Annual Report Details

5. Achievements
Subash Dhanesh, a student of class VII secured All India 4th position in UNESCO test with a record score of 90%.  The success rate in the said test and the UN test was cent percent.

Deepalaya Over view

No. of Beneficiaries in each class

Creche  –  533, Pre school – 6072, Non Formal Education – 2346, Remedial Education – 8291, Parent Teacher Meeting – 792, Adult Education  – 1031, Talent Development – 1442, National Open School  -164, Education Tour – 461, Formal Education Deepalaya School  – 772, Deepalaya Ramditti School  -169

Community Organisation Beneficiaries

Informal Groups  -1629, Formal groups – 2946, Registered groups – 35, Registered U/s 12A and 80G  – 18, Community building structure  – 24, Old age groups  – 23, Legal Education  – 85, Family Assistance – 1100, Community Revolving Fund  – 201, Bal Bhavishya Kosh – 300, Rupee-a-day scheme – 2180, Credit and Savings – 24

Community Training

Community  Development  – 42, Leadership  – 31, Self Evaluation – 15, CBO operational training – 21, Account keeping – 45

Health  Beneficiaries

Pre & Post Natal Care – 1028, Immunization – 6211, Dental Camp – 1053, Eye Camp – 2105, Health Educator – 178, Family Planning – 1632, AIDS Awareness – 4027, Deworming – 13853, Curative Care – 1411, Referrals – 198, Handicap Integration – 35, TB Referrals – 478,  Diarrhea Management – 804, Potable water – 2569, Sanitation Drive – 7271, Sanitation facility – 313, Growth monitoring & Medical checkup – 3561, Garbage Disposal – 16800, Individual water connection  – 850, Health training – 59, Linkages
Education

Income Generation Beneficiaries

Petty traders – 75, Micro Traders – 75, Production Units – 34, Self Employment – 64, Credit co-operative by women – 6, Small Business Development – 28

Vocational Training

Sewing – 298, Knitting – 30, Typing – 106, Shorthand – 4, Beauty Culture – 36,  Refrigeration & AC – 19

1. State Resource Centre Jamia Millia Islamia – Adult Edn.
2. DIET – Adult Edn
3. Bal Bhawan – Balwadi/REC/NFE
4. Nehru Bal Samiti
5. National School of Drama
6. National Open School
7. NCERT – Balwadi/NFE
8. Mobile Creche – Balwadi
9. Katha Khazana – NFE
10. Dept .of NCT of Delhi – EFA

Health

1. AIIMS – Community Extension Service Public Health
2. RP Centre for Ophthalmic Sciences – Eye care
3. Love & Care –
4. Cheshire Home – TB & Chest Diseases
5. Cancer Society of India – Cancer
6. Indian Medical Association – Public Health
7. VHAI(Voluntary Health Assn. of India) – Public Health
8. Christian Medical Centre – Diagnostics
9. Indian Chest Institute – Chest Diseases
10. Indian Red Cross Society – Community Health
11. NGO AIDS Cell, AIIMS – AIDS prevention
12. Delhi TB Association – TB
13. Marie Stoppes Clinics – Family Planning
14. Delhi Council for Child Welfare – Orthopedic Services
15. Malaria Research Centre – Malaria/Filaria Control
16. Delhi Common Wealth Child & Women Association) – Health Worker Training
17. MCD TB Centre – Diagnostics
18. Ranbaxy Community Health Care Society – Community Health Services
(Development Service)
19. Dept. of Health, MCD

Almanac 1995-1996

As the curtain rolled down for the financial year 1994-95, April-1995 heralded another year of progress and growth for Deepalaya.

A chronological recount of programmes and activities for the year 1995-96 is given below.
April 1995.

01 : 3 months Training Programme for Samiti functionaries in accounts,
04:  Sanitation drive in 34 slum clusters of South and West Delhi.
07:  Theatre Workshop on literacy programme.
17-20: Training of Social entrepreneurs on education techniques.  Dance Training Programme.
27 : Workshop on AIDS awareness and STD.  A six day workshop for drafting of Perspective Plan.
May 1995
19:  Mr. S. Reghunathan, Commissioner Cum Secretary (Education), Government of Delhi, flagged off the Total Literacy Project at Gole Kuan, Okhla Phase-I
27:  Annual reports and audited Financial statements submitted to Deepalaya school
30-31 Workshop on development of post literacy strategies for sustainable development organised by State Resource Center, Jamia.  First Aid Civil Defence training for 3 days at DPP. Theatre workshop organised for Deepam Group
July 1995
Celebration of World Population Day in collaboration with Family Planning Association of India.
August 1995
06: Maitree Shree.  An Annual meeting ground for the sponsored child and the sponsor parent.  A cultural show is presented this evening.  Mr. Alok Mehta Editor Hindustan Times, Padmashree Dr. Shovna Narayan an eminent Kathak artist were the prominent personalities present on this day.
07: Mr, Momin Khan won the first prize for excellence in entreprenuership
15: Independence Day celebrated at project locations.
19-20 The cultural talents of 100 children were presented to an august gathering at the Indira Gandhi Indoor Stadium emphasising the need to spread literacy.  5000 learners participated in the literacy meet from Deepalaya at Indira Gandhi Indoor Stadium
22: Deepalaya experience in Community Development was shared with students of Lady Shri Ram College by the Chief Executive.
23: A rare honour for Deepalaya was to spread the light of caring and sharing through the Satellite Network of Star Television.  Connecting across Continents this visibility provide a landmark on the Electronic Map of the world.
26: NGO Aids Cell collaborated with Deepalaya for AIDS awareness.
September 1995
08: Talk on the All India Radio by the Chief Executive and a programme officer on Literacy Mission on the National Literacy Day.  Prathibimb Communications had a feature carried on Television “Beech Behas Meinâ€Â on Deepalaya activities and programmes.
09: Deepalaya School Children provided an elegant evening to a distinguished gathering  of NGO Heads and Senior Executive attending the South Asian Fund Raising Workshop at Surajkund.
25-27 Workshop on leadership effectiveness conducted by Centre for Educational Management and Development.
28-29 Workshop on adoption organised by Voluntary Adoption Resource Agency.
Chief Executive attended forum 95 at Costa Rica
OCTOBER 1995
19: Appointment of the Architect to begin the construction of Deepalaya School Building exclusively envisaged for educating and training over 2500 children living in slums.
A one day workshop on Personality Development was organised for CBO members at Deepalaya PLAN Project.
A seminar on Education for all, Teachers training package on interactive instructions.
21: An evaluation report submitted of the phase-in-projects of West Delhi as also the Malviya Nagar clusters of South Delhi carried out by, Association for stimulating know how (ASK).
Workshops on Health awareness and Family Planning organised at Deepalaya PLAN project for 30 women.
November 1995
01: Admission in the National Open School recorded an increase of 30% totaling to 173 students in Secondary and Senior Secondary Courses.
03: The singing duo of Mrs. & Mr Carlier of France visited Deepalaya School.  They sang to children and children danced making it a cultural exchange
07: A feedback  session on the phase-in evaluation- Process Documentation.  The study conducted and report prepared by ASK was shared which enabled us to relook at the strengths and weaknesses of PCMR strategy.
10: Workshop on Community and Preventive Health care organised at Deepalaya PLAN  Project.

More children joined the special coaching in Classical Dance by renowned and famed artists like Dr. Shovna Narayan, Padmashree Raja and Radha Reddy and Mr. Valmiki Banerjee
14: Children Day celebrated in all the Project locations.
26: Another annual event Abhinaya-1995 was staged with renewed vigour in partnership with students from Kalka Public School, Cambridge school and Deepalaya School.  The main objective is to sensitize and integrate the two streams of students and develop understanding and mutual respect.
December  1995
01: World AIDS Day held in projects to campaign against AIDS awareness
06-08: Deepalaya is identified as the lead organisation in assisting DDA Slum Wings, MCD, UNDP, M.P forum to implement the sanitation project in old F-Block, Raghubir Nagar.
12: A project proposal under section 35AC of the income Tax  Act 1961 by the National Committee was approved for Rs.1,86 crore for collection.
Ms. Nalini Rajan visiting as the charge-de-mission (education) at Aid et Action was enthralled at the talent and the knowledge of school children.
25: 20 children were on board East West Airlines to enjoy a fantasy flight on the eve of Christmas.  This maiden flight for the children has provided a memorable life time experience.  This was also  covered by DD 2 News â€ÂAAJ TAKâ€Â.
Strategic planning for phase-out from Deepalaya  PLAN project and consensus on a work plan to achieve phase-out in the West Delhi cluster has been worked out for areas where Deepalaya association has been for more than 8 years.
Indian Express brought out 22 advertisements in their News paper giving the name and address of Deepalaya to receive woolen clothes for the poor and needy.
30 CBO Health workers attended one day workshop on First Aid treatment.
January 1996
05: Workshop organised for Literacy Instructors Training.  About 130 volunteers attended.
11: Deepalaya teachers attended a maiden teleconferencing session organised at Vishva Yuvak Kendra.
17: The children of Deepalaya school were once again in the lime light in a grand cultural show organised jointly by Deepalaya.  Australian Students, Jawaharlal Nehru University students, IIT, St.Stephans College and New Era Public School,  Presentation at IIC on Environment Campaign.
20: A Pulse Polio Camp was organised with the support of Delhi Government to eradicate Polio.
22: Deepalaya entered a new partnership with Spastic Society of Northern India to jointly ameliorate the silent sufferings of disabled children and their families.
26: Republic Day celebrations held in all the clusters of South Delhi, North West Delhi and West Delhi Projects.
January-Feb 1996: 11 day workshop for Senior Program staff for strategic planning of DPP Phase-out projects.
February 1996
01-7 An awareness campaign was organised with support from All India Women’s Conference in project locations to educate women on Oil Conservation Techniques.
02: Children from Deepalaya school attended the All India UNESCO Information Test and successfully passed.  The pride of test being the rare distinction of one of our students standing fourth in the All India Rankings.  This was a test of General Knowledge and awareness of local and International affairs.  Launched fund Raising for open heart surgery & kidney transplantation.  Helped three such cases to meet the treatment cost.
13 German Youths visited Sanjay Colony to study our projects as recommended by Gandhi Peace Foundation in an Education Exchange Programme.
26th February to 2nd March: Orientation course organised by National Institute of Public Co-operation and child Development.
March 1996
08: International Women’s Day celebrated in 8 locations with lecture on Women’s rights, quiz, film show, geet sabha and importance of women’s literacy.
10-15 National Integration Camps for Youth, three youths attended from Deepalaya.
17: Review meetings of Senior Executive of Deepalaya, looking ahead.
21: A cultural evening for the Prince of Wales Business Leaders Forum Workshop delegates by Deepalaya School children.

THE DEEPALAYA DEVELOPMENT PARADIGM

In consonance with the vision/mission of Deepalaya, in relation with Deepalaya Goals and in tune with the programme strategy, the operational activities by Deepalaya and Community are considered a medium to achieve the objectives and Goals.  The anticipated change from one status to the other as a process, is the Development Paradigm.  It is expressed in three consecutive triangles.

TRIANGLE -I
The first triangle in its intervention at the community level, on the three axis has the Deepalaya process of PCMR(Planning Cum Micro-Realisation) on one axis, the Social Entrepreneur as localised technical/professional or operational Manpower on the second axis and formation or formulation of the community based organisation (CBO) to sustain, monitor and carry on the process and provide the continuum, facilitated  by the crusader, who is the animator from Deepalaya.

The PCMR, by its own nature and content, as a process is to develop the mechanism to identify motivate, train and place the Social Entrepreneur in the Community.  Peoples participation, involvement and the decision making processes establish the community structure representative of various elements with in the community to provide them the Human Infra-structure, which is absolutely essential for sustaining the collective interest and well being of the community.

Once the elements of the first triangle are in place and the PCMR phase in progressing, culminating in a Development Plan, cooperational plan, budgets and all related Objectives, Goals, etc. asset by the community, for the given cluster/locality, the programme implementation begins on a larger scale compared to the PCMR phase during which MicroRealisation of programme only are under taken.

TRIANGLE -II
The seconds phase elevates the crusader from the level of a trould  give evidence to the efforts unleashed in the first and second phase/triangle.  By this time CBO’s should have been well established, with its own norms, procedures, control mechanism, decision making capabilities resulting in self-rule.

The crusader in the meantime should either be able to establish himself/herself independently as an advisor, rather continue as a manager.  The Social Entrepreneur would have developed faculties to address most of the issues affecting the community in a professional manner with the help of external linkages,

The Community in the mean time should enter the path of Self-Reliance making external assistance almost, redundant Community Revolving fund is a clear Indicator for success.  Simultaneously the community as a collective or as individual in groups become capable of resisting all trends and kinds of exploitation, both physical and intellectual.

The Development Paradigm thus completes its cycle over the period of a decade, when Deepalaya intervention is no more required and the community begin to acquire quality of life on its own and become sustainable from all points of view, i.e. cultural, social, economic, moral. religious, and political.  A new world order at the micro which when spiralised can lead to micro and macro levels of world order and view.

Planning cum Micro- Realisation (P.C.M.R)

What is Planning cum Micro Realisation (P.C.M.R) :

Planning cum Micro Realisation (P.C.M.R) is a process oriented participatory Planning cum Micro-realisation exercise designed as the first phase towards launching an Integrated Development project.  P.C.M.R. is experimented   through programmes of micro-realisation in order to make the process practical and approach pragmatic.  P.C.M.R. as such is initially without any content or form, and not time bound but it takes its own shape and organizes  its own time frame as it moves.  The evolution of the phase  revolves around the activities generated though the initiation of the dialogue, which leads to actions of various nature as a result of people’s participation and involvement.

How Does It Take Place:

To begin with P.C.M.R is initiated between community and project organisers, on the one hand and later between community among themselves on the other hand.  This dialogue could develop into action programmes in the area of social, economic, cultural, organisational and other relevant fields of possible community involvement, depending on factors such as local potential and feasibility.

P.C.M.R., designed as the first phase of an Integrated Development approach, is the outcome of feedback of many years of experience in implementing development programmes of various kinds and nature.  It is the outcome of a learning process and is not absolute in any way and no attempt is made to define it.  As the people’s participation, involvement and action are the determinants, the content, from and time frame, or  for that matter everything, emanates from the people’s collective activity.  The P.C.M.R. cannot have any predetermined targets or any rigid objective to achieve initially.  Infact, the objectives of the possible project, as an outcome of P.C.M.R would be developed through the process of dialogue at the community level, their participation and decision making.  Similarly, the programme, the target, the budget and all other features of a project, should automatically evolve as a result of the interactive involvement of the community. There should be no preconceived notion about the programme, except that the approach is in favour of the development of the community.  Whether the development will be through an Integrated approach or through any single line activity in the field of social or economic or other areas of community involvement, it should be the natural consequences of such a mutual and creative communication.

What Are The Outcomes Of P.C.M.R:

Planning Cum Micro Realisation, when carefully implemented generates lot of ideas and evolves a large number of opportunities for development action. No area of human activity is out of its scope.

1. Organisation Of Community For Decision Making:

P.C.M.R should begin with the organisation of community as the central activity which results in the formation of community associations.  It will depend on the localisation whether this community structure would take the shape of a Gramsabha (Village Assembly) or Mahila mandal (women’s Organisation) or Youth Forum or result in evolution of a programme like a Library, Sports Club or prayer Groups or any other forum which not only bring people together but also initiate a genuine effort in collective planning and individual action in the collective structure.

The development of the Organisational Community frame work or the human infra-structure is crucial and a basic pre-requisite to any organised action for collective good of the community.  Hence great emphasis is given for creating opportunity for dialogue, and intellectual sharing among people which can precipitate reflection and action leading to Praxis. The organisational community structure of people can be better sustained when the organisation results in an activity, or the activity in turn promotes better organisation.  Hence community organisation, creation of ‘people structures, decision making by the people in structures and the formulation of  an activity or programmes, shall become a medium or a means for strengthening the structure. Hence  Organisational work and establishment of  community structures are mutually supportive, effective and complimentary.

Going further into details, the dialogue needs to be developed between:

a) Project Organiser and Community
b) Target community and others in the area
c) Among the target community
 1. Between Adults
 2. Between Adults and Youth
 3. Among Men for specific interest
 4. Among Women for specific interest
 5. Among Youth for specific interest

The above combination of dialogues and interaction may result in the identification of a largenumber of action programmes or events which would need planning for its implementation. The process of micro-realisation, when subjected to constant review will provide feedback that the planning is in proper direction or not.

Examples of some of the events as outcome of such dialogue are:
Formation of :

a) Basti/Gramsabha (Slum/Village Assembly)
b) Mahila Mandal (Women’s Forum)
c) Youth Forum
d) Petty traders Forum
e) Artisans Group
f) Cluster groups
g) Bhajan Mandals/cultural forum, sports club etc.
The above and similar forums can result in various activities such as:

1) Monthly or  Fortnightly  routine meetings at basti/village or group level
2) Mother and child welfare programmes.
3) Thrift and Credit Schemes.
4) Sports meet
5) Artisans Day
6) Basti/Village Library
7) Study visits to a Factory or Artisan Centre
8) Training programmes of various kinds
9) Picnic
10) Study Tour/exposure visits etc.

Such activities as above are not likely to demand high budget and may be managed at people’s level without external assistance. This approach not only gives opportunity for self-reliance from day one but also strengthens people’s organisation and help them to test or evaluate the strength of the organisation and the interest or stake of the individual through similar and repeated activities.

During the above dialogue, organisation and activity, the different parties involved namely community people, project  organisers  and other s like Government, Bank, Panchayat  etc.,
obtain an opportunity to understand each other and  judge the interest of each other as well as gauge the capacity of different involved entities. This will help to avoid misunderstanding of certain nature which can arise between  people and project organisers, and form a basis for understanding  each other’ roles and responsibilities for future activities.

2. Study Of Problems/Issues:

During this phase, there is great scope to study the problems or identify the issues  faced by the community as a whole or a section of the community.  Few problems or issues, which may be studied  can be related to:

a) Land – ownership and related issues.
b) Means of Production – ownership and utilisation
c) Trade – input supply – products – market mechanism.
d) Labour, related issues.
f) Service Infra-structure-adequacy and accessibility.

The  above are few examples of basic areas where issues are present as one is planning a development programme to be implemented for improving the quality of life. It is essential that our  understanding is  proper of major basic issues which affect the normal lives of people. Without tackling the above, which are root causes of poverty and deprivation programmes planned for developing weaker sections will be of no avail. Lack of understanding of the role of middlemen and exploiters, and the nature of their operation may lead to negative results as we implement development programmes. Such a situation will be much more harmful to the target group and may turn out to be more useful to the exploiting group.  Such planning and implementation may bring forth unintended results, not useful to the beneficiary group.

The approach or strategy adopted and the means used for tacking the issues will depend on the organisational strength of the people as to resist the temptations of the exploiter, and their determination to stand united firm and even willing to suffer for an extended period of time.  It is possible that the organised group, when exposed to the realities of the  issues, may become overcharged with emotions.  They may have to be motivated to offer  peaceful resistance and to stand united and fight for justice.  Here again the action programmes identified for tacking the issues will depend on local factors and the planning will have to be adapted to local context.

3. The Process Of Planning:

The need for development of poor communities is not disputed, but what kind of development and how to implement it, is only debatable.  Hence during the P.C.M.R. phase, there is a simultaneous action needed for planning for development along with organisation of community.

The planning process in the P.C.M.R phase is so evolved that planning is done by the people with their direct participation and without any undue haste.

During the planning process the following aspects are to be considered:

a) Programme identification
b) Techno-economic appraisal
c) Resource inventory
d) Micro-realisation of the programme.

The identification of the programme should be the natural choice of the community after sufficient dialogue /interaction and should be within their financial, intellectual and managerial capacity as partners in implementation. Assistance needed for techno-economic appraisal should be easily available and this factor should not stop people from proceeding further.

An understanding of the need for resources and its availability is a must. In this regard, micro-realisation of resources through own means may be attempted during this phase.  For example  an attempt to obtain assistance from the various Government welfare schemes can be made. This will not only bring  home the implications of procedural matters for obtaining such assistance,  but will also enable the people to assess to what extent such resources can  be relied upon for all practical purposes.

During the planning process, efforts should be made to help the community to rely on people’s resources as much as possible.  This will avoid the tendency of over dependence on others.  This will also give the community a training to manage  their own resources first and implement, even though small, a programme by themselves.  This opportunity will also enable them to observe each other, in power and leadership, understand each other in their honesty, operational efficiency, objectivity etc., judge the feasibility and viability of programmes, natural consequences of their efforts and related matters of implementation and management.

The planning process, as evolved naturally should lead to a choice of  programmes, which may be in any field of activity.  For example the programme need not be of any economic consequence.  It can be simply social or even religious.  At times, it can take the course of a struggle for obtaining a legitimate right. Hence the planning should touch upon the basic issues which affect the life of the people and the education process in planning should help people to find a workable solution for their problems in a practical way.

To summarise the outcome of P.C.M.R as first phase in the planning and implementing a Development project the following can be enumerated:

1. Organisation of the community resulting in appropriate people’ s structures for dialogue, reflection and action.

2. Identification  of problems/basic issues through activity under (1) above for a detailed study of their implications and work out possible strategy for tacking them collectively.

3. Begin a planning process through which the people can identify:

 a) Programme of their choice based on REAL or FELT needs. These identified programmes can be subjected to techno-economic appraisal for viability and feasibility.

 b) Micro-realisation of such identified programmes with peoples own resources or resources from Government, Banks, Co-operatives or donor agencies etc. as also to assess the potential or possible
  dependence on such resources.

 c) Evolve programmes of self managed thrift and credit, mechanism as part of the micro-realisation, and    nurture these for improving quality of life.

 d) Develop a large number of training possibilities, formal and informal in various fields namely social, economic, health, education and organisation so that the people acquire the faculty of self implementation   and management over a period of time. The essence of instilling confidence and self-reliance in people and strengthening   of people’s organisation is a constant and continuing (dynamic) deeducational process.

 e) Finally towards the end of the phase, a micro and/or macro plan for the area and people based, on the study, survey etc., emerge which can be implemented in phases or at a time, depending on the availability of resources and feasibility  for implementation.

 f) The qualitative achievements of community organisation, training for implementation, capacity for resourcing etc., should stand the community in good stead in the subsequent phases  of project   implementation and management.

© Mr.T.K.Mathew. We like othere to adopt this philosophy but at the same time expect that a line of acknowledgement is given while quoting or using the same.

SOCIAL ENTREPRENEUR

This is the concept of self-employeds.  It replaces the cadre of employed hands.  In employment, unless the person is committed, qualified and studious, the programme suffers, where as in the case of an Entrepreneur, the onus is on this person, who updates his skill according to the local demand, maintains quality, keep clients happy and sustains the programme in one’s own interest.  Such a situation would bring automatically commitment and concern of the worker, loyalty to the clients, and quality and sustainability of the programme.  This would also avoid master-servant relations, potential labour demands, disputes and related hassles.

Keeping in view of the above, it is considered useful to animate a cadre of people, who are in the slum basties or in the neighborhood or from outside, whose credentials can be verified and whose real potential/interest are assessed, and who can be invited to become Social Entrepreneurs.  This cadre over a period of time could equip themselves to be local consultants on subject matters like education, community health, community organisation, skill upgradation, income enhancement etc. and they set-up in due course their own establishment (Social Clinics) diversifying the business, as per local demand all the while updating their own skill and capability.  In forming such a cadre, Deepalaya makes its own contribution, as this cadre, Deepalaya makes its own contribution, as this cadre is the human (potential) assets created and left behind in the community when Deepalaya phase-out.  Similarly the Community Association  and the families facilitate and contribute to the sustenance of the s.  The process and procedures can be of the following order and manner:

1) The community organisation and PCMR process identify the local need at individual,  family, cluster and Samiti level in a given geographical area.
2) Having identified the need and adequately motivated to fill in the gap which normally exists in any need e.g.. literacy, skill etc. the community and Deepalaya, and for that matter any actor among the above look for, identify, exhort, assess, select and  facilitate s to take up work in the slums.
3) The , enters into a Memorandum of Understanding with the local  CBO to develop and maintain a long-standing working relationship.
4) The Samiti should be able to provide the accommodation and motivate the family to  purchase the service/product of the to the extend the families and  Samiti can realistically afford.
5) Deepalaya, on realistic assessment of the families financial status should be able to  subsidise the cost through Samiti/family to ensure minimum wages and related perks/ fringe benefits to the , so that it becomes lucrative for the Social  Entrepreneur.  The keep close liaison with the family and Samiti and collects fees at rates mutually agreed upon, from the clients directly and the  balance is only subsidised.
6) Norms and procedures of the s working namely punctuality, regularity, absence from work, replacement during absence, compensation for work/fees chargeable, category of clients, number of clients, minimum and maximum, standards and quality, indicators for assessment of quality and quantity, training days, time costs related to the training, inspection by Samiti/Deepalaya, safe custody, up-keep and maintenance of assets related to work, use/mis-use of accommodation, rules governing dispossession etc. accountability, transparency, credibility, discontinuation, disqualification, severance etc. should be part of the Memorandum of Understanding.
7) Similarly the role and function of Samiti in maintaining the by the Samiti and responsibility of the family, as well as joint responsibilities of the Samiti, s and family should form part of the M.O.U.
8) This cadre, over a period of time and when Deepalaya phase out finally fill in the subject matter need of the local community without affecting the structure and operation of neither the community (CBO) nor Deepalaya, leaving the Social
Entrepreneur and the family interact closely on a give and take basis professionally.

CRUSADERS

One find many definitions for the word Crusadeâ€Â in a dictionary.  The one found apt in the context of Deepalaya is quoted below: Crusade is defined as any vigorous, concerted Movement for a cause or against an abuseâ€Â  The above definition is very apt as Deepalaya is a movement for the ‘Cause’ of the poor slum dwellers and Deepalaya is working against the “abuseâ€Â  of exploitation, oppression etc. of poor, specially the child in slums.  Deepalaya efforts are vigorous, on a fast mode to reach out to maximum with efficiency and professionalism.  Deepalaya wish to work as a team, a concerted expression of concern and commitment.

Deepalaya had the benefit of working with a large number of professionals and had the experience also of large turnover of these professionals, which it ill affords as Deepalaya Mission is to “change peopleâ€Â to change their environment.  This is possible when time, skill and people’s participation are given space, saving these from the exploits of pressure/strings of any kind and manner.  Hence the experiment of the Crusader.

The concept of Crusader is thought of from the point of view of building up of a cadre/order of Deepalaya, who by virtue of their concern, commitment and loyalty, (none of these are easily judged) willingness to work hard, subject one self to a constant learning process, delearning and relearning, acquiring, retaining, imbibing the managerial skill, and  pursuing a profession which has its profundity, as one promotes and prompts the weaker sections in society towards empowerment and liberation.
Deepalaya wishes to launch this scheme effective first January 1994.  The process of short listing the applications for the Crusader positions is on, from thousand responses received against an advertisement in the Employment News.  We should be able to select atleast 25 of them and obtain a crop of 15-20 to stay back, if there are dropout/turnover even among them.

PLACEMENT: Once the Crusaders are selected, they are placed  in “phase inâ€Â cluster   s for training for a period of one year.

TRAINING:  The training is so proposed, as to be pragmatic, in Situ, hands on and   systematic.  Professional subject matter coming to them through appropriate subject matter specialists from external sources.  A weekly review and sharing of work in the cluster with the community will provide the practical aspects and feed back of learning-(Refer detailed urriculum and methodology attached)

FUTURE:  The Crusader begins as a grass roots trainee Manager, who over a period of 2/3 years become a full fledged professional Manager of an    optimum sized cluster, where all the facilities of a Manager are fully   utilized and adequately compensated.  As the cluster develop, and as    Deepalaya phases out, Crusader turned Manager could stay back as Consultant / Manager to the cluster, whose demands adequately substantiates it and get compensated at community level, making

Deepalaya support again redundant. This Crusader turned Manager/Consultant could move on to or integrate with other clusters or can be part of Deepalaya consortium,   when Deepalaya acts as the mother with large number of Crusaders turned, off-spring societies, promote Deepalaya work, without Deepalaya   remaining operational any more but resourcing and linking for the consortium members which are headed by Crusader turned off-spring   Societies.

PERIOD OF ATTACHMENT : A Crusader may remain attached to Deepalaya for not more than five years.  There may not be a detachment or severance but a decentralised functioning is envisaged.  The net work of Deepalaya can be extended all over, say Delhi, through this process of annual recruitment, placement, training and enabling to serve weaker sections, who need such support in abundant measure.

HUMAN RESOURCE justify : The relevance of the Human Resource Centre has to be viewed from this angle at Deepalaya, as an institutional base, to develop the cadre of Deepalaya, to make the out-reach sustainable and the quality of change feasible and dependable.

Apart from the Crusaders, the Social Entrepreneurs and CBO functionaries shall also be beneficiaries of the Human Resource Centre making its need justified.

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