With a view to increasing its outreach
to a greater number of children through
its day care programme in construction sites,
and urban settlement slum colonies, Mobile
Crèches is carrying out organisation
change processes to bring about a qualitative
difference and a quantitative jump in its
work through sustained capacity building
and organisational change.
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through the ongoing grant, the organisation
is focusing on: |
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Human resource and Organisational
Development |
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Field Project |
The first component endeavours to infuse
a fresh breath of life into the organisation
in terms of its core strength, namely
its personnel. This is being done through:
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Improving performance and accountability
through a performance management system
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Improving programme quality and innovation
through leadership development |
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Strengthening governance by building
the Board’s capacity |
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Focused advocacy and networking through
better teamwork |
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Organisational development |
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Strategic planning |
Changes effected through this process
will result in enhanced quality of
work within the second component of
the project, namely the field projects.
Mobile Crèches has been running
a day care centre for 35 years in
Shadipur, an underdeveloped slum in
Delhi, with nearly 2,100 households
and population of 10,500.
It is consequently in the process
of working towards setting up networks
with all stakeholders in the area,
to create a model where early childhood
care and development are given importance
by the community. It is doing this
through:
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Understanding existing
childcare practices through focused
action research with 200 households
in the area to set a baseline
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Organising
the community towards setting up monitoring
committees for better functioning of
‘Basti’ committees to address
issues related to cleanliness and hygiene
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Building
capacities of adolescent groups |
Among the key indicators to assess the
impact of the project include: |
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Strategic decisions taken up by the
Board and governing body reflected in
the minutes of the meeting, and translated
into specific action plans |
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Effective and organised functioning
of each department measured through
annual analysis of operational plan
vs. achievement |
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Improvement in task related skills and
leadership quality, measured through
peer feedback and improved performance
management system |
In the field project, indicators include:
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Community
involvement measured in terms of the
evolution of community organisations
to co-manage the programme delivery
and development, and changing levels
of volunteer involvement |
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Improvement
in childcare practices among communities
as compared to the baseline established
in the beginning of the project through
action research |
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Documentation
of the link between changed ways of
working in the field and the HR &
OD inputs |
