ASHA: Deciding on the future of ICDP

Anindya Das
S.P. Jain Institute of Management and Research, Mumbai, India
Rohit Singh
S.P. Jain Institute of Management and Research, Mumbai, India
Introduction
Dr. Rajat Das had gathered his entire team in
the small conference room in his office at
ASHA headquarters and the discussion that
was ensuing was a heated one. March was
fast approaching and the 10 years of effort put
into ICDP was under threat. He had just had
interaction with two interns in his office who
had raised a couple of red flags about the
ICDP initiative in Ajagarpara village in the
Suti I Block of Murshidabad district of West
Bengal. ASHA had spent a cumulative of 1
lakh (INR) out of its own reserves in the last
year on ICDP even after the external fund
sources had forfeited their contribution
towards this project. This year ASHA had to

decide on the further course of action for the

project. ICDP was engaged in promoting
education sensitization Ajagarpara by setting
up two education centres (Ananda Pathshala)
in the area. The program had taken a course
correction last year on recommendations
from the last year interns at ASHA. But the
inputs that came in from this years interns
raised some issues. They found that a tutorial
had opened in Agarpara and was attracting
students to go there and the attendance had
dwindled in the two centres that ASHA
operated in Agarpara. The interns had
suggested two options for ASHA to go
forward at Agarpara: one had suggested an
option of synergy, the other suggested exiting

Anindya Das(PGP-14-168) & Rohit Singh(PGP-14-133)

SP Jain Institute of Management & Research, PGDM 2014-16

out of the Agarpara facility and focussing on

World Service and established Association

new location. Dr. Das was left in a perplexing

for Social and Health Advancement (ASHA)

position as his lead for the project had

with the mission of empowering impeded

dismissed the opening of the tutorial as a

groups to live with respect and in agreement.

minor event but now the position was a

Crests and Troughs

strategic decision to be undertaken and the

time left was less than a month. The decision

For the starting years Dr. Das chose to

had to be taken.

concentrate on the medicinal services and

training divisions. He recognized problems
that need to be addressed, composed superb

Background
It was 1979.Leaving the extravagances of the
city life, Dr. Rajat Das, a crisp medical
graduate began to work in the Government
Hospitals of rustic West Bengal and came to
know of the social and wellbeing issues
tormenting the town groups. He watched the
absence of mindfulness and strengthening
among the villagers. The considerations of
setting out on a different mission to enhance
the living states of the villagers struck him by
then of time. At the same time instability in
regards to job kept him from wandering into
his fantasies immediately.

recommendations and executed the tasks at

the ground level. As a consequence of his
alluring administration and devotion, inside a
short compass of time, ASHA got huge scale
ventures from Central and State governments
and additionally from international givers.
Because of the sheer diligent work and
energy of the workers ASHA has possessed
the capacity to have solid effect crosswise
over different testing activities.
Women Rights in Beedi Industry:
38 Women Beedi laborer Alliances with
around 1000 individuals taking aggregate
activities to attest their rights and enhance

Gradually throughout the years however his

their living conditions and 11 juvenile

intention became stronger lastly in the year

young lady

1994 he joined the Lutherian World Service

dynamic individuals

to take in the intricacies of NGO operations.

reflect

hovers

with

136

Community Wellbeing:

At last, in November, 1998 Dr.Das alongside

some similar partners left The Lutherian
Anindya Das(PGP-14-168) & Rohit Singh(PGP-14-133)
SP Jain Institute of Management & Research, PGDM 2014-16

With backing from Sir Dorabhji Tata Trust,

and even in neighboring nations of Nepal and

launched projects went for limit building of

Bangladesh.

18 accomplice NGOs for doing essential

wellbeing area mediations focusing on
conceptive and child wellbeing.

Throughout the years ASHA has fashioned

solid association with different national and
worldwide associations. It is an individual

Integrated Child Development Project,

from National Alliance on Maternal Health &

Murshidabad

Human Rights (NAMHHR), White Ribbon

Operating Child Education Centers and

Ananda Pathshalas with 123 youngsters
incorporating 57 young ladies in the
profound pockets of the Murshidabad locale.

Alliance

India,

Murshidabad

NGO

discussion area level gathering of NGOs and

CBOs. Its significant Donors, Partners &
Clients

incorporate

UN

offices

UNICEF,UNDP) , National Organizations

Throughout the years ASHA has taken a shot

like Sir Dorabhji Tata Trust, CINI, Child

at helpless divisions like Primary Health

Fund India, Find your Feet, Give India,

Care, Education, Livelihood, Environment,

and so forth, and International organizations

Water and Sanitation, Human Resource

like One Child(London),Action Aid ,GTZ,

Development

and

Erikshjalpen (Sweden), COADY. It likewise

Vocational). The association's exercises are

meets expectations in close cooperation with

focused on chiefly towards helpless groups

the Government of West Bengal (GoWB)

like youngsters, adolescents, women and

particularly with the Department of Health &

minimized poor groups like minorities,

Family Welfare and Department of Women,

Scheduled Tribes and Castes. ASHA has

Child Development & Social Welfare and

taught juvenile young ladies about their

with corporate houses like GPI, ONGC,

rights and to remain against the insidiousness

CESC and HAL.

(Technical,

Social

of youngster relational unions and two of

such cases have been awarded the President's
Award. This prompted a monstrous exposure
of the association and setting up of
workplaces in different conditions of India

Because of the change of India in the late

years on the Human Development Index
(HDI) parameters, the stream of trusts for
formative undertakings have gone away and
the majority of the contributors are searching
for usage themselves and would rather

Anindya Das(PGP-14-168) & Rohit Singh(PGP-14-133)

SP Jain Institute of Management & Research, PGDM 2014-16

request specialized backing to instruct and

spend no less than 2% of their united benefits

train their individuals. Remembering this

in formative activities in social segment. This

Dr.Das and his partner Dr.Ghosh began to fill

has given a tremendous help to the part. A

in as individual specialists for national and

late study authorized by the administration

worldwide Social Service Providers .They

put

trusted that this would give the money

represented till 2009, at 3.4 million. That is

streams essential for keeping the association

one NGO for under 400 Indians, and

alive and keeping up individual livelihood.

commonly the quantity of elementary schools

With the top administration staying occupied

and essential wellbeing focuses in India.

and taking a shot at site for individual

NGOs raise anyplace between INR 400-800

engagements and the lower level workers

billion (USD 8.4- 17 billion) in subsidizing

lacking demonstrable skill and administrative

yearly.

aptitudes to bring new tasks, hierarchical

execution was severely influenced. Venture
Coordinator Balaram Sapui calls attention to
- "The mushrooming of NGOs posturing
more prominent rivalry coupled with the
absence of administration and presentation
abilities has brought about a lofty reduction
in the quantity of tasks."

the

quantity of

such

substances,

The governmental administration has been

the greatest contributor INR 180 billion
(USD 3.75 billion) was situated aside for the
social area in the XI Plan took after by
outside benefactors. Singular contributors are
developing as the greatest and most lucrative
wellspring of trusts. As indicated by an
interior study by a main remote NGO
headquartered in the UK, gifts by people are

NGOs in India

required to have developed from around INR

23 billion (USD 470 million) in 2005 to INR

In the late years the NGO part in India has

80

ended up exceedingly focused with various

preservationist gauge, and to around INR 220

NGOs springing up everywhere throughout

billion (USD 4.4 billion) by more liberal

the nation. The recently passed Company's

assessments.

billion

(USD

1.7

billion)

by

Act of 2013 has a different enactment with

respect to Corporate Social Responsibility
which has ordered the Business houses to

In 2010, private philanthropy commitments

(people,

partnerships,

remote

trusts)

remained at 0.3% to 0.4% of GDP up from

Anindya Das(PGP-14-168) & Rohit Singh(PGP-14-133)
SP Jain Institute of Management & Research, PGDM 2014-16

around 0.2% in 2006. The corporate giving is

evaluated at USD 1.45 billion in 2010, up
more than 5 times following 2006. Just 27%
of private philanthropy commitments were
from individual givers, which works out to
some place between USD 1.4-1.7 billion in
2010.
Typically

Synergy Vs Exit Strategy

The opening of the new tutorial facility at
Agarpara by a private teacher is good as well
as bad for the ICDP. Good because it tells that
ICDP has obtained its strategic objective of
education sensitization. Bad because ICDPs
Ananda Pathshala brand has a competitor

the

compensation

of

now and continuing in the same location may

representative working in the NGO segment

not prove effective for ASHA. It is to be

relies on upon the way of the Project and

noted that during the last year external funds

structure of Funds. In the event of an

had dried up for ASHA.

undertaking withdrawal the guardian NGO

shifts a chose few of its workers to the site of
the new venture while the remaining need to
discover new employments they could call
their own. However the hands on experience
picked up by the staff individuals at one task
empower them to get selected in different
associations. In spite of the fact that the NonGovernment part in India is actualizing
activities of crores of Rupees, the individuals
responsible for executing the undertakings
are being paid an insignificant sum. This has
prompted the enlistment of staff with
imperfect levels of instruction and polished
methodology and accordingly to the poor
evaluation and execution of ventures in the
most touchy areas like wellbeing and
education.

The project was initially being funded One

Child foundation and the first couple of years
went without a glitch. Problems started in
2012 when one child declined to fully fund
the project and suggested partial funding for
further duration of the project. At that
juncture ASHA partnered with Give India
funds which agreed to fund the gap in
spending. Both the centres were running in
full swing. The focus then had been on
holistic development. The students were not
only being skilled in basic education, but the
entire program was made highly engaging as
there were frequent picnics, competitions,
sports day celebrations, all major holiday
event celebration like independence day, holi
and Diwali. But as of October 2013 Give
India was also pulling out its funds from the
project. The major problem with ASHA was

Anindya Das(PGP-14-168) & Rohit Singh(PGP-14-133)

SP Jain Institute of Management & Research, PGDM 2014-16

that it did not market ICDP properly, all the

fee collection is sparse and not consistent.

great work done was being lost. At the same

ASHA can come in with their expertise and

time Dr. Rajat decided that ICDP must

experience and help the private tutorial

continue and brought about some changes in

whereas the platform will be of the private

the way it was structured. The employees of

owner. The Alumni who are now the teachers

ASHA were so far engaged for imparting

can also find a source of income and also a

education to the kids, but with the absence of

place to showcase their talent.

external funding it was not viable for ASHA

to continue doing so. So they decided to
engage the Alumni from the centres. They
were three girls who had completed their
class 10 examinations and were studying.
This was implemented in late January and
they were doing well. All until the interns
found that attendance had gone down and a
new tutorial had opened.

Exit Strategy: Exit out of the Agarpara

locality and use the teachers/alumni to
replicate the awareness concept at other
location preferably at Fatehpur where the Biri
workers are looking for a revenue source. A
new tutorial may be opened under the brand
name of the Women Biri workers association.
The primary marketing for that may be done
when the Assocaition puts up stalls for food

The way forward had to be strategic decision

in the Melas(which is planned). There a short

and had the two options

survey may be conducted among the people

Synergy: The awareness about education is

done but perhaps the delivery of education
(quality of service) is something ASHA can
work upon. Hence the suggestions of making
the AnandaPathsalas fun place to learn.
Looking at more expansionist strategy the
tutorial owner can be liaised with and a
synergy can be created using the ICDP
experience and skill set so far developed and
utilize the financial strength of the tutorial.
The current tutorial owner is charging is fee
for his services and so is ASHA, tough their

visiting and the idea can be tested whether it

will work in other location setting. The Biri
workers women association is operating
nearby and is looking for sources of income
and the ICDP branch there could be helpful
as the Biri workers are operating in a much
better off locality than Agarpara where
people are ready to invest on education. Here
also the idea is to utilise the skills and the
talents of the alumni teachers and provide
them a platform to showcase their talent and
earn a decent livelihood. Also the Biri worker

Anindya Das(PGP-14-168) & Rohit Singh(PGP-14-133)

SP Jain Institute of Management & Research, PGDM 2014-16

association is a program of ASHA where

Most of the workers are put through an

much liasoning may not be required.

introductory period of self-realizing when

they join the association where they learn
through perusing and field encounters .Apart

Employee & Culture

from in-house preparing projects, staff

The Human Resource Pool at the association

individuals from ASHA are regularly sent for

is made out of people hailing from various

different trainings:

foundations with many years of formative

experience between them. A center group of

Training system for expert Trainers sorted

16 full time representatives work in close

out

show with low maintenance advisors and

Cooperation and Child Development at New

group volunteers. On the key text style,

Delhi amid April 2012.

Mr. Kanti Paul partook in a 4 days

by

National

Institute

of

Public

ASHA is honored to have a gathering of

prominent experts and specialists from
different

controls

Anthropology,

like

Sociology,

Education,

Agriculture,

Health, Environment, and Gender and so on

Mr. Balaram Sapui and Mr. Kanti Kr

Paul experienced a 3 days instructional class

on NGO Management at SPJIMR Mumbai
amid August 2012.

in its report board. The association structure

is level with brought together choice making.

Susreeta Gonsalves took part in a 4 day

The association runs on a relationship based

Capacity Building workshop on Maternal

financing model. The top administration,

Death Review sorted out by National

through their spell crosswise over different

Alliance for Maternal Health & Human

assignments, has developed an unfathomable

Rights (NAMHHR) at Delhi amid October

companion system of compelling individuals

2012.

and the vast majority of the subsidizing are

tapped through these contacts. Majority of
the stores are spent on tasks and just an
immaterial whole will be paid towards pay
of representatives and repayments for
travel expenses.

Ms. Chandralekha Sarkar and Ms.

Mrs. Shefali Sahoo takes care of the

financials while Mr. Balaram Sapui is
accountable for the diverse ventures. The two
do not have the sort of identity and relational
abilities needed to contribute front of the
corporate houses.

Anindya Das(PGP-14-168) & Rohit Singh(PGP-14-133)

SP Jain Institute of Management & Research, PGDM 2014-16

Although the head office at Kolkata is

outfitted with one of the finest foundation,
the utilization of IT in normal exercises is
underneath desires. The individuals need the
abilities of viable and smart communication
and all the diligent work is staying limited in
printed versions to the Office lockers. Indeed,
even for minor choices the subordinates

The Way Forward

The heart of the problem lies with the absence
of external funds, ASHAs inability to
support the project on its own in the future
and developing a self-sustaining architecture
for the ICDPs Ananda Pathshala so that all
the great efforts put does not die out in the
long run.

won't go ahead without the regard of the

top administration. Sitting in the workplace

The program manager for the ICDP project

and tattling over tea for a considerable length

Ms. Ipsita remarked that these students were

of time is a typical picture. The issue gets to

like ASHA family now and it was hurting for

be more intense when both Dr. Das and Mrs.

her to let it go. Such is the commitment and

Ghosh work out of station and Shefali is in

motivation that ASHA employees have.

control. At the field levels the circumstance

She remarks that funds are a problem but

is far more detestable. The representatives are

there must be a way for self-sustenance. She

a lot of pressurized with their own work and

feels proud of her ICDP journey so far and

episodes have been accounted for where the

remarks very highly of the Alumnis who have

workers

warmed

stepped into the role of teachers. She

contentions. The PCs and bikes, which have

remember the training sessions with the

been given to simplicity of employment, are

current teachers and the great potential they

lying unused and social occasion dust. The

had shown.

got

occupied

with

ability to learn new things has been low. Any

proposal for development is looked upon
with suspicion and a tinge of self-image
instead of on target grounds. It is truly
reasonable

that

under

the

current

But Dr. Das feels distraught at the fact that

the opening of the tutorial was taken so
lightly. It is now upon him to decide the way
forward.

circumstances it gets to be amazingly

What option should ASHA choose and why?

troublesome for the top administration to

If there is another option, what can it be?

control and deal with the employees.

Anindya Das(PGP-14-168) & Rohit Singh(PGP-14-133)
SP Jain Institute of Management & Research, PGDM 2014-16

Anindya Das(PGP-14-168) & Rohit Singh(PGP-14-133)

SP Jain Institute of Management & Research, PGDM 2014-16

ASHA: Deciding on the future of ICDP

Anindya Das
S.P. Jain Institute of Management and Research, Mumbai, India
Rohit Singh
S.P. Jain Institute of Management and Research, Mumbai, India

CASE SYNOPSIS
The case is with respect to a position of difficulty that Dr. Rajat Das the president of The
Association for Social and Health Advancement (ASHA) is confronting at present. ASHA does
social projects in the education, health and other sectors. At the same time because of the
hierarchical difficulties it is considering recalibrating its technique for the ICDP project. The
case briefs the peruse in regards to the present authoritative difficulties and the additionally
highlights options provided by the interns as the practical alternatives. At that point it discusses
the difficulties that could be confronted during the time spent hierarchical rebuilding emerging
out of the move towards an alternate system. The difficulties lie basically in the space of work
society, authoritative structure and forms furthermore on the overdependence on top authority
and the absence of arranging. The peruser would be placed in a position whereby he needs to
choose which blueprint to take and what sort of changes he would need to foundation with a
specific end goal to realize the change.
CASE OBJECTIVES
Understand and analyse the managerial and administrative difficulties emerging while
working in an unstructured domain
Anindya Das(PGP-14-168) & Rohit Singh(PGP-14-133)
SP Jain Institute of Management & Research, PGDM 2014-16

Sensitize the future administrators in regards to the genuine difficulties confronting

associations strapped for resources and ability
Making a case with respect to the evergreen utilization of administration ideas like vital choice
making and hierarchical rebuilding
Make a case for considering aggregate change instead of incremental changes when
confronted with an intense situation
Illustrate the use of methodology ideas of Porter's five forces and value chain investigation
Illustrate the use ADKAR model for executing change at individual level
How the different angles like technique, structure, abilities, staff that are interlinked together
in an association as highlighted in the Mckinsey 7-S Framework. Consequently this case can
be utilized as a utilization of the Mckinsey

PEDGOGY POSITIONING
This case can be used in management colleges in case based learning as a part of the pedagogy.
This case can be covered in the Business Strategy and Policy course. The estimated time for
discussing this case is approximately 60-70 minutes. 30 minutes could be dedicated to case
analysis while solutions could be discussed for around 30-40 minutes.

ASSIGNMENT QUESTIONS
Consider yourself an external consultant who has been appointed by Dr. Rajat Das to help him
resolve the dilemma
1. Perform a thorough analysis to show a clear picture to Dr. Rajat Das regarding the state of
the situation and the options he has notwithstanding the ones illustrated in the case.
2. Finally which route are you going to advise Dr.Das to take?
3. Chart out an implementation and change management plan both at the organisation and
individual employee level?
The case is to be given to students well ahead of time for them to painstakingly break down
and conceptualize the certainties and difficulties exhibited for the situation. The inquiries ought
to likewise be imparted to the students for them to have the capacity to structure their
contemplations while taking part in class exchange. The talk could begin taking perspectives
Anindya Das(PGP-14-168) & Rohit Singh(PGP-14-133)
SP Jain Institute of Management & Research, PGDM 2014-16

of the students with respect to the future game plan. Students ought to be requested that
legitimize their choices referring to suitable examples from the case or from cases of different
associations which have experienced the turmoil of Change Management. This case ought to
be taught remembering the honourable reason for social action and it is to be guaranteed that
students have the capacity to admire the distinction in meeting expectations styles between the
corporate houses and the NGOs. The teacher ought to then lead the students into noting the
inquiries. Utilization of different strategy frameworks like Porter's Five Forces, Value Chain,
ADKAR and McKinsey 7S is urged to help understudies structure their manners of thinking.

ANSWERS
Answer to Question 1.
The question can be answered by discussion under the following
A Porters five forces analysis comprising of competitors, substitutes, target groups , resources,
threat of new players should be done while comparing the two sectors i.e. project based NGO
and consultancy based NGO. This can be followed by a value chain analysis of the operations
in the social sectors and in which part of the value chain, the organisation fits in.
Answer to Question 2.
Keeping the present context in mind students are urged to suggest which path to choose keeping
in mind the pros and the cons of both the decisions. Examples of companies who have suffered
the threat of change management and their chosen course of action should be discussed to
infuse the students with new ideas
Answer to Question 3.
Students are required to prepare Balanced Scorecard at the organizational level with metrics
for Financial, Customer Satisfaction, Learning and Growth, Administrative and Operational
Efficiency. To implement and monitor effective change management at the individual level
students are required to apply the Awareness, Desire, Knowledge, Ability, Reinforcement
(ADKAR) model

Anindya Das(PGP-14-168) & Rohit Singh(PGP-14-133)

SP Jain Institute of Management & Research, PGDM 2014-16