 2heck/upR

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

AE8I81IA

@eferral ,ervices

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

IAE8I81

>re/,chool :ducation Eutrition :ducation RA ? +ealth

2hildren </- (ears omen !"B/$B (ears&

A A IAE8I81

assists AE8 in identif(ing the target group.

0'trition incl'ding 'pplementary 0'trition This includes supplementar( feeding and growth monitoringF and proph(la5is against vitamin A deficienc( and control of nutritional anaemia. All families in the communit( are surve(ed, to identif( children below the age of si5 and pregnant ? nursing mothers. The( avail of supplementar( feeding support for <.. da(s in a (ear. 6( providing supplementar( feeding, the Anganwadi attempts to bridge the caloric gap between the national recommended and average intake of children and women in low income and disadvantaged communities. 9rowth 8onitoring and nutrition surveillance are two important activities that are undertaken. 2hildren below the age of three (ears of age are weighed once a month and children </- (ears of age are weighed 3uarterl(. eight/for/age growth cards are maintained for all children below si5 (ears. This helps to detect growth faltering and helps in assessing nutritional status. 6esides, severel( malnourished children are given special supplementar( feeding and referred to medical services. #! Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 1mm'nization Immuni0ation of pregnant women and infants protects children from si5 vaccine preventable diseases/poliom(elitis, diphtheria, pertussis, tetanus, tuberculosis and measles. These are ma)or preventable causes of child mortalit(, disabilit(, morbidit( and related malnutrition. Immuni0ation of pregnant women against tetanus also reduces maternal and neonatal mortalit(. Health $heck2'ps This includes health care of children less than si5 (ears of age, antenatal care of e5pectant mothers and postnatal care of nursing mothers. The various health services provided for children b( anganwadi workers and >rimar( +ealth 2entre !>+2& staff, include regular health check/ups, recording of weight, immuni0ation, management of malnutrition, treatment of diarrhoea, de/worming and distribution of simple medicines etc. %eferral er"ices During health check/ups and growth monitoring, sick or malnourished children, in need of prompt medical attention, are referred to the >rimar( +ealth 2entre or its sub/centre. The anganwadi worker has also been oriented to detect disabilities in (oung children. ,he enlists all such cases in a special register and refers them to the medical officer of the >rimar( +ealth 2entreI ,ub/centre. 0on2formal Pre2 chool (d'cation -P (. The Eon/formal >re/school :ducation !>,:& component of the I2D, ma( well be considered the backbone of the I2D, programme, since all its services essentiall( converge at the anganwadi G a village court(ard. Anganwadi 2entre !A 2& G a village court(ard G is the main platform for delivering of these services. These A 2s have been set up in ever( village in the countr(. In pursuance of its commitment to the cause of Indias 2hildren, present government has decided to set up an A 2 in ever( human habitationI settlement. As a result, total number of A 2 would go up to almost ".$ million. This is also the most )o(ful pla(/ wa( dail( activit(, visibl( sustained for three hours a da(. It brings and keeps (oung children at the anganwadi centre / an activit( that motivates parents and communities. >,:, as envisaged in the I2D,, focuses on total development of the child, in the age up to si5 (ears, mainl( from the underprivileged groups. Its programme for the three/to si5 (ears old children in the anganwadi is directed towards providing and ensuring a natural, )o(ful and stimulating environment, with emphasis on necessar( inputs for optimal growth and development. The earl( learning component of the I2D, is a significant input for providing a sound foundation for cumulative lifelong learning and development. It also contributes to the universali0ation of primar( education, b( providing to the child the necessar( preparation for primar( schooling and offering substitute care to (ounger siblings, thus freeing the older ones G especiall( girls G to attend school. 0'trition and Health (d'cation #" Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 Eutrition, +ealth and :ducation !E+:D& is a ke( element of the work of the anganwadi worker. This forms part of 622 !6ehaviour 2hange 2ommunication& strateg(. This has the long term goal of capacit(/building of women G especiall( in the age group of "B/$B (ears G so that the( can look after their own health, nutrition and development needs as well as that of their children and families. F'nding Pattern I2D, is a 2entrall(/sponsored ,cheme implemented through the ,tate 9overnmentsIAT Administrations. >rior to =..B/.-, "..M financial assistance for inputs other than supplementar( nutrition, which the ,tates were to provided out of their own resources, was being provided b( the 9overnment of India. ,ince man( ,tates were not providing ade3uatel( for supplementar( nutrition in view of resource constraints, it was decided in =..B/.- to support to ,tates up to B.M of the financial norms or to support B.M of e5penditure incurred b( them on supplementar( nutrition, whichever is less. 7rom the financial (ear =..#/"., 9overnment of India has modified the funding pattern of I2D, between 2entre and ,tates. The sharing pattern of supplementar( nutrition in respect of Eorth/eastern ,tates between 2entre and ,tates has been changed from B.4B. to #.4". ratio. ,o far as other ,tates and ATs, the e5isting sharing pattern of B.4B. continues. +owever, for all other components of I2D,, the ratio has been modified to #.4".!"..M 2entral Assistance earlier&. &'dgetary Allocation Alongside gradual e5pansion of the ,cheme, there has also been a significant increase in the 6udgetar( allocation for I2D, ,cheme from @s.".<#".CB crore in ".th 7ive Kear >lan to @s.$$,$.. crore in SI >lan >eriod. +he 1$! +eam The I2D, team comprises the Anganwadi orkers, Anganwadi +elpers, ,upervisors, 2hild Development >ro)ect 1fficers !2D>1s& and District >rogramme 1fficers !D>1s&. Anganwadi orker, a lad( selected from the local communit(, is a communit( based frontline honorar( worker of the I2D, >rogramme. ,he is also an agent of social change, mobili0ing communit( support for better care of (oung children, girls and women. 6esides, the medical officers, Au5iliar( Eurse 8idwife !AE8& and Accredited ,ocial +ealth Activist !A,+A& form a team with the I2D, functionaries to achieve convergence of different services. Monitoring ystem 2entral Level 8inistr( of omen and 2hild Development !8 2D& has the overall responsibilit( of monitoring the I2D, scheme. There e5ists a 2entral Level I2D, 8onitoring Anit in the 8inistr( which is responsible for collection and anal(sis of the periodic work reports ## Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 received from the ,tates in the prescribed formats. ,tates have been asked to send the ,tate level consolidated reports b( "Cth da( of the following month. The e5isting status of monitoring of these si5 services is as under4 !i& ,upplementar( Eutrition4 Eo. of 6eneficiaries !2hildren - months to - (ears and pregnant ? lactating mothers& for supplementar( nutritionF !ii& >re/,chool :ducation4 Eo. of 6eneficiaries !2hildren </- (ears& attending pre/school educationF !iii& Immuni0ation, +ealth 2heck/up and @eferral services4 8inistr( of +ealth and 7amil( elfare is responsible for monitoring on health indicators relating to immuni0ation, health check/up and referrals services under the ,cheme. !iv& Eutrition and +ealth :ducation4 This service is not monitored at the 2entral Level. ,tate 9overnments are re3uired to monitor up to ,tate level in the e5isting 8I, ,(stem. !v& Eo. of I2D, >ro)ects and Anganwadi 2entres !A 2s& w.r.t. targeted no. of I2D, >ro)ects and A 2s are taken into account for review purpose. The information received in the prescribed formats is compiled, processed and anal(sed at the 2entral level on 3uarterl( basis. The progress and shortfalls indicated in the reports on I2D, are reviewed b( the 8inistr( with the ,tate 9overnments regularl( b( review meetingsI letters. ,tate Level Darious 3uantitative inputs captured through 2D>1s 8>@I +>@ are compiled at the ,tate level for all >ro)ects in the ,tate. Eo technical staff has been sanctioned for the state for programme monitoring. 2D>1s 8>@ capture information on number of beneficiaries for supplementar( nutrition, pre/school education, field visit to A 2s b( I2D, functionaries like ,upervisors, 2D>1I A2D>1 etc., information on number of meeting on nutrition and health education !E+:D& and vacanc( position of I2D, functionaries etc.

6lock Level At block level, 2hild Development >ro)ect 1fficer !2D>1& is the in/charge of an I2D, >ro)ect. 2D>1s 8>@ and +>@ have been prescribed at block level,. These 2D>1s 8>@I +>@ formats have one/to/one correspondence with A s 8>@I +>@. 2D>1s 8>@ consists vacanc( position of I2D, functionaries at block and A 2 levels. At block level, no technical post of officials have been sanctioned under the scheme for monitoring. +owever, one post of statistical Assistant. Assistant is sanctioned at block level to consolidate the 8>@I +>@ data.

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Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 In between 2D>1 and A , there e5ist a supervisor who is re3uired to supervise =B A 2 on an average. 2D>1 is re3uired to send the 8onthl( >rogress @eport !8>@& b( Cth da( of the following month to ,tate 9overnment. ,imilarl(, 2D>1 is re3uired to send +alf/(earl( >rogress @eport !+>@& to ,tate b( Cth April and Cth 1ctober ever( (ear. Dillage Level !Anganwadi Level& At the grass/root level, deliver( of various services to target groups is given at the Anganwadi 2entre !A 2&. An A 2 is managed b( an honorar( Anganwadi orker !A & and an honorar( Anganwadi +elper !A +&. In the e5isting 8anagement Information ,(stem, records and registers are prescribed at the Anganwadi level i.e. at village level. The 8onthl( and +alf/(earl( >rogress @eports of Anganwadi orker have also been prescribed. The monthl( progress report of A capture information on population details, births and deaths of children, maternal deaths, no. of children attended A 2 for supplementar( nutrition and pre/school education, nutritional status of children b( weight for age, information on nutrition and health education and home visits b( A . ,imilarl(, A s +alf (earl( >rogress @eport capture data on literac( standard of A , training details of A , increaseI decrease in weight of children, details on space for storing ration at A 2, availabilit( of health cards, availabilit( of registers, availabilit( of growth charts etc. A is re3uired to send these 8onthl( >rogress @eport !8>@& b( Bth da( of following month to 2D>1 In/charge of an I2D, >ro)ect. ,imilarl(, A is re3uired to send +alf/ (earl( >rogress @eport !+>@& to 2D>1 b( Bth April and Bth 1ctober ever( (ear. 1nternational Partners 9overnment of India partners with the following international agencies to supplement interventions under the I2D,4 ". Anited Eations International 2hildren :mergenc( 7und !AEI2:7& AEI2:7 supports the I2D, b( providing technical support for the development of training plans, organi0ing of regional workshops and dissemination of best practices of I2D,. It also assists in service deliver( and accreditation s(stem where the capacit( of I2D, functionar( is strengthened. Impact assessment in selected ,tates on earl( childhood nutrition and development, micro/nutrient and anemia control through Dit. A supplementations and deworming interventions for children in the age group of #/B# months is also conducted b( AEI2:7 from time to time. =. 2ooperative for Assistance and @elief :ver(where !2A@:& 2A@: is primaril( implementing some non/food pro)ects in areas of maternal and child health, girl primar( education, micro/credit etc. Integrated Eutrition and +ealth >ro)ect !IE+>&/III, which is a phaseout programme of IE+> series would come to an end on <"."=.=..#. #% Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA

Social Welfare Administration 2012 <. orld 7ood >rogramme ! 7>& 7> has been e5tending assistance to enhance the effectiveness and outreach of the I2D, ,cheme in selected districts !Tikamgarh ? 2hhattarpur in 8adh(a >radesh, Joraput, 8alkangir ? Eabrangpur in 1rissa, 6answara in @a)asthan and Dantewada in 2hhattisgarh&, notabl(, b( assisting the ,tate 9overnments to start and e5pand production of low cost micronutrient fortified food known as Indiami5. Ander this the concerned ,tate 9overnment are re3uired to contribute to the cost of Indiami5 b( matching the 7> wheat contribution at a "4" cost sharing ratio.

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Mrs. Jinu Abraham, Asst. Professor, Social Work Dept., LISSA