 
SOCIAL WELFARE ADMINISTRATION

(SYLLABUS AND STUDY MATERIAL)

PROJECT MSW,

DEPARTMENT OF SOCIAL WORK,

PSG COLLEGE OF ARTS AND SCIENCE, COIMBATORE,

(2012 – 2014 BATCH)

COMPILED BY: T.M.SURESH

CONTENTS COMPILED BY : G.SANTHOSH, THIVYA VILASHINI

AND ALL MSW STUDENTS

ONE CLICK AWAY FROM YOUR NEEEDED NOTES

SYLLABUS

UNIT 1

SOCIAL WELFARE MEANING

OBJECTIVES

PRINCIPLES OF SOCIAL WORK ADMINISTRATION

SCOPE OF SOCIAL WELFARE ADMINISTRATION

MODELS OF SOCIAL WELFARE

UNIT 2

CHARITY

GRANTS-IN-AID – PROCEDURES AND PROBLEMS

THE FOREIGN CONTRIBUTION AND REGULATION ACT 1986

CHANGING TRENDS OF VOLUNTARY ORGANISATION

ROLE OF INTERNATIONAL VOLUNTARY ORGANISATION

UNIT 3

REGISTRATION PROCEDURE UNDER SOCIETY REGISTRATION ACT 1760

TAMILNADU SOCIETIES REGISTRATION ACT 1975

THE INDIAN TRUSTS ACT 1882

DUTIES AND RESPONSIBILITY OF OFFICE BARRERS AND EXECUTIVES

GOVERNING BOARD ROLES & RESPONSIBILITIES

UNIT 4

POSDCORB function

EVALUATION FOR SOCIAL WELFARE SERVICE

PROBLEM OF VOLUNTARY ORGANISATION

UNIT 5

CHILD WELFARE PROGRAMMES

HEALTH AND FAMILY WELFARE

WELFARE OF SCHEDULED CASTES SCHEDULED TRIBES AND OTHER BACKWARD CLASSES

PROMOTION OF SELF-HELP GROUPS

TAMILNADU SOCIAL WELFARE BOARD

SOURCES

 SOURCES FROM SLIDESHARE

MORE SOURCES IN SCRIBD

CONTACT

SYLLABUS

UNIT I:

Meaning – objective - scope of social welfare administration- nature of social welfare administration in governmental and non-governmental Organisation – social welfare model

UNIT II:

Development of social welfare sources – trust and charity – grants-in-aid – procedures and problems – the foreign contribution and regulation act 1986 – changing trends of voluntary Organisation – role of interventory voluntary Organisation.

UNIT III:

Registration procedure under society registration act 1760 – the Tamilnadu society act 1975 – the Indian trust act 1881 – duties and responsibility of office barrers and executives – role of general body and governing board.

UNIT IV:

POSDCORB function – resource mobilization and evaluation for social welfare – public relation – problem of voluntary Organisation

UNIT V:

Brief notes on social welfare programs implemented by government of Tamilnadu and India for child welfare – health and family welfare – backward class and tribal welfare – promotion of self-help groups.

REFERENCE BOOK:

Social welfare administration in India- SACHDEVA (except 3rd unit and act)

MATERIALS

UNIT I:

MEANING – OBJECTIVE - SCOPE OF SOCIAL WELFARE ADMINISTRATION- NATURE OF SOCIAL WELFARE ADMINISTRATION IN GOVERNMENTAL AND NON-GOVERNMENTAL ORGANISATION – SOCIAL WELFARE MODEL

SOCIAL WELFARE MEANING

SOCIAL WELFARE

  * It is a dynamic process that circles around social problems and ways in which society responds to these problems. Social problems affect individuals and the society at large.

  * Social problems come from unfulfilled individual needs. Individuals have a variety of needs, some more basic like food, clothes and shelter, some more sophisticated like dignity and status, some are intangible like love and affection.

  * These needs are usually met by the individuals themselves or their family or the society in which they live. But when these needs are unfulfilled they lead to social problems.

  * Some of the social problems present in our society are poverty, inadequate housing, unemployment, loneliness and crime.

  * The whole body of remedial and ameliorative services for the weaker sections of our society are covered by social welfare. These include curative and preventive services.

  * Social welfare contributes to change and adjustment of social institutions to the creation of the required infrastructure of community services and can enable people to accept and provide social change for overall development.

  * Social welfare can be defined as: "the organized system of social welfare institutions designed to aid disadvantaged individuals and groups to attain satisfying standards of life and health. It aims at personal an social relationship which permits individuals to develop their full capacities and the promotion of their well-being in harmony with the needs of the community" (Titmus, 1968)

ADMINISTRATION

  * The word 'administer' is derived from the Latin word adminstere, which means to care for or to look after people, to manage affairs.

  * Administration may be defined as "group activity which involves cooperation and coordination for the purpose of achieving desired goals or objectives".

  * Broadly speaking, the term administration appears to bear at least four different meanings or different senses depending upon the context in which it is used:

  * As a Discipline: the name of a branch of learning or intellectual discipline as taught and studied in colleges and universities.

  * As a Vocation: type of work/trade or profession/occupation, especially one that involves knowledge and training in a branch of advance learning.

  * As a Process: the sum total of activities undertaken to implement Public Policy or policies to produce some services or goods.'

  * As a Synonym for word 'executive or Government': such other body of persons in supreme charge of affairs, for example, Manmohansingh administration, Bush administration.

  * Felix A. Nigro defined administration as: "Administration is the organisation and use of men and materials ot accomplish a purpose".

  * L.D. White: "the art of administration is the direction, co-ordination, and control of many persons to achieve some purpose or objective".

  * In brief, Administration comprises two essentials: (1) Cooperative effort, (2) pursuit of common objectives.

SOCIAL WELFARE ADMINISTRATION

  * Social Welfare Administration is a process through which social policy is transformed into social services. It involves the administration of government and non-governmental agencies.

  * John C. Kidneigh (1950): "SWA is the process of transforming social policy into social services. This is a two way processes; (i) transforming policy into concrete social services and (ii) the use of experience in recommending modification of policy.

  * Arthur Dunham (1962): "SWA is the process of supporting or facilitating activities which are necessary and incidental to services by a social agency. Administrative activities range from the determination of function and policies, and executive leadership to routine operations such as keeping records and accounts and carrying on maintenance of services.

  * Herleigh Tracker (1971): "SWA is a process of working with people in ways that release and relate their energies so that they use available resources to accomplish the purpose of providing needed community services and programmes."

  * The American Council of Social Work Education: "SWA is the process of transforming community resources into a programme of community services, in accordance with goals, policies and standards which has been agreed by those involved in the enterprise. It is creative in that it structures roles and relationships in such a way as to alter and enhance the total product. It involves the problem solving process of study, diagnosis and treatment".

According to Rosemary Sorri (1971) social welfare administration is concerned primarily with the following:

  * Translation of social mandates into operational policies and goals to guide organizational behavior.

  * Design of organization structures and processes through which the goals can be achieved.

  * Securing of resources in the form of materials, staff, clients and societal legitimization necessary for goal attainment and organizational survival.

  * Selection and engineering of the necessary technology

  * Optimizing organizational behavior directed towards increased effectiveness and efficiency; and

  * Evaluation of organizational performance to facilitate systematic and continuous solution of problems.

OBJECTIVES

  * To understand the organisational and administrative structure of social welfare programme at each and every level of implementing organization.

  * To provide effective social welfare services to the needy and suffering.

  * To be cognizant of the importance of public relations with regard to both their own agency and its services, and the community as a whole.

  * To conduct research and evaluation studies on the on-going projects and about the different dimensions of existing social problems.

PRINCIPLES OF SOCIAL WORK ADMINISTRATION

  * Acceptance: Leaders and staff members are encouraged to accept one another and to act accordingly. This does not rule out criticism and evaluation and suggestions for improvement but does mean that all staff members feel a basic security as individuals, with rights as well as responsibilities.

  * Democratic involvement in formulation of agency polices and procedures: This implies participative management to perform better.

  * Open communication: This indicates sharing of ideas and feelings within the agency; acting and reacting with honesty and integrity.

Principles as explained by Trecker

1.The Principle of Social Work Values: The values of the profession are the foundation upon which services are developed and made available to persons who need them.

2.The Principle of community and client needs: The need of the community and the individuals within it are always the basis for the existence of social agencies and the provision of programs.

3.The Principle of agency purpose: The social purpose of the agency must be clearly formulated, stated, understood and utilized.

4.The Principle of cultural setting: The culture of the community must be understood in as much as it influences the way needs are expressed and the way services are authorized, supported, and utilized by the people who need them.

5.The Principle of purposeful relationship: Effective purposeful working relationship must be established between the administrator, the board, the staff and the constituency.

6.The Principle of agency totality: The agency must be understood in its totality and wholeness.

7.The Principle of professional responsibility: The administrator is responsible for the provision of high quality professional services based on standards of professional practice.

8.The Principle of participation: Appropriate contributions of board, staff and constituency are sought and utilized through the continuous process of dynamic participation.

9.The Principle of Communication: Open channels of communication are essential to the complete functioning of people.

10.The Principle of leadership: The administrator must carry major responsibility for the leadership of the agency in terms of goal attainment and the provision of professional services.

11.The Principle of planning: The Process of continuous planning is fundamental to the development of meaningful services.

12.The Principle of organization: The work of many people must be arranged in an organized manner and must be structured so that responsibilities and relationships are clearly defined.

13.The Principle of delegation: The Delegation of responsibility and authority to other professional persons is essential

14.The Principle of co-ordination: The work delegated to many people must be properly coordinated.

15.The Principle of resource utilization: the resources of money facilities and personnel must be carefully fostered, conserved and utilized in keeping with the trust granted to the agency by society.

16.The Principle of change: The Process of change is continuous, both within the community and within the agency.

17.The Principle of evaluation: Continuous evaluation of processes and programs is essential to the fulfillment of the agency's objectives.

18.The Principle of growth: The growth and development of all participants is furthered by the administrator who provides challenging work assignments, thoughtful supervision, and opportunities for individual and group learning.

These Principles can be grouped as follows for the sake of understanding.

Principles related to | Principles related to | General Principles

---|---|---

Professional values | Administrative function

|

Social work values | Agency purpose | Agency totality

community & Client Needs | Planning | Change

Cultural setting | Organization | Growth

Purposeful relationship | Delegation

|

Professional responsibility | co-ordination

|

Participation | Resource utilization

|

Evaluation | Leadership

|

SCOPE OF SOCIAL WELFARE ADMINISTRATION

There are broadly two views about the scope of social welfare administration. These are: Social Work Intervention with Communities and Institutions

i) The POSDCoRB view

ii) The Integral view.

The POSDCoRB View of Social Welfare Administration This is a narrow view of social welfare administration and takes into account mostly the execution of the government's sponsored programmes. In other words this view corresponds with the managerial view. Henri Fayol, L. Urwick, Fercey M. Ovean and Luther Gulick are advocates of this view.

According to Henry Fayol the main categories of administration are: (i) Organisation (ii) Command, (iii) Coordination, and (iv) Control. L. Urwick also agrees with Fayol's views. P.M. Queen says that the study of administrationdeals with 'men, material and methods'. L. Gulick has given a magic formula in a word 'POSDCoRB' with each letter describing one technique. Gulick's approach is 'technique-oriented' rather than 'subjectoriented'.

These letters stand for:

  * P Planning

  * Organising

  * S Staffing

  * D Directing

  * Co Coordinating

  * R Reporting

  * B Budgeting

  * Planning:

Planning means working out broad outline of the things that need to be done and the method to be adopted to accomplish the purpose set for the enterprise.

  * Organisation:

It is the establishment of the formal structure of authority through which the work is sub-divided, arranged, defined and coordinated for the defined objective.

  * Staffing:

Staffing is the process of filling all positions in the organisation with adequate and qualified personnel. Thus it means whole personnel, bringing in and training the staff and maintenance of favourablecondition of work.

  * Directing:

It is the continuous task of making decisions and embodying them in specific and general orders and instructions and thus guiding the enterprise.

  * Coordinating:

It means integration of several parts into an orderly whole to achieve the purpose of the undertaking. In other words, coordinating means the all important duty of inter-relating the work of various divisions, sections and other parts of the undertaking.

  * Reporting:

It is keeping those people informed to whom the executive is responsible about what is going on. In other words reporting means keeping both the supervisors and subordinates informed of what is going on and arranging for collection of such information through inspection, research and records.

  * Budgeting:

It is all that goes with budgeting in the form of fiscal planning, accounting and control.

POSDCoRB activities are common to all large scale organisations. They are the common problems of management found in the different agencies, regardless of the peculiar nature of the work they do. Like public administration, social welfare administration is also an instrument with two blades of a scissor. One blade is knowledge of the subject matter and the other is the techniques that are Social Work Intervention with Communities and Institutions applied. Both blades must be good to make it an effective tool. Thus, the proper scope of social welfare administration should include both the views i.e.POSDCoRB and subject matter.

THE INTEGRAL VIEW OF SOCIAL WELFARE ADMINISTRATION

Another view of the scope of social welfare administration has come into vogue during the last few years. Due to emergence of new social problems, the subject matter of Social Welfare Administration is expanding day by day. The already overburdened administrative machinery of the government itself, not being able to successfully tackle these problems, involves various non-governmental organisations for this purpose. Therefore, this view incorporates not only the subject matter of social welfare administration but the implementation aspect as well, which is primarily the focus of POSDCoRB view.

The scope of social welfare administration is quite diverse in nature. With the emergence of new social problems of entirely different nature, a new strategy needs to be evolved for their solution. It may require optimum utilisation of available resources e.g. human, institutional, financial, technological etc. in a changing context. The social welfare administration incorporates a number of factors that are significant in the entire process of successful solution of social problems.

A brief description of these factors (D.R. Sachdeva1992) is given below: Contents of social welfare administration: Social welfare is concerned with –

  * Social Problems :

Assessment of its causes, prevention and treatment through public participation and effective implementation of social legislation.

  * Social Services :

Social services are meant for general public through provision of health, education, housing etc. and make them more effective for the upliftment of disadvantaged and vulnerable sections of society.

  * Social Security :

To make and implement effective social assistance and social insurance provisions. It aims to compensate for the loss of income due to unemployment, disability or death caused by accident and old age through social insurance and social assistance.

  * Social Policy :

To make effective social policy for the welfare of underprivileged sections of the society, to achieve the goals of welfare state through social action.

NATURE OF SOCIAL WELFARE ADMINISTRATION

The question whether social welfare administration is science or art, has assumed much importance with passage of time. There are conflicting views and opinions on this issue and each appears to be justified in its own way. Social welfare lends itself to two usages. It stands for the process of administering the social welfare programmes. It is also an area of intellectual enquiry. The first is practice, the second is study. As a practice social welfare administration is decidedly an art.

1 .Social Welfare Administration as an Art

The following arguments have been given to support that social welfare administration is an art.

  1. It can be acquired:

No doubt art is a natural gift. Music, dance, drama or painting are the examples of this category of art. But natural gifts can find their best expression by proper training, without which even the best artists will die unknown. On the other hand a carpenter making furniture out of wood and a goldsmith shaping gold ornaments are also the examples of art. It is so because they possess the following elements:

Social Work Intervention with Communities and Institutions

a) personal skills;

b) practical know-how;

c) result orientation;

d) creativity; and

e) constant practice aimed at perfection.

Similarly, the art of social welfare administration can be acquired. Talented persons become the best administrators under proper training. Thus so far acquisition is concerned social welfare

administration is also like other arts.

ii) It is subjective in nature:

A painter contributes to art by mixing colours. A sculptor performs his job with the aid chisel and hammer. A social welfare administrator with the application of knowledge and skill can make wonders by combining and bringing together available human and material resources to change the very fate of the nation. Today success of every welfare programme depends on how a social welfare administrator performs the job.

iii) Practical application of knowledge:

Art is the practical application of systematic knowledge. It is not merely theory but putting that into practice. Similarly, social welfare administration is not merely theory but it is application also. And the best knowledge can be gained by practice alone.

SOCIAL WELFARE ADMINISTRATION AS A SCIENCE

Science is a systematic study of knowledge. Those who believe that social welfare administration is a science point out that there are certain specific and clear principles on which day to day administration of social welfare programmes is being run and managed. They also argue that these principles are based on sound and rational principles, which are also considered universal.

The following arguments have been put forward to justify that social welfare administration is a science:

  * (1)Application of Scientific Method:

The claim of a discipline to be called a science depends on whether the scientific method of study is applicable to it. Social welfare administration can be called a science, because the scientific method of study equally is applicable to it, as in the case of other social sciences.

  * (2 )Critical Examination:

Critical examination and study of evidence is the prime requisite of any scientific study. This is possible in social welfare administration also.

  * (3)Universal Guidelines:

Universal principles of social welfare administration also provide the colouring of science. Even if we can not use all the guidelines in a similar manner, these guidelines certainly helps the administrator in proper implementation of social welfare programmes. However, the nature of social welfare administration as a science has been criticized on the basis of lack of experimentation, and objectivity. Thus it is not an exact science, but is a science in its own way. It is also an art, because it is connected not only with formulation of general principles of social welfare programmes but also with the actual running of the administration of social welfare programmes.

MODELS OF SOCIAL WELFARE

There are four principal approaches or models of provision and management of social welfare obtainable in different countries of the world.   
they are:

  * The familial model

  * The residual model

  * The mixed economy model

  * The model of state control

The familial model

Family plays an important role in social welfare provision. the best example of an advanced society in which a very high value is still placed on the role of the family is france which though like other countries,has public health,welfare,pension and social insurance mechanism,but there family structure is still relatively strong,and many social needs that are elsewhere met by government programmes are still met in by the family. this is possible only because a relatively large proportion of french units whether in farming,commerce,or industry,are small family operated units.

The residual model

The best example of this model is the united states. The predominant view has been that the public provision for old age,unemployment and illeness should be confined to a residue of the poor and the needy,and that for the bulk of the population welfare services can best be secured through the private market in particular through insurance. The most important and most characterstics american social welfare programmes are the state public welfare systems,which provide a great many kinds of benefit to the poor.

The mixed economy model

In west germany,by far,the most important part of the social welfare system is the contributory insurance plan. the german social insurance system has provided a very successful forum for co-operation between government,social administration,banks,insurance firms and individual enterpreneurs. in britain,on the other hand,residuel payments under the supplementary benefit system are paid at the same rate as under insurance. they are financed by the central government and are,in theory,available as a satutory right. benefits have always lagged behind subistence level.

The model of state control

The erstwhile soviet union is the most conspicuous model of the state control. private welfare has not been entirely abolished and the insurance system is strongly marked by certain features that are often thought of us peculiarly,"capitalist". ot these,by far,the most important is the success of the soviet union in virtually abolising unemployment. other interesting features of the soviet system are the absorption of the disabled,the provision of extended maternity leave and maintanance payments for mother with babies,and the widespread provision of nurseries and day care centres,especially in urban areas.

Conclusion

the quantum and quality of social welfare programmes cannot be uniform in the different countries due to the variations in their population,stage of their development,economic and financial resources,forms of government and their policies.

UNIT II:

Development of social welfare sources – trust and charity – grants-in-aid – procedures and problems – the foreign contribution and regulation act 1986 – changing trends of voluntary Organisation – role of interventory voluntary Organisation.

CHARITY:

MEANING OF CHARITY:

Provision of help or relief to the poor; alms giving. Something given to help the needy; alms. An institution, organization, or fund established to help the needy. Charity is commonly used to describe an organization that facilitates charity benefiting people in need. It also often refers to the act of giving money, time or resources to others without expecting reciprocation

DEFINITION OF CHARITY

The word "charity" comes from the Latin "caritas," meaning "costliness, esteem, affection." Early Christians used "caritas" as a Latin translation of the Greek term "agape," which described a universal non-sexual love for other people. Current usage of "charity" typically implies an action in assistance of someone needing help.

HOW TO SETUP THE CHARITY?

Setting up a Charity is fairly simple. Once you have clarified your cause, networked with major groups and rounded up volunteers, to make your Charity official you must register it with your home state

HOW TO CREATE CHARITY?

Decide the mission and goals of your charity and who you plan on it benefiting. Decide the organizational structure of your charity. File the articles of incorporation with your state agency. Decide the type of charitable organization that you want to create. The IRS has 5 that they recognize. File for an EIN number with the IRS.

STEPS TO CREATE

  * Develop your vision. The creation of a charity comes from a passion about a cause. Ask yourself what you are passionate about. Find out if others are passionate about it. Imagine what sort of change you would like to bring about. Creating a non-profit organization is one way to bring them about. Your charity's vision should be its ultimate goals

  * Define your mission. What is your organization going to do? What service will it provide your community? Once you've figured out your mission, write it out in a formal mission statement. A good mission statement succinctly communicates to others—volunteers, community members, and potential funders-- what you do and what you hope to do.

The mission statement should be short (ideally around 3-5 sentences), clear, and free of jargon.

  * Name your charity. A charity's name often refers to the function of the charity. Many charities are named for a person who is somehow related to the function that the charity provides.

  * Create articles of incorporation for your charity. Articles of incorporation lay out the foundations of your organization. You can find sample Articles on the internet. Articles of incorporation state the purpose, name, duration of operation, type, structure, and other basics of your organization.

  * Set up a board of directors, or advisory board, and a registered agent. The board of directors will help guide the charity and will make decisions. The registered agent is a person that resides in the state of incorporation—he or she is responsible for receiving official communications from the state. The advisory board should be an unpaid position. As you are starting, this should include people with experience being involved in nonprofit work.Add significant donors and fundraising partners to the board as the organization gets moving

RAISING FUNDS

Take advantage of social media. Spread your message using Twitter, Facebook, and others. Keep a strong online presence including a professional website.

REGISTRATION

To be considered for registration as a charitable entity, you need to send us a copy of the rules with their application form. The organisation's rules are the document or documents that set out its purposes, what it does, and how it operates. They may be your governing document, constitution, trust deed, charter, or an Act of Parliament (if your organisation was specifically set up under one).

The Charities Act 2005 allows a range of organisations to apply for registration. In many cases, these organisations also have to comply with other legal requirements relating to their rules. This will be the case if they are registered under the Incorporated Societies Act 1908, the Charitable Trusts Act 1957 or the Companies Act 1993.

GRANTS-IN-AID – PROCEDURES AND PROBLEMS

Definition of 'Grant-In-Aid'

A transfer of money from the federal government to a state government, local government or individual person for the purposes of funding a specific project or program. The federal government gets this money from income tax revenues. Grant money is not a loan, and does not have to be repaid, but it does have to be spent according to the federal government's guidelines for that particular grant.

Investopedia explains 'Grant-In-Aid'

Grant-in-aid can be awarded to a university faculty member to pursue a particular line of research, but there will be restrictions, which will vary by grant, on how the money can be used. For example, a permitted use of the funds might be to pay undergraduate students to assist with the research; a non-permitted use might be the payment of university utility bills. The recipient will also have to meet certain requirements to qualify for the aid. An individual recipient might be required to meet certain citizenship and/or residency requirements

Requirements for Grant-in-aid.

1. Application for Grant-in-Aid.

2. Audited Statement of Account for last festival where grant was released by the Ministry of Information & Broadcasting. In case the application is for the first time the audited statement should be for the festival held by the in the recent past.

3. Utilization Certificate [specimen attached]

4. The specific purpose/nomenclature for which grant is sought for.

5. The name of the organization/society with name of bank/branch along with NIFT/RTG No. to facilitate transfer of fund is mandatory.

6. Email address, Fax No./ Telephone No. of the contact persons needs to be specified.

7. Source and Pattern of expenditure.

8. Certificate to the effect that the festival has not obtained or applied for grant for the same purpose or activity from any other Ministry/Department of Govt. of India or State Govt.

9. Bond to be furnished on non-judicial stamp paper of Rs. 50/- (format available on www.dff.nic.in)

10.Details of the festival programme along with objectives to be achieved.

11.Authorization Letter on Performa (format available on www.dff.nic.in)

12.Copy of Resolution

13.Budget Estimate

14.Memorandum of Association

15.List of Executive Members of the Governing Council.

16.By-Laws.

  * Application:

  * Format for making application for release of grant in aid are part of the prescribed schemes (which would be consolidated into a reference compendium for the use of the Voluntary Organizations).

  * Cases for sanction of new projects should be received latest by Sept. of the financial year in question.

  *

In respect of continuing projects, cases for first installment shall be forwarded by the implementing Voluntary Organizations and for second installment to the designated agency / State Govt. which shall be required to complete the inspection and ensure that the cases for release of the first and second installments reach the Ministry on time .

  * Processing of cases

  * Each Voluntary Organization assisted by the Ministry will be assigned a registration number which will be used in tracking cases.

  * Application received in the Ministry will be processed within 30 days and queries, if any, will be referred to the voluntary organization within this period.

  * Funding by the Ministry is not a matter of right even if the NGO fulfils all eligibility conditions but the application for assistance will be considered on merits keeping in view the need for intervention through voluntary action in the particular sector and area, number of organizations already funded in the area/state and availability of financial resources with the Ministry. The Ministry's decision in this regard will be final.

  * Quantum of assistance would depend on the area of operation of the voluntary organization. The financial norms indicated in the schemes are only indicative and the actual funding may be lower keeping in view the local situation.

  * If the application is complete in all respects, grant in aid will be sanctioned within 45 days in eligible cases.

  * Where voluntary organization is connected with e-mail, this facility will be used for communicating with the voluntary organization and receiving return responses.

  * After a period of 45 days has elapsed from the receipt of application in the Ministry, the concerned voluntary organization will be entitled to obtain the status of the case through e-mail.

  * Procedure will separately be prescribed for accelerated release of installments in case of established voluntary organizations.

  * Disbursement of funds

  * After sanction order is issued by the Ministry duly filled in bond will be called from the voluntary organization with pre-receipted bill for the amount sanctioned to the voluntary organizations.

  * Undertaking regarding immovable assets created and developed through assistance from Ministry devolving to local body / State Govt. / body to be prescribed by Ministry in case of unsatisfactory utilization of the same by voluntary organization to be furnished before release of funds.

  * Funds will be released through Demand Draft to be issued in favor of the voluntary organization payable into designated account.

  * The feasibility of direct transfer of funds from the Ministry's bankers to the designated bank account of the voluntary organization would be explored.

  * Problems

  * Feasibility of project

  * Need for intervention

  * Availability of financial resources

  * No of organizations already funded in that particular area

EXTRA NOTES ABOUT GRAND IN AID

GRANT-IN-AID TO VOLUNTARY ORGANIZATIONS

  1. Brief Procedure for Scheme of Grant-in-Aid to Voluntary Organizations

1 | Scheme | |

Grant-in-aid to Voluntary Organization working for Welfare

---|---|---|---

|  | |

of Scheduled Tribes

2 | Coverage | |

(i) | |

All States/UTs

|  | |

(ii) | Preference to service deficient tribal areas, naxal

|  | |  | |

areas and PTG areas.

3 | Implementation by | Reputed registered NGOs/ Societies/ Public Trusts, with at

|  | |

least 3 years' experience in relevant field

4 | Admissible | project | Residential, non-residential schools; hostels; 10 or more

|

categories | |

bedded hospitals; mobile dispensary/mobile service units;

|  | |

computer training centres; etc. For other admissible

|  | |

categories, detailed scheme may be seen.

5 | Funding Pattern | • 90% by Ministry and 10% by organization except in the

|  | |

case of projects run in Scheduled Areas where it is 100%

|  | |

by Ministry.

6 | Grants admissible | • As per prescribed financial norms.

|  | |

• Non-recurring grants once in five years.

|  | |

• | |

Annual Recurring grant.

|  | |

• No construction grant admissible.

7 | How to apply | • Application for ongoing as well as new proposals in

|  | |  | |

prescribed format by month of December for next

|  | |  | |

financial year to the State Tribal Development

|  | |  | |

Department.

|  | |

• | Essential documents as per checklist given in main

|  | |  | |

scheme document

|  | |

• | |

Renewal every year.

8 | Essential | procedural | (i) | Complete proposals to be sent by the State

|

requirements | |

Government to the Ministry by March every year with

|  | |  | State Committee's recommendations.

|  | |

(ii) State Committee to give priority to ongoing projects

|  | |  | including of EVAs. New projects to be prioritized

|  | |  | inter se.

|  | |

(iii) No proposal for 2008-09 will be entertained after 30th

|  | |  | December 2008.

|  | |

(iv) New projects will be considered only on availability of

|  | |  | surplus funds.

|  | |

(v) | Renewal by State Committee every year on

|  | |  | application.

Note: For details, see scheme document and status sheets.

To know budget available for 2008-09, see Budget.

2. Brief procedure for scheme of Strengthening Education among ST Girls in Low Literacy Districts

1 | Scheme | Strengthening Education among ST Girls in Low Literacy Districts

---|---|---

2 | Coverage | (i) | |

54 identified low literacy districts

|  | (ii) | |

Such Tribal Blocks in other districts having tribal

|  | |  | population 25% or more and ST female literacy rate below

|  | |  | 35% as per 2001 census

|  | (iii) | |

PTG areas

|  | (iv) | |

Naxal areas.

3 | Criteria | • | Overlapping with Kasturba Gandhi Balika Vidyalaya (KGBV)

|  | |

scheme to be avoided.

4 | Implementation | • | Reputed registered NGOs/ Societies/ Public Trusts with at least

|

By | |

3 years experience in relevant field, and autonomous societies

|  | |

of State Governments/UT Administration

5 | Funding Pattern | • | 100% Grant

6 | Admissible | • | Primarily hostels linked with schools under Sarva Shiksha

|

projects | |

Abhiyan (SSA) or other schools of Education Department

|  | • | Educational Complex (hostels with schooling facility) in

|  | |

exceptional cases

|  | • Existing complexes to continue in districts/areas mentioned at

|  | |

serial no.2 above.

|  | • Primary level facility at Panchayat level

|  | • Middle/secondary level facility at Block level

7 | Grants | • | As per prescribed financial norms.

|

admissible | • | Non-recurring grants once in five years.

|  | • | Annual Recurring grant.

|  | • No construction grant admissible.

8 | How to apply | • | Application for ongoing as well as new proposals in

|  | |  | prescribed format by month of December for next financial

|  | |  | year to the State Tribal Development Department.

|  | • Essential documents as per checklist given in main scheme

|  | |  | document

|  | • | Renewal every year.

9 | Essential | (i) | |

Complete proposals to be sent by the State Government to the

|

procedural | |  | Ministry by March every year with State Committee's

|

requirements | |  | recommendations.

|  | (ii) State Committee to give priority to ongoing projects including

|  | |  | of EVAs. New projects to be prioritized inter se.

|  | (iii) | No proposal for 2008-09 will be entertained after 30th

|  | |  | December 2008.

|  | (iv) | |

New projects will be considered only on availability of

|  | |  | surplus funds.

|  | (v) Renewal by State Committee every year on application.

Note: For details, see scheme document and status sheets.

To know budget available for 2008-09, see Budget

*********

  1. Brief Procedure for Scheme of Vocational Training Centres (VTCs) in Tribal Areas

S. No. | Particulars | |  | Brief information

|

---|---|---|---|---|---

1 | Scheme | Vocational Training Centres (VTCs) in Tribal Areas

2 | Coverage | • | All States/UTs

|  | • Preference to Naxal areas and PTG areas.

3 | Implementation | • | State/UTs

|

By | • Educational Institutions for STs, ITIs etc.

|  | • Reputed registered NGOs/ Societies/ Public Trusts with at least

|  | |

3 years experience in relevant field

|  | • Any industry or their association like CII, ASSOCHAM etc.

4 | Funding Pattern | • | 100% Grant

5 | Admissible | • Any trade having employment potential

|

projects | • | Linked with Certificate/Diploma

|  | • Linked with Placement Services

6 | Grants | |

• | As per prescribed financial norms.

|

admissible | |

• | Non-recurring grants once in five years.

|  | |

• | Annual Recurring grant.

|  | |

• | No construction grant admissible.

7 | How to apply | States/UTs: to submit proposal direct to Ministry in prescribed

|  | |  | format by month of December for next financial year

|  | NGOs/Others:

|  | |

• | Application for ongoing as well as new proposals in

|  | |  | prescribed format by month of December for next financial

|  | |  | year to the State Tribal Development Department.

|  | |

• | Essential documents as per checklist given in main scheme

|  | |  | document

|  | |

• | Renewal every year.

8 | Essential | (i) | |

Complete proposals to be sent by the State Government to

|

procedural | |  | the Ministry by March every year with State Committee's

|

requirements for | |  | recommendations.

|

NGOs etc. | (ii) | |

State Committee to give priority to ongoing projects

|  | |  | including of EVAs. New projects to be prioritized inter se.

|  | (iii) | |

No proposal for 2008-09 will be entertained after 30th

|  | |  | December 2008.

|  | (iv) | |

New projects will be considered only on availability of

|  | |  | surplus funds.

|  | (v) | |

Renewal by State Committee every year on application.

Note: For details, see scheme document and status sheets.

To know budget available for 2008-09, see Budget

5. Brief Procedure for Scheme of Coaching for Scheduled Tribes

S. | Particulars | |  | Brief information | |

---|---|---|---|---|---|---

No. | |  | |  | |

1 | Scheme | |

Coaching for Scheduled Tribes

|

2 | Coverage | |

All States/UTs | |

3 | Implementation by | • Professional | private coaching institutions | and

|  | |  | NGOs/University

|

|  | |

• | States/UTs | |

4 | Admissible | project | Coaching for all competitive examinations including Civil

|

categories | |

Services, State Civil Services, professional studies, etc.

5 | Funding Pattern | • 100% to private institutions/NGOs, University and Union

|  | |  | Territories | |

|  | |

• 80% in case of States

|

6 | Grants admissible | • As per prescribed financial norms (variable for various

|  | |  | courses) | |

|  | |

• | Stipend to students

|

|  | |

• Grant for boarding/lodging to outstation students

|

7 | How to apply | |

• As per the advertisement published every year in April-

|  | |  | May in National dailies/State dailies

|

|  | |

• Apply directly to the Ministry till closing date

|

8 | Procedure | for | • After receipt of proposals till closing date, for | private

|

selection | |  | institutions/NGOs, credentials are obtained from

|  | |  | respective State Governments/UT Admn.

|

|  | |

• The proposals | of recommended institutions are | placed

|  | |  | before a Committee of the Ministry

|

Note: For details, see scheme document and status sheets.

|

To know budget available for 2008-09, see Budget

4. Brief Procedure for Scheme of Development of Primitive Tribal Groups

S. | Particulars | |

Brief information

|

---|---|---|---|---

No. | |  | |

1 | Scheme | |

Development of Primitive Tribal Groups

2 | Coverage | |

17 States having PTG population/UT of A&N Islands

3 | Implementation by | • | States/UT

|  | |

• | NGOs

4 | Admissible | project | Any project for the socio-economic development of PTGs as

|

categories | |

per "Conservation-cum-Development (CCD) Plan for PTGs"

|  | |

prepared by the State Government for 11th Plan as approved

|  | |

by Expert Committee

5 | Funding Pattern | • | 100% grant

6 | How to apply | |

NGOs through State Government in accordance with

|  | |

interventions prescribed in the CCD Plan only

Note: For details, see scheme document and status sheets.

To know budget available for 2008-09, see Budget

6. Brief Procedure for Scheme for Award of Special Incentive to NGOs for improvement of infrastructure

S. | Particulars | |

Brief information | |

---|---|---|---|---|---

No. | |  | |

|

1 | Scheme | |

Award of Special Incentive to NGOs for improvement of

|  | |

infrastructure

|

2 | Coverage | |

For projects of Voluntary Organizations/Non-Governmental

|  | |

Organizations, already being supported by this Ministry

3 | Implementation by | NGOs already having ongoing projects

|

4 | Admissible | project | • Project must have run successfully for last five years

|

categories | |

• NGO should own land/building where improvement is

|  | |  | proposed

|

|  | |

• | Remote location

|

|  | |

• | No grant should have been availed from | any other

|  | |  | Government source for the same purpose

|

5 | Funding Pattern | • Rs.10.00 lakh maximum in any single case

|

|  | |

• No recurring cost admissible

|

6 | How to apply | |  | • Application in prescribed format by 30th | June for

|  | |  | that particular financial year directly to the Ministry

|  | |  | • Essential documents to be enclosed as given in main

|  | |  | scheme document

|

7 | Procedure | for | • By a Committee of the Ministry

|

|

selection | |  | |

Note: For details, see scheme document and status sheets.

To know budget available for 2008-09, see Budget

BUDGET

(Available budget under various schemes for the financial year 2008-09) | |  | |  | |  | |  | (Rs. in Crore)

|

---|---|---|---|---|---|---|---|---|---|---

S. | Name of Scheme | BE | Funds | Total | Commi- | Tentative | |

Remarks

|

No. | |  | |  | under | |

tted | likely | |

|

|  | |  | |

NE | |

liabilities | availability | |

|

|  | |  | |

Pool | |  | of funds for | |

|

|  | |  | |  | |  | new projects | |

|

1 | Grant-in-aid | to | 26.10 | 10.50 | 36.60 | 36.00 | ** | |

-

|

|

Voluntary | |  | |  | (at pre- | |  | |

|

Organizations | |  | |

revised | |  | |

|  | |  | |  | |

rates) | |  | |

2 | Strengthening | 60.00 | 0.00 | 60.00 | 18.00 | 36.70 | |

Remaining Rs.5.30

|

education among ST | |  | |  | |  | Crore are for other

|

girls in | low | literacy | |  | |  | |  | works like prepa-

|

districts | (erstwhile | |  | |  | |  | ration of primers,

|

scheme of education- | |  | |  | |  | establishment and

|

nal complex | for ST | |  | |  | |  | running of DESA,

|

Girls in Low Literacy | |  | |  | |  | training etc.

|

|

Pockets) | |  | |  | |  | |  | |

3 | Vocational Training | 3.00 | 0.00 | 3.00 | 2.25 | ** | |

-

|

|

Centre | in | Tribal | |  | |

(at pre- | |  | |

|

Areas (NGO sector) | |  | |

revised | |  | |

|  | |  | |  | |

rates) | |  | |

4 | Development | of | 169.00 | 5.00 | 174.00 | 174.00 | 0.00 | |

State sector - as per

|

PTGs | |  | (State) | |  | |  | |

CCD Plan

|

|  | |  | 4.00 | 0.00 | 4.00 | 4.00 | 0.00 | |

NGO sector-As per

|  | |  | (NGO) | |  | |  | |

CCD plans

|

|

Sub-total | |

173.00 | 5.00 | 178.00 | 178.00 | 0.00 | |

-

|

5 | Coaching for STs | 2.50 | 0.00 | 2.50 | 0.25 | 2.25 | |

-

|

|  | |  | (Private | |  | |  | |

|

|  | |  | / NGO / | |  | |  | |

|

|  | |  | Univer- | |  | |  | |

|

|  | |  | sity) | |  | |  | |

|

|  | |  | 0.19 | 0.00 | 0.19 | 0.04 | 0.15 | |

Committed | liability

|  | |  | (State) | |  | |  | |

is for Assam for

|  | |  | |  | |  | |  | 2006-07. | Release

|  | |  | |  | |  | |  | pending due to non-

|  | |  | |  | |  | |  | submission of UC by

|  | |  | |  | |  | |  | the State

|

|  | |  | 0.01 | 0.00 | 0.01 | 0.00 | 0.01 | |

-

|

|  | |  | (UT) | |  | |  | |

|

|

Sub-total | |

2.70 | 0.00 | 2.70 | 0.25 | 2.45 | |

-

|

6 | Award | of | Special | 0.70 | 0.00 | 0.70 | 0.45 | 0.25 | |

-

|

|

Incentives | |  | |  | |  | |

|

**The financial norms of the two schemes are under revision, hence likely availability of funds for new projects cannot be estimated at this stage. There may also be a situation of non-availability of funds after revision.

THE FOREIGN CONTRIBUTION AND REGULATION ACT 1986

  * FCRA

Foreign Contribution Regulation Act (FCRA) is an act passed by Indian parliament in 1976 with the objective of regulating the acceptance and utilization of foreign financial assistance by organizations and individuals within the geographic area of India

  * Foreign Contribution

Means the donation, delivery or transfer, made by any foreign source of any; article, not given to a person as a gift, for personal use, if the market value in India of such article exceeds one thousand rupees; currency, whether Indian or foreign; foreign security.

NOTE : Contributions made by an NRI, from his/her personal savings, through the normal banking channels, is not treated as foreign contribution.

  * Foreign Source

Government of foreign country or any agency of such Government. International agencies, not being of United Nations or its specialized agencies

  * World Bank

  * International Monetary Fund

  * Such other agencies as so notified by the Central Government.

FORM NO | DESCRIPTION

|

---|---|---

FC- 1 | Information to the Central Government of receipt of foreign contribution by way of gift from relative

FC – 2 | Application for seeking prior permission of the Central Government to accept foreign hospitality

FC – 3 | Application for " registration " U/S 11 of the FCRA for acceptance of foreign contribution by an Association having definite cultural, economic, educational, religious or social programme

FC – 4 | Application for " prior permission" U/S 11(2) of FCRA for the acceptance of foreign contribution by an Association having definite cultural, economic, educational, religious or social programme

FC – 5 | Application for seeking of " registration certificate " U/S 13 of the FCRA ( To be submitted within six month before the date of expiry of the certificate of registration

  * Foreign company or Corporation incorporated in foreign country

  * Trade Union in a foreign country

  * Foreign Trust or Foundation or Society or Club formed or registered outside India

Company where more than half of shareholding held by foreign Govt., foreign citizens, foreign corporation

FC- 6  | Account of Foreign Contribution for the year ending on the 31st March

|

---|---|---

FC – 7  | Information about Foreign Contribution( Articles) Account

FC – 8  | Intimation about foreign Contribution ( securities) Account

FC – 9  | Intimation to the Central Govt. of Receipt of foreign contribution received by a candidate for Election

FC – 10  | Application for seeking permission for transfer of foreign contribution to other registered/ unregistered persons.

MAJOR ACTIVITIES

2139 associations were granted permission to receive foreign contribution.

24associations were inspected by the officials of MINISTRY OF HOME AFFAIRS.

FCRA ONLINE SERVICES – 29.9.2006

TOP 15 DONOR CONTRIES

CHANGING TRENDS OF VOLUNTARY ORGANISATION

VOLUNTARY ORGANISATION

Theorganisation which actively and voluntary enter into an social work to solve the problems of the normal people without any compulsion or order and with full involvement is called as the voluntary organisation.

VOLUNTARY ORGANISATION AND INDIVIDUAL

Human beings are nowhere perfect, but experience has shown that voluntary workers, especially when they are given: certain incentives, provided with the requisite facilities and are not looked upon with disfavor by officials, can ensure better results in the social and economic arenas.

They have shown initiative as well as enterprise.

They have adopted new paths and motivated large sections of the masses while officials are able to create only temporary fervor and enthusiasm.

In present the individual is not waiting for any guidance or an leadership they are coming forward voluntarily due to involvement, interest, knowledge and technological improvement.

GROWTH OF VOLUNTARY ORGANISATION

In the early days the voluntary organisation was not had been known may it had been resent but it cannot be explained or listed off but during the freedom struggle it was noted well many leaders and people started to talk and also involved in social improvement voluntarily

Most of the national activity in those years was conducted on a voluntary basis

We may recall the work done in the rural areas like:

  * Caste-ridden societies

  * The tribal regions and

  * Among women

Established by G.K. Gokhale, Mahadev Ranade, Bal Gangadhar Tilal and Lala Lajpat Rai.

To facilitate their social transformation, by voluntary organization.

As the involvement of people increases the voluntary organisation also had grown to a peak in India.

There are many voluntary organisaton across the decades which are actively rendering the service effectively their aim is to join the individual who come forward voluntarily without any compulsion.

Some of the well-known voluntary organizations currently doing valuable public service are:

  * The Harijan Sevak Sangh

  * The Bharatiya Depressed Classes League

  * The Indian Red Cross Society

  * The Ramakrishna Mission

  * The Servants of India Society and

  * The Social Work Centre

REASON FOR LACK OF GROWTH

The tragedy is that many voluntary organizations except those which enjoy the patronage of high-ups at the Central or State levels, have been compelled to fold up owing to several adverse circumstances, including intense rivalries and lack of adequate funds and workers.

In each and every stage there was many reason for lack of growth like:

  * Lack of involvement, fear, unwillingness

  * Lack of awareness and lack of information

  * Selfishness, greedy, technological improvement

  * There was also some other reasons like lack of unity, difference in opinion, lack of proper use of recourse etc,.

GOVERNMENT'S INVOLVEMENT

The Government has called for voluntary action for the community development and community upliftment. In the areas like:

  * Women's uplift

  * Child welfare

  * Family planning and in health

  * Sanitation

  * Educational

  * Social and economic fields

This alone can involve massive involvement in programmers in fact, such schemes are ineffective unless mass participation and community action are assured

NEGATIVE SIDE OF GOVERNMENT

For several decades the Government of India was indifferent to voluntary organizations.

The vital impact of volunteers' work during the country's freedom struggle was forgotten.

Implementation of Government programmes implemented through officials suffers from various shortcomings and deficiencies like:

  * Bureaucratic attitudes

  * Red tapism

  * Delays,

  * Lack of earnestness and of sincerity among the workers

  * Waste and leakage of funds

  * Corruption

  * No wonder the overall results are poor despite the heavy expenditure.

ITS FUTURE

Voluntary organisation future is in hand of government to provide fund and individuals in active participation

As next 30 years India will have worlds highest population of youth will help in leading the voluntary organisation in effective way and also we should consider:

Unless, they are regarded as partners in progress and accorded their due place (just as the role of the private sector in the planned economy is described as vital), they cannot function without let or hindrance. Since the field is now wide open for voluntary organizations, the prospects of expediting national reconstruction are brighter.

TRENDS IN VOLUNTARY ORGANISATIONS

  * Phase I

It represents the first half of 19th century marked by people like Raja Ram Mohan Roy and others, the faradi movement and other Christian missionaries fighting against Sati, untouchability, child marriage, female infanticide and so.

  * PHASE II

It is period of pre independence struggle led by Mahatma Gandhiji and other freedom fighters. During this time the dominant factors of voluntary organisations were to get out the clutches of British and attain independence.

  * Phase III

This is during the initial decades after independence.

The main aim was relief, reconstruction and welfare of the nation.

  * PHASE IV

During this period voluntary organisations started concentrating in primary areas like agriculture, education health care, drinking water and so.

  * PHASE V

This is the present phase in which there are thousands of voluntary organisations all over the nation supporting various causes.

Every social issue is being addressed by one organisation or another. Areas like education, agriculture, health care, environment, organ & blood donation, disability management, child welfare, women welfare, disaster management, protection of animals, organisation for preserving monuments and so.

ROLE OF INTERNATIONAL VOLUNTARY ORGANISATION

VOLUNTARY ORGANISATION

The organisation which actively and voluntary enter into an social work to solve the problems of the normal people or fullfill the needs of needy without any compulsion or order and with full involvement is called as the voluntary organisation.

INTERNATIONAL VOLUNTARY ORGANISATION

An international volunteer organization, is an organisation which helps people volunteer abroad. It is an non-governmental and non-profitable organisation. Each and every international volunteer organistion conduct many programs focus on assisting needy people and disabled and children and women and as so.

Through volunteer opportunities abroad, you can volunteer abroad and use your skills to make a difference in the future of world . Taking advantage in international voluntary organisation will help us to contribute to world development in all aspect.

OBJECTIVE

The main objective of this international voluntary organisation are:

  * To provide voluntary service overall the world

  * To make people of various race and culture to come in one banner and help the different people

  * To help needy and poor

  * To make reach of abundant wealth from developed nation to underdeveloped nation

  * To rise the economic, social, educational, condition of developing and under developed nation

ITS ROLE

The role of the international voluntary organisation were effective in present is it because as many people are eager to help the needy and poor this can be achived by joining as volunteer in such org anisation.The voluntary organisation will concentrate in providing welfare to the :

  * Women empowerment

  * Environmental protection

  * Wild life protection

  * Social and Economical assistance to backward people

  * Medical assistance to the poor

  * Fulfillment of basic need to needy people

  * Construction of houses

  * Other services

The above all services provided to respective people through conducting:

  * Project

  * Survey

  * Training

  * Conservations

  * Camps

  * Demonstrations

  * Documentation

The also effective because the involvement of volunteer are good as such due to their service motive as:

  * Easy move with all kind of people

  * Friendly teaching

  * Motherly care

  * Family atmosphere

  * Self involvement

  * Easy approachable

SOME INTERNATIONAL VOLUNTARY ORGANISATION

  * GLOBEL VISION INTERNATIONAL

  * ONE HEART SOURCE

  * EUROPEAN VOLUNTARY SERVICE

  * HUMANITY WORLD INTERNATIONAL

  * UNITED WAY WORLDWIDE

  * HOPE DEVELOPMENT VOLUNTEER

  * HABITAT FOR HUMANITY

  * SERVICE CIVIL INTERNATIONAL

  * YOUTH UNLIMITED

  * UNITED NATIONS VOLUNTEER

  * GLOBEL VISION INTERNATIONAL:

It is an UK based international voluntary organisation they contribute in many aspects as like health education women empowerment, environmental, wildlife as such.

This voluntary organization under take its project in many areas like:

  * Africa

  * Asia

  * Central America

  * South America

  * Europe

UNIT III:

Registration procedure under society registration act 1760 – the Tamilnadu society act 1975 – the Indian trust act 1881 – duties and responsibility of office barrers and executives – role of general body and governing board

REGISTRATION PROCEDURE UNDER SOCIETY REGISTRATION ACT 1760

Formation of a society:

Seven of more persons associated for any literacy, scientific or charitable purpose, by subscribing their names to a Memorandum of Association and filing the same with the Registrar of Societies, form themselves into a society under this Act

Objectives:

As per Sec 20 of this Act, the following societies may be regd. Charitable Societies Military Orphan Funds Societies for the promotion of science, literature or fine arts Foundation or maintenance of librariesPublic museums and galleries, paintings etc Collection of natural history, mechanical and philosophical inventions

Points to be kept in mind while forming a society:

Use of any name, emblems, official seal without previous permission of the competent authority MOU shall contain the details which includes:

  * Name of the Society

  * Objectives of the Society

  * Names & addresses of governing body members, councils, directors, committee to whom the management of the day-to-day affairs is entrusted

  * Copy of the rules and regulations of the society certified by not less than 3 members of the governing Body

  * Registration: Upon the MOU and certified copy being filed, the Registrar shall certify that the Society is registered under the act

  * Annual list of managing to be filed:

Once in every year, on or before the 14th day, succeeding the day on which the AGM of the society is held or in the month of January, a list shall be filed with the Registrar of Joint Stock Companies, of the names and addresses and occupations of the Councils, Directors, Committee and other Governing Body

  * Alteration/extn of purposes/amalgamation or dissolution:

  * Only after the approval of General Meeting of Members, society can be altered/extend its purposes/amalgamated with other society. 3/5th of the members approval is necessary to dissolve a society and upon dissolution, balance amount is given to other society and not for the member

  * According to this Act, the members must not be less than 20

  * The annual gross income/expenditure in any financial year must not be less than Rs.10,000

  * Regn is optional for societies formed for promoting religion, athletes or sports

  * For regn, Societies have to fill Form no.I, with MOU and certified copy of the rules and regulations

  * Filing fee is Rs.100 (Sec 6)

  * Copy of register of members should be filed

  * All these documents to be filed with the Registrar of that Dist

  * List of Governing Body Members should be given

  * Every society must have a Committee to manage its affairs

  * Any change in the Committee should be intimated to the Registrar within 3 months in Form VII

  * Every society must maintain a cash book, receipt book, vouchers, file, ledgers, to be maintained daily and also a monthly register of receipts

  * Entries in the account must be made promptly and must be audited by a qualified Chartered Accountant

  * Copy of receipts and expenditure account, balance sheet and audit report should be filed along with the list of General Body Members every year

  * Declaration should be filed that the society has been in operation during the financial year

  * Dissolution can be done by the Society or by the Registrar.

  * If a society dissolves itself, a special resolution is required

  * Government's consent is also required if it is a member contributor or interested in the society

TAMILNADU SOCIETIES REGISTRATION ACT 1975

TN Societies Registration act,1st publised in the tamilnadu government gazetee extraordinary on 25th auguest 1975 An Act to provide for the registration of literary,scientific, religious, charitable and other societies in the State of Tamil Nadu. This act includs VIIchaters&52 sections

(1)extent and commencement  
This act extends to the whole of the State of Tamil Nadu. It shall come into force on such date as the Government may be appointed for different areas and for different provisions of this Act

(2)Definition  
committee' ' means the governing body of a registered society " court " means, in the Presidency town, the Madras City Civil Court and elsewhere, the District Court ; registered society" means a society registered or deemed to be registered under this Act ; Registrar " means the Registrar of a district appointed (by govt)under this act.

  * Any societies which may be registered:  
its object the promotion of education, literature, science, religion, charity, social reform, art, cottage industries, social service, cultural activities, the diffusion of usefu1 knowledge or may be registered under this Act

  * Compulsory registration of certain societies:  
Every society in existence on the date of the commencement of this Act, which has for its object any  
object mentioned

Memorandum, by-laws, etc., filed with the Registrar   
(1) a memorandum specifying-  
(a) the name of the society ;  
(b) the objects of the society ; and   
(c) the names, addresses and occupations of the members of the committee ; and  
(2) the by-laws of the society

Memorandum and by-laws to be printed or typewritten and signed.  
The memorandum shall be signed by at least seven members who shall add their addresses and occupation in the presence of who shall attest the signatures.

  * Name of the society

No society shall be registered by a name which, in the opinion of the Registrar, is undesirable

  * Certificated of registration:  
The Registrar shall, after the issue of a certificate of registration to a society.

  * Register of members  
Every registered society shall maintain register containing the names, addresses and occupations of its members.

  * Account & audits

  * Every registered society shall keep proper books of account and at the expiration of each financial year, prepare a receipts and expenditure account and a balance-sheet and shall cause them to be audited by an auditor. Supply of copies of by-laws, etc. to members Every registered society all supply to any member, on application and on payment of such fee as may be prescribed, a copy of-  
(i) its by-laws ;   
(ii) the receipts and expenditure account ; and  
(iii) the balance sheet

  * Property of registered society,

All property, movable and immovable, belonging to a registered society, whether acquired before or after its registration, if not vested in trustees, shall vest in the  
committee.

  * Annual general meeting.  
At least one general meeting of the registered society shall be held in every financial year.  
Extra ordinary general meeting.  
The committee may, at any time call an extraordinary general meeting of the registered society.

  * INSPECTION OF BOOKS  
The books of every registered society shall, at reasonable hours be open to inspection by the Registrar,  
or by any person authorized by him in this behalfCancellation of registration of society carrying on unlawful activities  
The Registrar that any registered society is carrying on any unlawful activity society, the Registrar may hold an enquiry into the activities of such society, and in respect of every such enquiry, the Registrar shall have the same powers as are specified.

  * Penality for non-compliance with act  
Where a society, which is compulsorily registrable under sub-section (I) or sub-section (2) of section 4, fails to get itself registered within the period specified for with registration, shall be punishable with fine which may extend to fifty rupees and in the case of a continuing failure with fine which may extend to five rupees for every day during which the failure continues.

THE INDIAN TRUSTS ACT, 1882

  * The Act came into existence on 1st March, 1882

  * An Act to define and amend the law relating to Private Trusts and trustees

  * It extends to the whole of India[except the State of Jammu and Kashmir].

Definitions

Trust :A "trust" is an obligation annexed to the ownership of property, and arising out of a confidence reposed in and accepted by the owner, or declared and accepted by him, for the benefit of another.

Lawful purpose.-A trust may be created for any lawful purpose.-

The purpose of a trust is lawful unless it is

(a) forbidden by law, or

(b) is of such a nature that, if permitted, it would defeat the provisions of any law, or

(c) is fraudulent, or

(d) involves or implies injury to the person or property of another, or

(e) the Court

TRUST OF IMMOVEABLE PROPERTY:

No trust in relation to immoveable property is valid unless declared by a non-testamentary instrument in writing signed by the author of the trust or the trustee and registered, or by the will of the author of the trust or of the trustee.

Trust of moveable property.-No trust in relation to moveable property is valid unless declared as aforesaid, or unless the ownership of the property is transferred to the trustee. These rules do not apply where they would operate so as to effectuate a fraud.

CREATION OF TRUST:

Subject to the provisions of section 5, a trust is created when the author of the trust indicates with reasonable certainty by any words or acts (a) an intention on his part to create thereby a trust, (b) the purpose of the trust, (c) the beneficiary, and (d) the trust-property, and (unless the trust is declared by will or the author of the trust is himself to be the trustee) transfers the trust-property to the trustee. Illustrations.

A bequeaths certain property to B "hoping he will continue it in the family". This does not create a trust, as the beneficiary is not indicated with reasonable certainty.

Who may create trusts.-A trust may be created--

(a) by every person competent to contract, 1* and,

(b) with the permission of a principal Civil Court of original jurisdiction, by or on behalf of a minor; but subject in each case to the law for the time being in force as to the circumstances and extent in and to which the author of the trust may dispose of the trust-property.

Subject of trust.-The subject-matter of a trust must be property transferable to the beneficiary. It must not be merely beneficial interest under a subsisting trust.

Who may be beneficiary.

Disclaimer by beneficiary.-Every

person capable of holding property may be a beneficiary. A proposed beneficiary may renounce his interest under the trust by disclaimer addressed to the trustee, or by setting up, with notice of the trust, a claim inconsistent therewith.

Who may be trustee.

-Every person capable of holding property may be a trustee; but, where the trust involves the exercise of discretion, he cannot execute it unless he is competent to contract

Trustee to execute trust.-

The trustee is bound to fulfil the purpose of the trust, and to obey the directions of the author of the trust given at the time of its creation, except as modified by the consent of all the beneficiaries being competent to contract.

  * Rights of the Trustees

  * Right to title-deed

  * Right to reimbursement of expenses

  * Right to be recouped for erroneous over-payment

  * Right to indemnity from gainer by breach of trust.

  * Right to apply to Court for opinion in management of trust property

  * Right to settlement of accounts

How a trust is extinguished.-A trust is extinguished—

(a) when its purpose is completely fulfilled; or

(b) when its purpose becomes unlawful; or

(c) when the fulfilment of its purpose becomes impossible by

destruction of the trust-property or otherwise; or

(d) when the trust, being revocable, is expressly revoked

INVESTMENT OF TRUST-MONEY:

Where the trust-property consists of money and cannot be applied immediately or at an early date to the purposes of the trust, the trustee is bound (subject to any direction contained in the instrument of trust) to invest the money on the following securities, and on no others. (a) in promissory notes, debentures, stock or other Securities.

Britain and Ireland:

Provided that securities, both the principal whereof and the interest whereon shall have been fully and unconditionally guaranteed by any such Government shall

be deemed, for the purposes of this clause, to besecurities of such Government.

LIABILITY FOR BREACH OF TRUST:

Where the trustee commits a breach of trust, he is liable to make good the loss which the trustproperty or the beneficiary has thereby sustained, unless the beneficiary has by fraud induced the trustee to commit the breach, or the beneficiary, being competent to contract, has himself.

NON-LIABILITY FOR PREDECESSOR'S DEFAULT:

Where a trustee succeeds another, he is not, as such, liable for the acts or defaults of his predecessor.

Subject to the provisions of sections 13 and 15, one trustee is not, as such, liable for a breach of trust committed by his cotrustee,Provided that, in the absence of an express declaration to the contrary in the instrument of trust, a trustee is so liable.

(a) where he has delivered trust-property to his co-trustee without seeing to its proper application:

DUTIES & RESPONSILITIES OF EXECUTIVES

  * Supervisory role of managing clerical & secretarial positions within the organization

  * Responsible for requisition & maintenance of office equipments

  * Coordinate documents for approval

  * Communicate with internal & external parties on matters related to admn activities

  * Renewal of license, insurance, contract etc

  * Devise strategies & formulate policies to ensure that goals & objectives are met

  * Direct the overall operations of the organizations

  * Oversee budgets & ensure that resources are used properly and programs are carried out as planned

  * Provide high level administrative support by conducting research, preparing statistical reports, scheduling meetings

DUTIES AND RESPONSIBILITY OF OFFICE BARRERS AND EXECUTIVES

  * OFFICE BEARERS

  * Chairperson

  * Vice- Chairperson

  * Secretary

  * Treasurer

  * Board Members

WHO IS A CHAIRPERSON?

The board is a collective decision making body. In other words, even though individual preferences are expressed, eventually the collective wisdom of a body of individuals prevails. The principle behind forming and making decisions through board is to ensure that the experience and expertise of individual members can be collated and assimilated.

THE ROLES AND RESPONSIBILITIES OF A CHAIRPERSON

  * To ensure the board functions properly:

  * To plan and run meetings in accordance with the organization's governing document.

  * To facilitate change and address conflict within the board.

  * To ensure the organization is managed effectively.

  * To co-ordinate various sub-committees of the board e.g. Finance, Personnel etc,

  * To be involved with the strategic planning of events and ensure that all activities are in accordance with the organization's vision & mission.

  * Provide support and supervision to staff.

  * To manage the senior staff members of the organization.

  * To sit on appointment and important decisions of the organization, as and when required.

  * Represent the organization.

  * To communicate effectively the vision and purpose of the organization.

  * To advocate for and represent the organization in external meetings and events.

  * To be aware of the changes in the external environment that can have affect on the organization.

THE ROLES AND RESPONSIBILITIES OF A VICE CHAIRPERSON

  * Generally, the Vice‐chairperson serves on the Executive Committee or any special Committee of the Board along with the Chairperson

  * To carry out certain special tasks as delegated by the Chairperson

  * To substitute the Chair in his/her absence which includes, chairing meetings and performing any other Legislative/Executive role performed by the Chairperson

  * To support the Chair in conducting meetings in an orderly and organized manner is another big responsibility entrusted upon him/her and is expected to maintain a healthy relationship with the Chair and other Board members.

THE ROLES AND RESPONSIBILITIES OF SECRETARY

Although, the job responsibilities of Secretary vary from organization to organization, some basic roles and responsibilities which are common are below:

  * Minutes

  * Implementation of decisions

  * Custodian of records

  * Communication

  * Meetings

  * Signing Officer

  * Accountability

The role of the Governing Board

The Governing Board is responsible for driving forward the strategic direction of the organization as a whole, for setting corporate and business plan priorities, ensuring officer performance and managing risk and accountability.

The role of Governing Board member should be to:

  * Provide strategic direction to the organisation

  * Oversee our Corporate Plan, budgets and accounts

  * Uphold, review and implement governance arrangements

  * Contribute to delegated Boards and working groups established by the Governing Board to address specialist or detailed areas of work

  * The role of Governing Board member should be to:

  * Provide strategic direction to the organisation

  * Oversee our Corporate Plan, budgets and accounts

  * Uphold, review and implement governance arrangements

  * Contribute to delegated Boards and working groups established by the Governing Board to address specialist or detailed areas of work

EXECUTIVE OFFICER:

A chief executive officer is the top-most position holder in any organization, be it private or public. If it's a private organization, he reports to the board of directors and if it's a public organization, he acts as a representative of the company in front of the share holders. The duties and responsibilities mainly revolve around leadership and management, top end decision-making, formulating the overall policies and procedures according to which the organization will be run and finally seeing to it that the organizational goals as devised by the board of directors are finally met. Below is an insight on the job description

The Chief Executive Officer ("CEO") is responsible for leading the development and execution of the Company's long term strategy with a view to creating shareholder value. The CEO's leadership role also entails being ultimately responsible for all day-to-day management decisions and for implementing the Company's long and short term plans. The CEO acts as a direct liaison between the Board and management of the Company and communicates to the Board on behalf of management. The CEO also communicates on behalf of the Company to shareholders, employees, Government authorities, other stakeholders and the public.

DUTIES AND RESPONSIBILITIES OF CEO:

  * More specifically, the duties and responsibilities of the CEO include the following: To lead, in conjunction with the Board, the development of the Company's strategy;

  * To lead and oversee the implementation of the Company's long and short term plans in accordance with its strategy;

  * To ensure the Company is appropriately organized and staffed and to have the authority to hire and terminate staff as necessary to enable it to achieve the approved strategy;

  * To ensure that expenditures of the Company are within the authorized annual budget of the Company;

  * To assess the principal risks of the Company and to ensure that these risks are being monitored and managed;

  * To ensure effective internal controls and management information systems are in place;

  * To ensure that the Company has appropriate systems to enable it to conduct its activities both lawfully and ethically;

  * To ensure that the Company maintains high standards of corporate citizenship and social responsibility wherever it does business;

  * To act as a liaison between management and the Board;

  * To communicate effectively with shareholders, employees, Government authorities, other stakeholders and the public;

  * To keep abreast of all material undertakings and activities of the Company and all material external factors affecting the Company and to ensure that processes and systems are in place to ensure that the CEO and management of the Company are adequately informed;

  * To ensure that the Directors are properly informed and that sufficient information is provided to the Board to enable the Directors to form appropriate judgments;

GOVERNING BOARD ROLES & RESPONSIBILITIES

Community college boards of trustees are responsible for ensuring that their colleges are integral parts of their communities and serve their ever-changing needs. Boards are accountable to the community for the performance and welfare of the institutions they govern.

Effective boards form a cohesive group able to articulate and represent the public interest, to establish a climate for learning and to monitor the effectiveness of the institution. Boards of trustees do not do the work of their institutions; they establish standards for that work through the policies they establish.

Their specific responsibilities are to:

  * Act as a Unit

  * Represent the Community and Serve the Public Good

  * Be Visionary, Think Strategically

  * Establish Policies to Support the Mission of the Institution

  * Employ, Evaluate and Support the President

UNIT IV:

POSDCORB function – resource mobilization and evaluation for social welfare – public relation – problem of voluntary Organization

POSDCORB function

POSDCoRB is an acronym which social welfare administration has borrowed from management theory. The classical management thinker, Luther Gullick gave this acronym to describe the functions of a manager in an organisation.

Planning

According to Terry and Franklin 'Planning is selecting information and making assumptions regarding the future to formulate activities necessary to achieve organisational objectives'.

Every organisation does some form of planning, as they have to prepare for the future. In large organisations, planning is done by a separate division or department which generally reports to the Chief executive. Planning, here, is a highly specialized area, as a number of factors have to be taken into consideration. The department includes experts from diverse fields such as economics, statistics, management, etc. When any organisation operates in more than one region or country, the complexity of the planning process increases. In smaller organisations, the task is entrusted to staff members, who handle other work but have the competence and knowledge to do the planning function; do planning. Either way planning is an important activity of the administrator.

Major Steps in Planning:

Define the problem

Understanding the problem and its various dimensions is the first step in the planning process. Many experts say that if the problem is adequately defined half the problem is solved.

Collect 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, Planning commission documents etc. Sources from within the organisation include policy statements, agency reports, evaluation reports, minutes of meetings, documents etc.

3. Analyze the information

An enormous amount of data may be collected from various sources. But if they are not seen from the organisational perspective then they cannot be of much use. Every component has to be seen as part of the larger whole. Cause and effect relationships have to be established.

4. Establish planning criteria and standards

Planning criteria are assumptions on which the plan is to be formulated. The criteria will be drawn from the organisation's ideology, socio-economic factors, information gathered and the priorities of the decision-makers. These criteria will form the basis on which different action plans will be judged.

5. Preparation of different action plans for achieving the goal

Most organisations formulate a number of tentative plans. This enables the decision-makersto choose among the alternatives available based on its advantages and disadvantages.

6. Decide on one plan from the different alternative plans

The Plan should be workable and cost effective. It should be realistic enough to be implemented. Often it is said that the plan was good but its improper implementation ruined it. A good planner, therefore, will take into account these factors that impede implementation. A planner should also take into account strengths and weaknesses of the implementing agency.

7. Arrange detailed sequence and timing for the plan

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

8. Provide channels for feedback

Constant feedback and monitoring are necessary. It will help identify shortcomings in the plan and its implementation. Some part of the plan may have to be modified if unforeseen factors influence the implementation process.

9. Implement the plan

The success of any plan sets on its effective implementation.

10. Evaluate the plan performance.

The last step in the planning process is the evaluation of its performance. At his stage only the success or failure of a plan is judged.

Types of Plans:

1.Strategic Planning - Strategic planning (also called long-term planning) has two important elements. It covers a long period of time which may extend from five to twenty or more years and secondly it covers mostly all the activities within the organisation. In other words, it is long-term and comprehensive planning.

2.Operationalized Planning - Operationalized Planning is also called tactical planning and it indicates the specific activities to be taken so that specific goals are to be achieved. Compared to strategic planning, operationalized planning is short-term and deals with specific areas. These two types of planning are not inclusive. Strategic planning depends on the operationlized planning for achieving its goals.

Organising

Organising means establishing effective behavioural relationship among persons so that they may work together efficiently and gain personal satisfaction in doing selected tasks under given environmental condition for the purpose of achieving some goal or objective.

The need for an organisation emerges when one individual cannot perform all the necessary tasks. As number of individuals increase, they are further divided into groups each of which are given a specific set of tasks to perform. How and on what basis these tasks are divided among individuals and group is the role of 'organising' in management

.

Need for Organising:

1.Clear-cut lines of authority and responsibility in an organisation are created which help in controlling and leading the organisation.

2.There are lesser opportunities for organisation conflicts if organisational responsibilities are clearly defined.

3.Organised groups and organisations are more likely to give satisfaction to the employees and thereby positive results for the organisation.

Elements of Organising:

There are four important elements in organising – division of labour, degree of centralization and decentralization, departmentalization and span of control.

1.Division of labour means that the total work of the organisation is divided into smaller units and distributed among the employees. Work is allotted to person most suited to do it. It allows the employers to attain proficiency in their work and thereby increase the efficiency of the organisation.

2.Centralization and decentralization refers to the degree to which authority is distributed among the various levels of the organisation. If authority is distributed in such a way that majority of the decisions are taken by the top managers then the organisation is called centralized. On the other hand, if the lower levels of the organisation have authority to make decision—without seeking approval from the top level managers then the organisation is called decentralized. Important decisions include those related to financial matters, programme schedules, administrative matters, staff problems, etc. The degree of centralization and decentralization depends on a number of factors like organisational history, level of trust in the organisation, subordinate's staff competence, technology available etc. Excessive centralization is likely to reduce employee's motivation and discourage initiative. It is also time consuming when every decision has to be referred to the top and approval obtained for the same. The quality of decisions making may also suffer, as often it is the lower level staff that know the local conditions better. On the other hand, too much decentralization is also harmful. Decentralization may result in declining control of the top management. Consequently employees at the lower levels may engage in empire building at the cost of neglecting organisational objectives. Coordination in the organisation may suffer as each part may chart its own course. Chaos and indiscipline will be the result.

3.Departmentalization 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 – function, product, territory, clients and process. Some examples are provided here of departments based on these factors.

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

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

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

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

There are at least three departments which will almost inevitably be present in every organisation. They are namely administration, accounts and services. Most of the large organisations have departments based on more than one factors.

4.Span of control refers to the number of subordinates an individual can supervise and control. Control is not to be seen as something narrow and negative. It refers to the superior's guidance, encouragement and appreciation provided to the subordinates. Management experts recommend that no superior can control more than five or six subordinates without decline in the quality of supervision

.

Staffing

Staffing is the management function that deals with the recruitment, placement, training and development of organisation members. Any organisation is as good as it's employees' performance shows. Staff of the organisation should be selected, retained and promoted based on the needs of the organisation and their performance.

Staffing Process:

Human Resource Planning should take into consideration the following internal and external factors. The internal factors that need to be taken into consideration are the present and future skill needs, vacancies, areas of priorities of the organisation and its financial condition. External factors include the policies of government, donor agencies, collaborating organisations, the labour market etc.

1.Recruitment: Recruitment is concerned with developing a large pool of job for candidates in line in view of the needs of the organisation. This can be achieved by giving wide publicity to the position available and attracting many as eligible candidates as possible for the positions.

2.Selection: Selection involves evaluating and choosing among the job candidates. A number of means like interviews, group discussion, and skill tests are used to select the candidates.

3.Induction and Orientation: After selection, the newcomer has to be helped to fit into the organisation. They are introduced to their colleagues, acquainted with responsibilities and informed about organisation policies and goals.

4.Training and Development: The process of training and development aims at increasing the knowledge and skills of the employees along with attitudinal changes. The overall aim is to increase organisation's productivity and employee's level of job satisfaction.

5.Performance Appraisal: Performance appraisal aims at judging the performance of the employee's and his/her contribution to the organisation. Performance appraisal has to

be done on the basis of objective standards and not on the whims and fancies of the superior officer. Further the employee should have a clear job profile and should know on what basis he or she is being judged. If performance is satisfactory, the employee may be rewarded and if it is not, corrective action is to be taken.

People join organisations not merely for monetary gains. They also look for satisfaction of their social needs, self-esteem needs and emotional needs. In any case, after a person has achieved financial security, he or she will most probably seek other kinds of fulfillments namely pride in the job, a sense of achievement, satisfactory associations at work place, autonomy to function independently, etc. It is up to the organisation to provide employees with these opportunities.

Directing

Directing is the managerial function of guiding, supervising and leading people. According to Chandan 'it is concerned with directing the human efforts towards organisational goal achievement'. Sometimes directing and leading are seen as one function. Often it is the success or failure of this function that will determine whether the organisation will achieve its objectives. Leading also determines the levels of satisfaction the employees of the organisation experience. Some of the requirements for successful leadership in an organisation are: clear-cut objectives which should be known to all the managers and employees, meaningful supervision by the superiors of the subordinates, participatory managerial style, unity of direction, and purposive and effective follow-up.

Leadership

Leadership is defined as the relationship in which the one person influences others to work together willingly on related tasks to attain goals devised by the leader and the group. Leaders can be formal or informal. Formal leaders are found in formal institutions like bureaucratic organisations, political parties, and military. Here the organisational functioning is governed by written and formal rules. They determine how the leader is selected/elected and what his/her powers are and how they are to be exercised. On the other hand, informal leadership depends on the personal qualities of the leader such as the charm, intelligence, skills etc.

Leadership Styles

1. Autocratic Leaders

Autocratic leaders are those who assume all authority to themselves. Subordinates are discouraged to offer suggestions or participate in decision making process. Autocratic leadership has some advantages and are useful in certain situations. In this style, firstly decision making is quick and in emergencies it can be advantageous. Secondly, decisions will reflect the leader's priorities and will not be diluted. Thirdly, if subordinates are inexperienced or are not qualified, then autocratic leadership is better. Autocratic leadership has many disadvantages also. As autocratic leaders do not take into account opinions of others, it may result in bad decisions. Secondly, the lack of consultation may adversely affect them. It will increase resentment towards the leader and the organisation as a whole.

2. Participative or Democratic Decision-making

In the democratic or participative decision making process the subordinates are consulted. Their opinions are actively sought and a consensus arrived at before decisions are taken. The decisions thus taken may or may not reflect the opinion of the leader. The major advantages of this type of decisions making are that maximum possible information is collected and different viewpoints are to be considered. Participation of many individuals means that decisions taken will have a better chance of being accepted by others. As a result, confidence and loyalty among the workers will increase. However, 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 quality 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 employees then the decision making process will be flawed. Further, there should also be a spirit of give and take as no one can get totally satisfactory decisions.

3. Laissez-faire or Free-rein Leadership

The leader gives the organisation maximum freedom to make decisions. The leader is in most cases a figure head and at other times a coordinator between the various members. It gives maximum autonomy to the members leading to creativity and freedom of expression. The major disadvantages are that in under-motivatedorganisations this type of leadership will result in chaos.

In different organisations the nature of work and tradition makes the leader adopt one or other leadership styles. The leaders adopt the laissez-faire method in situation where encouraging creativity is the aim – for example, in universities or laboratories. On the other hand, in family run business houses where control is considered as important, leadership styles adopted are closer to the autocratic leadership style

Coordinating

Coordination is the process of integrating the objectives and activities of two or more units (departments or functional areas) of an organisation in order to achieve organisational goals efficiently. In the organising function, we have seen the need for division of work among the various units of the organisation. Efficiency increases with specialization of activity and grouping of related work. But the division of work brings about its own problems. Departments become so involved in their work that they forget the organisational objectives. Departmental interests are placed above organisational interests.

Ways to Achieve Coordination:

1.Hierarchy is an important method to achieve coordination. People who are high in the hierarchy have more authority and responsibility. Hierarchy in fact channels and regulates the exercise of authority, work allocation and flow of communication. Problems between departments if and when they arise can be sorted out by the superior officer.

2.Another important method of coordination is rules and regulations. Rules and regulations make organisational work predictable. Rules and regulations standardize routine work which saves the time of the managers. Everyone in the organisation will know what behaviour is expected from him/her and from others. Tasks will be performed accordingly.

3.The identification of objectives and formulation of plans also improve coordination. This gives the organisation a unity of purpose and a unity of direction. They help the various units with different responsibilities to direct their efforts toward achieving their targets.

4.Larger organisations often use committees to improve coordination. These committees consist of members of different departments of the organisations. Committee meetings help them exchange information, understand each others viewpoints and problems and resolve conflicts.

5.Vertical and horizontal communication systems are used in all organisations to share information. Intra organisational official communications in the form of departmental notes, memos, official letters etc., help improve coordination between the various sections.

6.Nowadays, with the rise of information technology, IT enabled Management Information Systems are used to transmit data up and down the levels of the organisation. This system enables quick reporting, processing, storing and retrieval of information as and when required.

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

7.Personal relationships between the various members improve overall coordination within the organisation. In organisations where proper understanding and trust between employees exists, 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 efficiency of the organization

.

Reporting

Reporting means keeping the superiors informed about the various aspects of work including progress of the various programmes, problems in implementation and problems related in staff. Reporting is done at every level.

The Annual Report of the organisation is its statement of achievement and shortcomings to the general body of the organisation and to the society at large. Within the organisation, the Chief Executive Officer reports to the Board of Management or the governing body. Subordinates of the executive officer will report to him/her and so on down to the lowest level of the organisation.

Need for Effective Reporting:

1.Reporting keeps the management informed about the organisation's performance.

2.Reporting allows the management to take corrective actions when things go wrong.

3.Reporting inculcates a sense of responsibility among employees as they have to report the programme activities to the higher authorities.

Reporting Process:

1.Establish means by which reporting is done.

2.Keep a time period within which the report is done.

3.It should be decided as to whom the report should go and in what form.

4.Reporting also includes action to be taken on the report.

Budgeting

The word 'budget' originally meant a bag, pouch or pocket attached to a person. But in the modern sense, a budget is a complete statement regarding the organisation's income and expenditure of the past financial year and provides an estimate of the same for the coming financial year. The organisation's budget is usually approved by the highest controlling body, the Board of Management or the Governing Council.

Once the budget is approved, the allocation of funds to various sections/departments of the organisation takes place. The concerned heads of departments have to function within the funds allocated to them. Sometimes due to changes in environment or inside the organisation, a revised budget is formulated after a period of time which may increase or decrease the funds allocated to a particular department.

Budgeting is a specialized activity and persons involved should possess considerable knowledge in accounts, economics, costing etc. to prepare a proper budget.

A budget contains the expenditure, income and outcome planned for a specific period of time. Usually budgets are made for a year, that is, annually. Through the budget, the manager controls the activities of the organisation. Therefore budgeting refers to the controlling of the organisation based on a budget.

Need for Budgeting:

1.Finance is the fuel on which the organisation runs. One of the most effective ways of directing and controlling the organisation is by controlling the financial part of the organisation.

2.Budgeting helps to control the excessive expenditure. Sometimes managers tend to over spend with justifications and sometimes without justifications. Well prepared budget with clear allocations to various heads prevents this costly practice.

3.Budgeting also helps in preventing administrative and financial malpractices. At times, unscrupulous employees try a variety of means to earn money at the cost of the organisation. But budgetary allocation prevents this practice to a great extent. At the end of the year audit is done in which budgetary allocations are compared with actual expenditure incurred. Discrepancies if any have to be explained. This ensures that there is a check and balance.

4.Budgeting improves the coordination in the organisation. Proper appropriation to different overheads within the organisation helps prevent conflict and overlapping.

5.Budgeting also helps in measuring the performance of the organisation. The actual performance of the organisation can be seen in relation to objectives set forth in the budget

6.Budgets are also a source of information. Budgetary 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 employees and supporters.

7.Lastly, the very process of budget preparation is an educative exercise. Managers review the existing situation, discuss the needs of the organisation in the coming year, and keeping in view the priorities of the organisation, prepare the budget. Thus the budgeting processes make the managers aware of the objectives of the organisation, its resource base and anticipate/forecast trends and changes in the external environment.

EVALUATION FOR SOCIAL WELFARE SERVICE

SOCIAL WELFARE SERVICE

The period between the mid 1940's up until the independence of republic of Cyprus in 1960, was the age of gradual formation of social welfare service department

The main goal of the department was the provision of the social service to the:

  * Needy family

  * Children

  * The elderly

  * Offenders and

  * Generally to the vulnerable group of the population

EVALUATION

The social welfare service as they are know today established established in 1952 and were originally consisted of a small group of 5 probation officers.

Basically the need for creating a social service come from the lack of caring and nursing for the children who have deprived of a normal family life.

The scheme for providing financial assistance that was introduced in 1953 to help fights the worst forms of poorly was the first exemption of state -care towards the public.

The scheme was the base for implementing programs that would aims the

  * The disabled

  * The single mothers &

  * Families who needed financial support.

A future expansion of the service scheme came with the passage of the adaptation law of 1954 and children's law 1956, which gave legal responsibility to the director of the social welfare service.

In order to deal with the problem of caring and nursing for children's who were deprived of protection and establish children's houses, hostels and other institutions.

A greater emphasis towards research and program evaluation was given during the 1972 – 1974 period, so that services provided for children and families are upgraded.

PUBLIC RELATION

Definition

_ Public relations is the management function that establishes and maintains mutually beneficial relationships between an organization and the public's on whom its success or failure depends

Functions of Public Relations

_ The typical 12 functions of public relations can be categorized by competencies, the four-step process, and others.

Competency Functions

  * Trusted counsel – Advise and anticipate.

  * Internal communication – Engage employees.

  * Media relations – Develop public trust.

  * Community relations – Establish public support.

  * External communication – Build public support and trust.

  * Four-Step Process Functions

  * Research

  * Strategize and plan

  * Implement, execute and communicate

  * Evaluate

Other Functions

  * Publicity and special events

  * Issues management

  * Crisis communication

Definition Review

  * Advertising – Information placed in the media by an identified sponsor that pays for time or space.

  * Marketing – Management function that identifies human needs and wants, and offers products and services to satisfy those demands by targeting customers.

  * Press agentry – Creating newsworthy stories and events to attract media attention and gain public notice.

  * Publicity – Information from outside source used by the media because it has news value.

  * Public affairs – Specialized area of public relations that builds and maintains mutually beneficial governmental and community relations.

  * Government relations – Involves flow of information to and from legislative bodies.

  * Lobbying – Primary purpose is to influence legislation and regulation.

  * Financial relations – Aspect of public relations responsible for building relationships with investor publics and the Securities and ExchangeCommission.

DIFFICULTIES FACED BY ORGANIZATIONS ,

  * Lack of information (data collection) ,

  * Lack of support ,( Public, Political, Govt )

  * Limited budget allocation,

  * Negative and rough attitude of higher authorities ,

PROBLEM OF VOLUNTARY ORGANISATION

Problems in ,

  * Human Resource capacity,

  * Network & Relationship Building,

  * Goal & Achievements,

  * Govt Policies ,

  * Financial capacity,

  * Other Internal problems,

  * Public Awareness,

Network & Relationship Building

Problem in goals and achivement

Financial capacity

  * Funds received from Govt, board members, volunteers, staff, foreign contributions.

  * Funds used only for rent, salary, communications, accounting, technology, travel, training and development of volunteers.

  * Accounting & Reporting (income & exp) to Home Ministry.

  * lack of stable funding

  * 20,000 crore rupees are mobilized from within and outside the country in a year.

  * 5,000 crore rupees are received as foreign contribution every year.

  * if CSR bill Passed ?

  * Govt survey 2009-10 -approximately 3000 crore rupees are from 2% of profit of huge concerns.

Govt Policies

  * Registration Laws in India

  * There are three avenues to establishing an VO in India, they are:

  * The Societies Registration Act, 1860

  * The Indian Trusts Act 1882,

  * The Bombay Public Trusts Act, 1950

  * The Income Tax Act, 1961,

  * Must be organized for religious or charitable purposes;

  * Must spend 85% of its income in any financial year (April 1st to March 31st)

  * Surplus income may be accumulated for specific projects for a period ranging from 1 to 5 years;

  * No part of the income or property of the organisation may be used or applied directly or indirectly for the benefit of the founder, trustee, relatives of the founder

  * Trustee or a person who has contributed in excess of Rs.50,000 to the organisation in a financial year;

  * The organisation must timely file its annual income return;

  * The organisation must keep a basic record (name, address and telephone number) of all donors.

Other problems in VO's

  * Name & frame

  * Family based organizations

    * (father, son)

  * Multiple Designations or single leader

    * (Director, Field Officer, councilor)

  * Secondary level leaders

  * ( Not interest to teach methods' to Others like sidha medicine)

  * Lack of interest & skills

  * conflict & income of the individuals

  * Local resources

  * Public Awareness ,

  * Un reasonable delay (Corruptions)

CHARITY:

MEANING OF CHARITY:

Provision of help or relief to the poor; almsgiving. Something given to help the needy; alms. An institution, organization, or fund established to help the needy.

Charity is commonly used to describe an organization that facilitates charity benefiting people in need. It also often refers to the act of giving money, time or resources to others without expecting reciprocation

DEFINITION OF CHARITY

The word "charity" comes from the Latin "caritas," meaning "costliness, esteem, affection." Early Christians used "caritas" as a Latin translation of the Greek term "agape," which described a universal non-sexual love for other people. Current usage of "charity" typically implies an action in assistance of someone needing help.

HOW TO SETUP THE CHARITY?

Setting up a Charity is fairly simple. Once you have clarified your cause, networked with major groups and rounded up volunteers, to make your Charity official you must register it with your home state

HOW TO CREATE CHARITY?

Decide the mission and goals of your charity and who you plan on it benefiting. Decide the organizational structure of your charity. File the articles of incorporation with your state agency. Decide the type of charitable organization that you want to create. The IRS has 5 that they recognize. File for an EIN number with the IRS.

STEPS TO CREATE

Develop your vision. The creation of a charity comes from a passion about a cause. Ask yourself what you are passionate about. Find out if others are passionate about it. Imagine what sort of change you would like to bring about. Creating a non-profit organization is one way to bring them about. Your charity's vision should be its ultimate goals

Define your mission. What is your organization going to do? What service will it provide your community? Once you've figured out your mission, write it out in a formal mission statement. A good mission statement succinctly communicates to others—volunteers, community members, and potential funders-- what you do and what you hope to do.

The mission statement should be short (ideally around 3-5 sentences), clear, and free of jargon.

Name your charity. A charity's name often refers to the function of the charity. Many charities are named for a person who is somehow related to the function that the charity provides.

Create articles of incorporation for your charity. Articles of incorporation lay out the foundations of your organization. You can find sample Articles on the internet. Articles of incorporation state the purpose, name, duration of operation, type, structure, and other basics of your organization.

Set up a board of directors, or advisory board, and a registered agent. The board of directors will help guide the charity and will make decisions. The registered agent is a person that resides in the state of incorporation—he or she is responsible for receiving official communications from the state.

The advisory board should be an unpaid position. As you are starting, this should include people with experience being involved in nonprofit work.

Add significant donors and fundraising partners to the board as the organization gets moving

RAISING FUNDS

Take advantage of social media. Spread your message using Twitter, Facebook, and others. Keep a strong online presence including a professional website.

REGISTRATION

To be considered for registration as a charitable entity, you need to send us a copy of the rules with their application form. The organisation's rules are the document or documents that set out its purposes, what it does, and how it operates. They may be your governing document, constitution, trust deed, charter, or an Act of Parliament (if your organisation was specifically set up under one).

The Charities Act 2005 allows a range of organisations to apply for registration. In many cases, these organisations also have to comply with other legal requirements relating to their rules. This will be the case if they are registered under the Incorporated Societies Act 1908, the Charitable Trusts Act 1957 or the Companies Act 1993.

UNIT V:

Brief notes on social welfare programs implemented by government of Tamilnadu and India for child welfare – health and family welfare – backward class and tribal welfare – promotion of self-help groups.

CHILD WELFARE PROGRAMMES

CONSTITUTIONAL PROVISIONS: THE DIRECTIVE PRINCIPLES OF STATE POLICY

  * Article 25 lays down that no child below 14 shall be employed to work in any factory or any hazardous employment.

  * Article 39 ensures that children are not forced by economic necessity to enter vocations unsuited to their age and strength.

  * Article 45 requires the state to provide free and compulsory education for all children up to the age of 14 years.

NATIONAL POLICY FOR CHILDREN – 1974

To provide adequate services to children, both before and after birth and through their period of growth to ensure their full mental, physical and social development.

Health and nutrition of children and mothers, education of mothers, free and compulsory education of children up to the of 14 yrs, recreation and cultural and scientific activities.

Treatment, education and rehabilitation of physically handicapped, emotionally disturbed and mentally retarded children and special assistance to children belonging to weaker sections, SCs and STs and other economically weaker sections.

Provisions of facilities to the delinquent, destitute, neglected and exploited children to enable them to become useful citizens.

INTEGRATED CHILD DEVELOPMENT SERVICES (ICDS) – 1975

  * To improve the nutrition and health status of children in the age group of 0-6 yrs.

  * To lay the foundations for proper psychological, physical and social development of the child.

  * To reduce the incidence of mortality, morbidity, malnutrition and school drop-outs.

  * To achieve effective coordination of policy and implementation amongst the various depts to promote child development.

  * To enhance the capability of the mother, through proper nutrition and health education and the normal health and nutritional needs of the child.

  * The scheme covers children below the age of 6 yrs, expectant & nursing mothers in the age gp of 15 – 44yrs who are poor.

  * Packages of services includes: supplementary nutrition, immunisation, health check-up, referral services, non-formal pre-school education and health & nutrition education to all women.

THE NATIONAL INSTITUTE OF COOPERATION AND CHILD DEVELOPMENT (NIPCCD) – 1966

Main functions are:

  * Research and evaluation studies in public cooperation, women and child development.

  * Training of govt & voluntary sector personnel engaged in social devt of women & children.

  * Dissemination of information pertaining to women & child devt and public cooperation through documentation & publications.

  * Technical advice and consultancy to Central & State Govts in promotion and implementation of policies and progms for women & child devt.

  * Liaison with international and regional agencies, research institutions, universities and technical bodies engaged in activities.

WOMEN WELFARE PROGRAMMES

LEGAL PROVISIONS:

  * The Pre-natal Diagnostic Techniques (Regulation and Prevention of Misuse) Act 1994.

  * The Equal Remuneration Act 1976.

  * The Hindu marriage Act 1955 & The Special Marriage Act1956.

  * The Dowry Prohibition Act 1961.

  * The Maternity Benefit Act 1961.

  * DEPARTMENT OF WOMEN & CHILD DEVT

  * Hostels for working women.

  * Employment and income generating production progm – 1982-83.

  * Short stay homes for women and girls.

  * Support to training and employment progm for women.

  * National Commission on women.

  * Ministry of Women and Child Development

The Department of Women and Child Development was set up in the year 1985 as a part of the Ministry of Human Resource Development to give the much needed impetus to the holistic development of women and children. With effect from 30.01.2006, the Department has been upgraded to a Ministry under the independent charge of Smt. Renuka

Chowdhury, (Now it is Smt. Mirakumar) Minister of State for Women and Child Development.

Mandate:

The broad mandate of the Ministry is to have holistic development of Women and Children. As a nodal Ministry for the advancement of women and children, the Ministry formulates plans, policies and programs; enacts/ amends legislation, guides and coordinates the efforts of both governmental and non-governmental organizations working in the field of Women and Child Development. Besides, playing its nodal role, the Ministry implements certain innovative programs for women and children. These programs cover welfare and support services, training for employment and income generation, awareness generation and gender sensitization. These programs play a supplementary and complementary role to the other general developmental programs in the sectors of health, education, rural development etc. All these efforts are directed to ensure that women are empowered both economically and socially and thus become equal partners in national development along with men.

Policy Initiatives:

For the holistic development of the child, the Ministry has been implementing the world's largest and most unique and outreach program of Integrated Child Development Services (ICDS)providing a package of services comprising supplementary nutrition, immunization, health check up and referral services, pre-school non-formal education. Ministry is also implementingSwayamsidha which is an integrated scheme for empowerment of women. There is effective coordination and monitoring of various sectoral programs. Most of the programs of the Ministry are run through non-governmental organizations. Efforts are made to have more effective involvement of NGOs. The major policy initiatives undertaken by the Ministry in the recent past include universalization of ICDS and Kishori Shakti Yojana, launching a nutrition program for adolescent girls, establishment of the Commission for protection of Child Rights and enactment of Protection of Women from Domestic Violence Act

Subjects allocated Ministry of Women and Child Development

Welfare of the family.

•Women and Child Welfare and Coordination of activities of other Ministries and Organization in connection with this subject.

•References from the United Nations Organizations relating to traffic in Women and Children

•Care of pre-school children including pre-primary education

•National Nutrition Policy, national Plan of Action for Nutrition and National Nutrition Mission.

•Charitable and religious endowments pertaining to subjects allocated to this Department

•Promotion and development of voluntary effort on the subjects allocated to this Department

Implementation of -

•Immoral Traffic in Women and Girl Act. 1956 (as amended up to 1986) .

•The Indecent Representation of Women (Prevention) Act, 1986 (60 of 1986).

•The Dowry Prohibition Act. 1961 (28 of 1961)

•The Commission of Sati (Prevention) Act, 1987 (3 of 1988), excluding the administration of criminal justice in regard to offences under these Acts.

•Implementation of the Infant Milk Substitutes, Feeding Bottles and Infant Food (Regulation of Production, Supply and Distribution) Act, 1992 (41 of 1992).

•Coordination of activities of Cooperative for Assistance and Relief Everywhere (CARE)

•Planning, Research, Evaluation, Monitoring, Project Formulations, Statistics and Training relating to the welfare and development of women and children, including development of gender sensitive data base.

•United Nations Children's Fund (UNICEF)

•Central Social Welfare Board (CSWB)

•National Institute of Public Cooperation and Child Development (NIPCCD)

•Food and Nutrition Board

•Food and Nutrition Board (FNB)

(i)Development and popularization of subsidiary and protective foods.

(ii)Nutrition extension.

•Women's Empowerment and Gender Equity.

•National Commission for Women.

•Rashtriya Mahila Kosh (RMK)

•The Juvenile Justice (Care and Protection of Children) Act, 2000 (56 of 2000).

•Probation of Juvenile offenders.

•Issues relating to adoption, Central Adoption Resource Agency and Child Help Line (Child line.)

•The Children Act, 1960 (60 of 1960).

•The Child Marriage – Restraint Act, 1929 (19 of 1929)

HEALTH AND FAMILY WELFARE

National surveillance Progm for Communicable Diseases – 1997-98.

National Anti Malaria Programme.

AIDS Control Programme.

National TB Control Programme.

Active Programme for Control of Blindness – 2002-07.

National Cancer Control Programme.

National Mental Health Programme – 1982.

Prohibition of smoking in public places.

Prohibition of advertisement of cigarette and other tobacco products.

Prohibition of sale of cigarette and other tobacco products to a person below the age of 18 yrs.

WELFARE OF SCHEDULED CASTES, SCHEDULED TRIBES AND OTHER BACKWARD CLASSES

I.Welfare of Scheduled Castes and Scheduled Tribes

Introduction

India is a welfare State, committed to the welfare and development of its people and of vulnerable sections in particular. The preamble, Directive Principles of State Policy, Fundamental Rights and specific sections, viz., Articles 38, 39 and 46 in the Constitution of India, stand testimony to the commitment of the State to its people.

Socially disadvantaged groups of Scheduled Castes/ Scheduled Tribes have received special focus over the years for their social and economic advancement. Government has taken several steps for framing appropriate policies needed to design and implement various welfare programmes for achieving the objective of creating favourable environment to ensure speedy socio economic development of SCs/ STs. For the well being of these communities, special target-oriented programmes are being implemented by earmarking funds, providing subsidies, offering reservations in employment and educational institutions etc.

According to the 1991 Census, the population of Scheduled Castes in Tamil Nadu was 107.12 lakhs, constituting 19.18% of the total population. The Scheduled Tribes numbering 5.74 lakhs constitute 1.03% of the total population. The major ameliorative activities for these communities are grouped as educational development, economic development, housing and other schemes, Special Component Plan and

Tribal Sub Plan. The implementation of the Special Component Plan (SCP) for Scheduled Castes and the Tribal Sub Plan (TSP) for Scheduled Tribes has received special attention since their inception, as these programmes are effective instruments to ensure proportionate flow of funds for SCs and

STs from other general development sectors.

Review of Ninth Five Year Plan

The main objective of the Ninth Plan was to intensify the efforts to bridge the gap between Scheduled Castes / Scheduled Tribes and the rest of the population. An outlay of Rs. 775 crores was provided for the Ninth Plan and the anticipated expenditure during the period is Rs. 621.39 crores.Group-headwise outlay and anticipated expenditure during Ninth plan period are indicated below

Financial

*** - expenditure. for the new schemes is included in the ongoing schemes.

Physical

The physical achievement in respect of major schemes during the

Ninth plan period is given below:

Sl.No. | |

Item | No. of

|

---|---|---|---|---

|  | |

Beneficiaries

|

Education | |

1. | Prematric scholarship

|

|

i) | Government of India | 174357 students

|

ii) | State | 4582011 students

2. | Postmatric scholarship

|

|

i) | Government of India | 899093 students

|

ii) | State | 76373 students

3. | Free education (degree course) | 62463 students

4. | Loan Scholarship | 42281 students

5. | Upgradation of schools

|

|

i) | Primary to middle | 115 schools

|

ii) | Middle to High | 18 schools

|

iii) | High to Higher Secondary | 21 schools

6. | Opening of GTR schools | 10 schools

7. | Opening of | new hostels | 107 hostels

8. | Construction of new hostels | 111 hostels

9. | Special incentive schemes

|

|

i) | Girl students studying in III-V Stds. | 290918

|

ii) | Girl students entering VI Std., | 175818

|

CM's merit award | 21080

|

Economic Development

|

1. | Distribution of milch animals | 11239

2. | Distribution of plough bulls | 1905

3. | Technically trained persons | 5082

Sl.No. | Item | No. of

|  | Beneficiaries

|

Housing and other schemes

|

1. | Distribution of free house site pattas | 268359

2. | Construction of houses under Rural Housing | 166005

|

scheme

|

3. | Drinking water | 12387 habitations

4. | Construction of community halls | 25 Halls

5. | Primitive Tribes | 1911

6. | Dispersed tribes | 1851

Education

Literacy status is one of the key indicators of socio-economicdevelopment and the relative employment opportunities largely depend on the level of education. At present 1017 ADW schools and 247 Tribal Residential Schools are run mainly for the benefit of these communities. Totally 2,23,762 Children are studying in AD schools and 38,656 children in Tribal Residential Schools. Out of 1017 ADW schools, 29 schools are still in rented buildings and out of 247 GTR schools, 37 are in rented buildings. Though nearly 70% of the total allocation has been spent on educational development, the literacy level of the Scheduled Castes (46.74%) and

Scheduled Tribes (27.89%) was less than the overall literacy level

(62.66%). The difference in female literacy level (for SC 34.81% and for Tribals 20.23%) is still more pronounced. The pass percentage in X and XII

Stds in AD Welfare schools was 57% and 73% in 1997-98 and during

2000-01 it was 54% and 59% respectively. Hence major thrust was laid on educational schemes and specific measures were taken to improve the quality of education in AD and Tribal schools. Special coaching was given to the entire X and XII Std students, special guides were prepared and distributed to them so that they could perform well in the public examination. Special training was imparted through the Department of

Teachers Education Research and Training (DTERT) to the teachers working in Adi Dravidar and Tribal schools by using modern methods of teaching and new techniques. Secondary grade teachers training programme was started since 1997-98 in 17 DIET centres exclusively for

Adi-dravidars and Tribals. So far, 850 students including 85 tribal students had undergone training and the first batch completed two years course in

1999.

Besides sanction of regular educational concessions, the other measures taken include strengthening of infrastructural facilities like construction of school buildings, additional classrooms, laboratory buildings, provision of lab equipments, computers, furniture and play materials, upgradation of schools at all levels, opening of residential schools, construction of vocational training centres, provision of basic amenities like toilets, drinking water etc. So far 92 high/higher secondary ADW schools and 11 GTR high/higher secondary schools were provided with computer facilities. Computer education was introduced in 87 high / higher secondary schools and computer training was imparted to the teachers in high and higher secondary schools. With a view to ensuring

100% enrolment and reducing the dropout rates among girls, an incentive of Rs. 500/- at the rate of Rs. 50/- per month for 10 months for 60,000 girl students studying in III to V was provided in the educationally backward districts. Similarly to encourage their continuous schooling, an incentive of

Rs. 1000/- at the rate of Rs. 100/- p.m. was provided to 30,000 girls entering VI Std., in the entire State. In order to encourage girl students for pursuing higher studies, free bicycles were provided to all SCs/ STs/ SC converts studying in XI and XII standards in Government/aided schools. Free education programme upto post graduation level for SC/ ST girl students was introduced.

Hostels

There are 1076 hostels for SCs with a total strength of 77,509 boarders and 26 hostels for tribals with a strength of 1271 boarders run by this Department. Out of 1076 hostels, 502 hostels are in Government

Buildings and the remaining 574 hostels are in rented buildings. Out of these hostels, one at Dindigul and another at Ambur are exclusively intended for children whose parents are engaged in unclean occupation. Besides the Government hostels for Adi-dravidar and Tribals, a grant of Rs.150/- per month per student was provided to 4316 students in 43 subsidised private hostels. 107 new school /college hostels were opened and 111 SC/ ST hostels were constructed. The income limit of the parents for admission to hostels was increased from Rs. 15,000/- to Rs. 50,000/- from the year1997-98. The rate of food charges for colleges / ITI / Schools was enhanced from Rs. 202.50/ Rs. 197.50/ Rs. 180 per month per boarder to Rs. 400/- for college and ITI hostels and Rs. 300/- for AD and

Tribal residential schools. The basic infrastructural facilities viz., LPG connection, wet grinders, furniture, play materials, library facilities, TV sets for college/ ITI hostels were provided in a phased manner.

Economic Development

In the field of economic development, financial assistance was offered to these communities from TAHDCO for undertaking economic activities viz., distribution of plough bulls, milch animals and starting of petty trades. During1998-99, the scheme of free supply of tools and appliances was modified as `Kalvi Kudumba Thittam'. Under this scheme, family as a unit of development is recognised and poor SC/ ST family having a member with a degree or diploma holder is assisted for self-employment. Existing training institutions were strengthened. Several innovative training programmes in fashion technology, plastic processing, executive secretary, footwear technology, drivers training etc., were also conducted and placement was tied up with reputed institutions. Special coaching facilities for the SC / ST candidates were extended through Pre-examination centre to enable them to appear for civil service competitive examinations to get employment in State/ Central Government offices and public sector undertakings. Special short term coaching was given to SC/ ST candidates through Directorate of Employment and Training to appear for professional course entrance examination under Centrally Sponsored Scheme on 50:50

basis. Coaching classes were conducted for 21 days in 29 centres for 1200 candidates per year in the State.

Housing and other activities

Regarding Housing, distribution of free house site pattas, construction of houses for poor Adi-dravidars and Tribals and provision of infrastructural facilities to SC/ ST habitations were the prime priority areas in the Ninth Plan. Nearly 2.59 lakh house-site pattas were issued and 1.38 lakh houses were constructed. Supply of protected drinking water facilities was provided in 12,387 SC/ ST habitations. 25 community halls were constructed. Provision of burial ground and pathways to burial ground, drinking water facilities, electricity facilities, etc. were also implemented. Mobile dispensaries and medical camps were organized to attend to the general and specific health problems of the tribal communities, since tribal habitations are located in isolated hill and forest areas. Direct programmes for the welfare and development of primitive tribes and dispersed tribes were launched through an integrated action plan incorporating supply of safe drinking water, food and nutrition security, health coverage, educational facilities, housing etc.

Tenth Five Year Plan

The approach in the Tenth Plan will be towards educational, economic and social advancement of SCs and STs. The main aim will be to improve the standard of living, reducing the incidence of poverty and improving employment and income earning opportunities of poor families, educated youth and increasing their entrepreneurial capacity.

The objectives and strategies in the areas of Education, Economic Development and Housing & other activities are as follows:

Education

The objectives for educational advancement of SCs and STs include improving the literacy rate, female literacy rate, universal education, improving the educational status, increasing the enrolment rate, reducing dropout rate, repetition and retention rate at all levels, improving the pass percentage in X and XII Stds., improving the performance in competitive examinations, improving the quality of teaching and encouraging the integration of ST with the rest of the society. The strategies for achieving these objectives include equipping all the schools/ hostels with necessary infrastructural facilities, providing basic amenities to all schools, opening of new ADW/ GTR schools/ hostels, upgradation of schools, special coaching, educational concessions, increasing the coverage under provision of incentives to girl students etc. The thrust will be on the larger involvement of the community through active participation of the parent-teacher associations, local bodies, activists/ volunteers and NGOs, strengthening of formation and functioning of PTAs, imparting training to school students after completion of schooling and absorbing them as teachers for primary sections, constitution ofschool-management committees to supervise the improvement of school infrastructure, creating better teaching-learning atmosphere and monitoring the quality of education. For achieving universal education, the facilities provided under DPEP and Sarva Sikhsha Abeyan Programmes will be utilised for strengthening school / hostel infrastructure. They include construction of additional class rooms, labs, provision of lab equipments, better teaching learning materials, play grounds, sports materials, provision of water facilities, sanitary facilities and upgrading of schools wherever possible. For the promotion of tribal education, special emphasis will be laid on opening of more number of GTR schools, enhancing grants to ashram school, establishing vocational training institutes, stepping up of community participation in education, establishing close relationship with the tribes, opening of non formal education and evening schools in tribal areas.

Economic Development

The objectives will be to reduce the percentage of SC/ ST families living below poverty line to less than 10% and to raise the economic status of this segment of the population. The strategies will be towards mobilising and organising the poor SC and ST families in Self- Help Groups (SHGs), creating awareness on literacy and health care, improving the capacity and ability of poor people to manage risks, promoting self reliance and thrift, supporting them to form micro- enterprises in wide range of key activities by giving support in infrastructure, forward and backward linkages and other assistance for improvement in the income generating capacity of SC and ST families living below poverty line, improving the skills of SCs/ STs by providing training, and identification of appropriate institutions and activities, imparting wide range captive job-oriented vocational training to the educated unemployed youth, providing linkages for job placement or self-employmentthrough EDP, promoting income generating capacities in industry/ secondary sector and service sector thereby providing mobility from low income areas of primary sector to high income areas of secondary and services sector, imparting entrepreneurial skills and giving financial and non-financial support to the SCs/ STs to start small and medium scale enterprises in industrial and service sectors.

Housing and other activities

The main objectives will be to fulfil the housing needs of these communities and to reduce the gap in the provision of basic amenities between Scheduled Caste habitations, to improve the health and nutritional status of Scheduled Castes/ Scheduled Tribes population, to recognise the tribal forest rights, especially the ownership of minor forest produce, to prevent/ prohibit land alienation of tribal lands for which rules and regulations will be strictly followed while transferring the tribal lands to non tribals. The strategies will include assignment of house site pattas, construction of houses, provision of basic amenities like drinking water, link roads, electricity, street lights to the SC/ ST habitations and provision of burial ground and pathways to burial ground to all the adi-dravidar habitations. The other activities include strengthening of ICDS scheme to the lactating women to meet the health and nutritional needs, creating

PROMOTION OF SELF-HELP GROUPS.

SELF HELP GROUP Programme

Introduction:

A Self Help Group is a group of 10-20 women or men who work for the capacity building of themselves.

The goal of Self help groups (SHG) is to become effective agents of change. They serve as a platform to establish the banking with the poor which is reliable, accountable and a profitable business.SHG also enables livelihood opportunities for village women throughmicro–credit with the existing banks in the area.

Objective:

•To enable the poor and marginalized to have access to micro-credit with bank linkages via enterprising Self Help Groups.

•To promote the concept of SHGs by sensitizing bankers, the Government and NGOs

•And generally raising awareness.

In year 1994, Lead and Resource centre CORD Sidhbari initiated the concept of the Self Help Group. The basic philosophy of CORD was responsible for the formation and strengthening of Self Help Groups. CORD believes that "if the women have money in their hands" it "leads to better and [more] dignified lives". SHG promotes self reliance by generating its own funds, rather than remaining in the vicious cycle of debt.

In 1999 NABARD (National Bank for Agriculture and Rural Development) designated CORD as the "Mother NGO" for the Self Help Group and assigned tasks to help provide training at all levels for Northern States such as Himachal Pradesh, Punjab, Hariyana and Jammu &

Kashmir.

Currently CORD Sidhbari has formed and strenghtened1,470 Self Help Groups in 562 villages of District Kangra of Himachal Pradesh, which consists of more than 22,000 women members from poor and marginalized communities.. Of the total SHG savings and bank loan Rupees 23 crores in circulation (ie. approximately US $ 4.5 million) and Rs. 94,50,807 had been

invested by more than 13,000 members in different kinds of income generating activities through Community Based Livelihood programme inNon-Farm & Service Sector and Farm & Allied Sector. Rest of the loan has been utilized in home consumption, social investments like education, marriage, infrastructurebuilding like toilets or house, etc.

CORD has also initiated Self Help Groups in Orissa & Tamilnadu with its comprehensive integrated rural development centres. In Orissa, CORD Deuladiha has 43 SHGs and CORD Lathikata has 81 SHGs and CORD Gajpati has recently started forming a few SHGs. In Tamilnadu, CORD

ThamraipakkamSwami KevalanandahaswithformedSHG members58 SHGs and CORD at Siruvani has 4 SHGs.

Major activities at the Centre Level:

•The Centre conducts training on SHG for bankers, government functionaries, SHG members and NGOs.

•SHGs are extremely important for the conducting of training programmes for Self Help Groups and also the formation of SHGs' working procedures, rules & regulations, etc.

•Group dynamics are enhanced as well as the operational management of SHGs.

•Workers' skills are upgraded through intra-departmental meetings and different training programmes

•On Field Reporting Day there is monitoring and evaluation of the new and old groups' bank linkages, group loans, personal loans, and CBL loans. There are also discussions about defaulters' cases. (

•At the Centre networking is done connecting banks, blocks, state departments) (BLBC), and district level meetings.

•Organizing phase-wise quiz programmes and competitions between SHGs on health, disability, livelihood, the Panchayat, Participatory Natural Resources Management, andmicro-credit in order to motivate workers and achieve more positive results.

•CBL (Community Based Livelihood) gives input to SHG trainees at the Resource Centre from within and outside the states.

•There is a monthly SHG Day for upgrading and capacity building of SHG leaders and members in various fields.

Activities at the Field Level:

•Monthly meetings of SHGs

•Formation of new Self Helps Groups

•Motivation for saving and credit

•Nurturing Self Help Groups

•Providing guidance, support and instruction for better book keeping and bank linkages

•Distribution of all types of loans under the guidance and leadership of CORD field workers

•Mobilizing and networking with community groups, especially those that involve the youth and Panchayats, to strengthen and enhance participation and also inter-linkages

•Motivating SHG members to participate in Community Based Livelihood (CBL) and facilitating loans through banks

•Networking with village level groups, such as Mahila Mandals, the Panchayat, Yuva Mandals, etc.

•Visits of various stakeholders to groups to share about the knowledge and potential of Self Help Groups and therefore to encourage future participation with the SHGs and to raise awareness

•Assisting stakeholders in order to build the dynamic and democratic process of SHGs

•Upgrading SHGs from a micro-credit accessibility to a social responsibility by encouraging active participation in other larger village organizations such as the Mahila Mandals

Process in SHG Programme:

•There must be awareness building in the community about the importance and role of Self Help Groups

•Formation of Self Help Groups and imparting of training to group members and leaders

•Fixing the savings amount with members' participation

•Formation of rules and regulations by facilitating the participation of all of the members

•Motivating groups for inter- loaning

•Fixing an amount for the rate of interest as per the general consensus of the SHG members

•Motivating members to take

loans for essential needs and then for CBL activities

•There should be regular monitoring and evaluation of the groups. After six months to one year the SHG will be prepared for bank linkage. There should also be an assessment of the group's maturity.

•Formation of BPL groups and linking them with different government schemes and programs

•Making the SHGs self-reliant in book-keeping and banking work.

•Regular interaction of group members with bankers, NABARD officials, and other stakeholders through visits to groups.

•Participation of group members in different workshops and melas organized by NGOs and banks.

•Motivating the group's members in different workshops and melas organized by NGOs and banks.

•Motivating the group's members to use loans for community based livelihood (CBL) activities.

•Assisting the groups to ensure 100% repayment of loans, within the group and to the banks.

•Helping individuals within groups requiring larger loans after the initial bank linkages to access individual loans through SHGs and CORD sponsorship.

•Mobilizing the capacity of group members to take responsibility for the various issues affecting their lives.

•Ensuring SHG's members' linkage and membership with the nodal body of women in the village- the Mahila Mandals.

We regularly Monitor and Evaluate the SHG's in participatory process with the SHG members on following major parameters:

1.Record Keeping Capacity.

2.Group's Internal Democracy.

3.Group Saving and Loan Return

4.Member's Loan Taking Capacity.

5.Income Generation activities and Group

6.Demand for training & their participations

Administrative Arrangement for Social Welfare in Tamilnadu

(Social Welfare provisions based on the Policy Note Govt of Tamilnadu)

Women's Welfare

Marriage Assistance Programs

1.Moovalur Ramamirtham Ammaiyar Ninaivu Thirumana Nidhi Uthavi Thittam (Rs10000-income-10Std)

2.Dr. Dharmambal Ammaiyar Ninaivu Vithavai Marumana Nidhi Uthavi Thittam (Rs.7000)

3.Anjugam Ammaiyar Ninaivu Kalappu Thirumana Nidhi Uthavi Thittam (Rs.20000)

4.Marriage Assistance for Daughters of Poor Widows (Rs.5000 –income)

5.Marriage Assistance to Orphan Girls (Rs.5000 –income)

Dr. Muthulakhsmi Reddy Ninaivu Mahapperu Nidhi Uthavi Thittam (Rs.500+500)

Institutional Care

1.Service Homes (6 nos. 1.Tambaram 2.Cuddalore 3.Salem 4.Karaikudi 5.Tanjore 6.Tirunelveli)

2.Working Women's Hostels (8nos. 1.Chennai [2] 2.Cuddalore 3. Madurai 4. Trichy 5. Hosur 6. Pudukottai 7,Tuticorin)

Partnership with Non-Governmental Organizations

1.Service Homes [Kasturibai Sevashram, Gandhigram. Stree Seva Mandir, Chennai]

2.Grants for Construction of Working Women's Hostel [63 Hostels]

Other Schemes for Women

1.Guidance Bureau

2.Mahalir Mandrams [11520 mandrams]

3.Free Supply of Sewing Machines

4.Free Supply of Text Books and Note Books for the Children of Poor Widows

TAMILNADU SOCIAL WELFARE BOARD

1.Crèches for the Children of Working and Ailing Mothers [217 nos.]

2.Grants to NGO's Working in Rural Areas

3.Family Counseling Centers

Tamil Nadu Commission for Women

Tamil Nadu Corporation for Development of Women Limited.

1.Mahalir Thittam [315054 members]

2.Muttram Tamil Monthly Magazine.

Women Recreation Centers

Vocational Training Programs [VTP -NORAD—STEP]

Enterpreneurship Development [EDP] Program for Women

Child Welfare

Puratchi Thalaivar MGR Nutritious Meal Program [Rural 37748 Centers; 6002690 Beneficiaries Urban 2059 Centers; 461267 Beneficiaries]

Integrated Child Development Scheme [10477 Centers313122 Children; 133790 Mothers & OAP;448912]

Tamil Nadu Integrated Nutrition Project [18526 Centers 581623 Children; 80455 Mothers & OAP; 662078]

Adolescent Girls Program

Pre-School Program

Children in Need of Care and Protection

1.Institutional Care [25 Orphanages;5500 Children]

2.Home for the Babies. Salem [Japanese Aid]

3.Free Supply of Uniforms to School Children

Tamil Nadu Govt. Welfare Scheme for the Girl Child [Mothers with 2 girl children, if undergo sterilization get a deposit of Rs.1500 for each child]

Adoption Services

NGO Partnership for the Welfare of Children

Karunai Illams [43 Illams-1438 Children]

Government Rehabiltation Homes [Leprosy] [10 nos.1 Paranur, Chengalpattu 2. Ulundurpet,South Arcot

4. Bargur,Dharmapuri 4. Pudukkotai, 5.Vinnapalli, Periyar 6. Manaeripatti,Tanjore 7. Pudupatti, Madurai

8. Mallavadi, North Arcot 9. Selliampatti, Dharmapuri 10. Deivakurichi, Salem]

Government Care Camp [Beggars] Melappakkam, Chennai

Rehabiltation of the Disabled

Special Education of the Disabled

1.School for the Visually Disabled [Govt*.11-Aided.11 –Unaided 25 Total 47] *1.Coimbatore 2.Cuddalore 3.Madurai 4. Dharmapuri 5. Nagerkoil 6. Poonamalle 7. Pudukottai 8. Salem 9. Sivagangai 10. Tanjore 11. Trichy

2.School for the Speech and Hearing Disabled [Govt*.12 - .Aided. 19 –Unaided.39-Total 70] * 1.Cuddalore

Erode. 3.Dharmapuri 4. Kancheepuram 5.Chennai 6. Uthagamandalam 7.Pudukottai 8.Salem 9. Tanjore 10.Virudunagar

3.School for the Mentally Retarded [Govt*. 1.-Aided 13 –Unaided 33 –Total 47] *Chennai

4.School for the severely Locomotor Disabled [Govt*1 –Aided 13 –Unaided 36-Total 50] *Madurai

5.School for the Leprosy Cured

6.Scholarship to the Disabled

7.Scribe Assistance to Visually Disabled Students

8.Government Regional Braille Press, Poonamlle

9.Training to the Teachers of the Special Schools

10.Training to the Disabled Persons, Guindy

11.Modern Production Workshop, Guindy

12.Govt. Rehabilitation Home with Sheltered Workshop for the Blind Women, Poonamallee

13.Placement of Trained Visually /Speech & Hearing Disabled as Special Apprentices

14.Reservation of the Disabled

15.Unemployment Allowance for the Unemployed Visually Disabled

16.Self –employment Program

17.Free supply of Aids and Appliances to the Disabled [Tricycles,Wheel Chairs, Hearing Aids, Goggles & Folding Sticks, Solar Batteries, Braille Watches, Bi-cycle with Choport foot]

18.Concessions to Normal Persons Marrying Visually Impaired [Rs.10000]

19.Concessions to Normal Persons Marrying Locomotor Disabled [Rs,5000]

20.Concessions to Normal Persons Marrying Speech and Hearing Impaired [Rs.5000]

21.Free Travel Concession to the Disabled in State owned Transport Corporation Buses

22.Maintenance Allowance to severely Disabled

23.Sheltered Homes for Adult Mentally Retarded Girls

24.Assistance to Physically Handicapped Law Graduates

25.Artificial Limb Sub-Center, Madurai

26.State Awards [Best Collector, Best Employer, Best Employee, Best Teacher, Best Social Worker, Best Institution, Best Doctor and Best Student

27.District Rehabilitation Centers

28.Operation Polio Program

29.Comprehensive Assessment Clinics

30.National Handicapped Finance and Development Corporation

31.State Co-ordination Committee

32.State Executive Committee

33.State Commissioner for Persons with Disabilities

Social Defense

Institutions Established Under Juvenile Justice Act.1986

1.Govt. Observation Homes [11 nos. 1. Chennai 2. Chengalpet, 3.Villupuram, 4. Trichy, 5. Tanjore, 6. Karaikudi, 7. Tirunelveli, 8. Erode, 9. Salem, 10. Dharmapuri, 11.Vellore.]

2.Observation Homes run by Non-Govt. Agencies [7 nos. 1. Chennaii, 2. Nagapattinam, 3. Dindgul, 4.Madurai 5. Virudunagar, 6. Tuticorin, 7. Coimbatore}

3.Govt. Special Homes for Boys and Girls. [Chennai, Kellys; Chengalpet]

4.Govt. Juvenile Homes for Boys [7] and Girls[1]. [8.nos.1. Chennai 2. Chengalpet, 3.Ranipet, 4.Cuddalore, 5. 6. Tanjore 6, Panchapalli, 7. Mallipudur, 8. Thattaparai]

5.Juvenile Homes run by NGO. [14 nos. 1. Chennai 9, 2. Madurai 2, 3. Coimbatore, 4. Dharmapuri, 5. Salem.

Juvenile Welfare Boards

Juvenile Courts

Vigilance / Protective Homes under Immoral Traffic [Prevention] Act.1956. [6 nos. 1.Chennai [2], 2. Madurai, 3.Trichy, 4. Salem, 5. Coimbatore.

Educational Training

Vocational Training

After Care Homes Juvenile Guidance Bureau Rehabilitation Programs

Scheme for Providing Night Shelter for the Street Children [Chennai12, Madurai 3, Salem 1, Villupuram 1, Vellore 1]

Crises Intervention Center for the Prevention of Child Abuse [ICCW, Shenoy Nagar, Chennai] Child Line [Phone 1098, 2 Centers]

Special Care Centers [2.nos]

Other Schemes for Children

1.Awarding Incentive Payments to the Inmates of Vocational Trades

2.Awarding Tools and Equipments to the Inmates Trained in Vocational Trades

3.Family Support Service Programs for Children's Welfare

4.Eradication of Juvenile Beggary

Drug Abuse Prevention

1.Awareness and Preventive Education Camps

2.Drug Awareness, Counseling and Assistance Centers

SOURCES FROM SLIDESHARE AS POWERPOINT PRESENTATION (LINK)

Voluntary organization

Tamil nadu socities reg act

Role-of-the-governing-board

The indian trusts act, 1882

Tamilnadu societies registration act 1975

Role of international voluntary organization

Reporting

Posdcorb

Directing

Office-bearers

Foreign contribution regulation act

Evaluation for social welfare service (2)

Duties and responsibilities of executive

Charity

Child welfare programme

Budgeting

Social welfare models

Social welfare administration 2

Social welfare administration (1)

Grants in-aid problems and procedures

Changing trends of voluntary organization

MORE SOURCES IN SCRIBD AS PDF AND WORD DOCUMENTS (LINK)

Social Welfare Administration. Administrative Arrangements for Social Welfare in India

Welfare of Scheduled Castes, Scheduled Tribes and Other Backward Classes

Social Welfare Administration Concept Nature and Scope

Organizing

Detail-Self Help Group Programme

Directing

Co Ordination

Social Welfare Administration

Requirements for Grant-In Aid

NGO Guidelines

Grand in Aid

CONTACT

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