1. Brief Executive Summary by the Director
“Development is pro-poor, pro nature, pro jobs, pro-democracy, pro women and pro children”
-James Gustav Speth
(Former Administrator, UNDP)
In the last Annual Report (2003) an attempt was made to define the main thrust of NIRPHAD
programmes and the above rubric was quoted in full. To briefly recollect, the factors enunciated
were guide lines and included as the main ingredients for all the programmes implemented in
he year 2004. To briefly recollect: empowerment was the main theme, with other thematic
emphases on behavioural changes; equity and human rights. Granted, to achieve an iota of
the above can only be measured after decades, NIRPHAD is under no delusion that the task is
completed but only a foundation and a significant road map for future development has been
To the rubric NIRPHAD would like to add social factors for behavioural changes and graded-
self reliance so that the target groups, may join the main stream of the development process.
The processes will be dealt in detail by the section heads in their narrative and statistical
1.3 Corruption: Corruption is the bane of the BIMARU States. A review of the ‘lessons learnt,’
was presented to USAID, one of the largest single donors to NIRPHAD since 1978 when
USAID provided Rs. 62.7 lakhs to build the Methodist Hospital and till today continues to
support the NIRPHAD F.P. programmes.
1.3.1 VOP I (Voluntary Organization Program): In early 1990, USAID after the usual
assessment, including a field visit, proposed a grant of Rs. one crore. Which the HM-GOI
agreed to process, but later stipulations by the then under-secretary, whose chemistry
did not mix with the ideals of NIRPHAD made sure the grant could not be released.
NIRPHAD enquired from the USAID assessment official (unfortunately a good
Presbyterian), who gave a lame, evasive, weak response that USAID has no say in the
In subsequent meetings NIRPHAD stridently informed USAID that providing a grant with
no accountability is tantamount to encouraging corruption and a negative factor to
1.3.2 VOP II: In early 1992 USAID announced VOP II, but in view of the previous experience
NIRPHAD did not apply. The Programme Officer from USAID enquired why NIRPHAD
was not applying and the ethical constraints were explained. He assured that all
transactions will be above board and the National Institute Health and FP (NIHFW) will
be monitoring the programme. After the first installment a monitoring committee from the
NIHFW announced an assessment and as soon as they got off the train, they announced
in a very belligerent voice that they ‘had arrived to close the NIRPHAD programme’.
A meeting at NIHFW, the USAID representative (names withheld as the officers are still
in office) threatened to ‘shoot’ the NIRPHAD Financial Officer and the meeting ended in
chaos, resulting in suspension of the grant for over a year. At a private lunch meeting
NIRPHAD’s Director explained to the NIHFW evaluating officer that the most NIRPHAD
could do is to invite a senior officer for lunch, but was sure that he would not stoop so low
in accepting a bribe!. The Officer was visibly disappointed but made a strong request
(shamelessly) for two bottles of beer, which he wanted to take home. The floor manager
reluctantly obliged (even though it was against the rules of the five star hotels, but as he
was an old patient of the NIRPHAD Director). NIRPHAD in frustration informed USAID
that it was unable to continue in this milieu of corruption and would like to terminate the
Ms. Rekha Masalamani, the senior programme officer of USAID (at present Country
Representative of Pathfinder International) looked straight and admonished, “if large
organizations like NIRPHAD quits what hope is there for smaller units?”, and cancelled
the contract of NIHFW and NIRPHAD was able to complete the Rs. 85 lakh project. In
order to keep the record straight Dr. Neeraj Sethi, Head of the Evaluation Dept. and at
present, the Acting Director of NIHFW made a field visit to NIRPHAD and wrote a very
For the next ten years NIRPHAD had no problem of implementing USAID programmes
and for two current programmes NIRPHAD has made it very clear that the highest
ethical standards of accountability will be the order of the day, for the donor and
1.3.3 Animal Husbandry Project: In 1999, Mr. Dinesh Rai, the then A.H Secretary, after
several visits to the field, sanctioned a project for Rs. 5 crores. The first installment of
Rs. 42.67 lakhs was sent to the Mathura Treasury and the local Veterinary Officer
informed that certain stipulations, which were clearly illegal had to be met, which
NIRPHAD could not comply with and the grant was returned to Lucknow. NIRPHAD
made several requests for the grant to be released but only received subtle statements
that the concerned officer was transferred.
Recently while discussing community-based veterinary services with professors of the
Mathura Veterinary University, it was suggested that a fresh application to the Joint
Secretary, A.H-GOI, should be made. This matter is being pursued with the AH Dept.-
1.3.4 RCH I & II: The Ministry of Health GOI chose NIRPHAD, as ‘Mother NGO,’ to train 13
FNGOs in seven Districts of U.P. About Rs. 90 lakhs was disbursed to the 13 FNGOs
from 2000-2003. programme, which was transferred to U.P. under Mr. Alok Singh (State
NGO Coordinator). Simultaneously, plans for RCH II were being planned and the
MNGOs were required to complete selection of 8 FNGOs for the Districts of Mathura and
Agra and do a survey. Mr. Alok Singh and his accountant requested a bribe of Rs. 6000
out of a survey grant of Rs.One lakh. NIRPHAD not only refused to give the bribe, but
complained to all the authorities concerned and the 7 FNGOs not to indulge in acts of
bribery. Alok Singh stalled proceedings at three meetings, but with the help of the CMOs
NIRPHAD staff was able to overcome his delaying tactics. Whether Alok Singh will create
further problems is being tested. But at subsequent meetings he was quite low key in his
behaviour (a bit rattled) and was not making any special personal demands. NIRPHAD
reiterated with all concerned that the Rs.56 lakh grant shoud not have any illegal strings.
Regarding the grant of Rs. 28 lakhs the matter is being pursued with Voluntary Action for
Net work India (VANI).
1.3.5 Extortion: It appears that some misguided individuals believe that NIRPHAD and SJSH
have large slush funds at their disposal and are easy prey for exploitation.
1.3.6 Consumer Protection Act: A lawyer is suing SJSH for Rs. 30 lakhs because his wife
who was discharged from Hospital two days earlier died at home. The Consumer Court
(CC) has subpoenaed the two specialists and one who attended the Court was asked to
give his explanation as an affidavit and as the other did not attend twice was given a
notice of contempt. The Supreme Court in its latest ruling has decreed that a doctor
cannot be sued unless gross negligence is proven. (Section 304A “exonerating doctors
from criminal negligence”).
1.3.7 Provident matters: The Assistant Provident Commissioner, at Agra (Meena), after
examining the files of SJSH gave a ruling that the PF deposits of the employees of SJSH
and NIRPHAD could not be kept with the All India Provident Fund Scheme (AIPFS) of
the MCI, as this organization did not have a 17(a) (c) certificate. Meena in collusion
with a corrupt finance officer of SJSH took a bribe of Rs. 50,000 promising to settle all
matters legally. When his real intentions were discovered all the deposits of NIRPHAD
were withdrawn from AIPFS, MCI and deposited with the PF Commissioner in Delhi and
according to his instructions were distributed to the depositors. The current PF deposits
are with the PF Commissioner Delhi. The deposits of SJSH employees are continuing to
be kept with APF Commissioner, in Agra, as these are Government funds. Mr. Raiborde,
Treasurer, AIPFS, raised many spurious queries when the Director and the Monitoring
Officer requested that their deposits should be returned. All the queries were answered
by a letter written by the NIRPHAD Chairman and the intervention of Bishop Nimrod
Christian, Chairman Executive Committee of the Agra Regional Conference. This matter
will also be discussed with Mr. Krishen Mahajan, Chairman of the SJSH Monitoring
Committee set up under the aegis of the Hon. Supreme Court.
AIPFS is yet to settle the accounts of 20 SJSH staff, who have left the Institution
(about Rs. 76,000). Meanwhile Meena has charged SJSH in delaying deposits of its
employees and filed a case amounting to Rs.11 lakhs (fine, damages and interest) with
the PF Tribunal and NIRPHAD had to pay Rs. 5 lakhs as the funds of SJSH were frozen.
Mr. Pathak, the PF Tribunal judge opined that NIRPHAD/SJSH should have taken
correct opinion before depositing its funds with AIPFS, which did not have proper
credentials. The final settlement is yet to be made.
1.3.8 Land dispute: The Mathura patwari has filed a case in the Tahsildar’s court stating that
NIRPHAD had encroached on Gram Sabha land and has undertaken some illegal
construction in 2005. A fine of Rs. 28 lakhs was levied. In 2004 his matter was brought to
the notice of the Collector who spoke to the Tahsildar, however since the case was again
revived in May 2005, NIRPHAD has no choice but to contest the case.
1.4.1 RCH II: In 20005, according to the NPP-2000 and FP policies NIRPHAD was allocated
Agra and Mathura Districts under the MNGO scheme. Pressure has been brought on
Mr. Alok Singh to release the Rs.1 lakh grant, without paying the bribe of Rs.6000/-. All
the concerned officers have been informed, including the seven other MNGOs. The
Monitoring Officer, B.Lall was then selected to go for training in survey techniques
and the format prepared by Informatics Division, National Informatic Centre will be
completed by June 2005. 8 FNGOs-two from each District were selected and trained in
completing the survey on April 12, 2005. Meanwhile, the RCH programmes are being
funded by SIFPSA and HCDI programmes.
1.4.2 Family Planning Programme (SIFPSA): NIRPHAD has made an indelible mark by
providing an efficient and the largest infrastructure for a F. P. programme, for the District.
The DM at the District Annual function felicitated NIRPHAD CBDs for motivating the
largest number of clients. From 2005 the emphasis will be on NSV. NIRPHAD’s target of
350 tubectomies was surpassed by performing over 630 operations. 250 operations were
performed at SJSH, and the Refinery Hospital underwrote some of the expenses. The
success of this programme is due to the fine leadership of Project Coordinator- B.R.
Yadav and his dedicated Team. The DM asked B.R. Yadav to tell the august group how
he and his team were able to achieve the targets.
To emphasize the importance of the training component regular sessions by SIFPSA,
CEDPA and PRERNA, with improved audio-visual aids (from CHETA) are part of the
1.4.3 Activities at the Chhatikara Growth Centre:
• The Centre is the field HQ of NIRPHAD. The Coordinator for all the activities
operates from this Centre and his office and that of the accountant are located at the
• The Centre has MCH facilities- including OPD (with two lady doctors); immunization
services, primary health care, antenatal care and midwifery services for
uncomplicated (10 beds) patients and referral for patients with complications; training
programmes for RCH and SHGs. The small lab provides simple tests for the MCH
and Eye Dept. All meetings are held in the Centre, including weekly meetings of the
Director with the RCH, SIFPSA and Eye Department. The office of the AH, RCH,
SHGs and CFCBDP (socio-economic programmes) are located in this building-
thereby providing not only integration of services but good training facilities.
Mass programmes to eradicate polio and hepatitis B are launched from the Centre.
The homeopathy programme was terminated, as Dr. Mrs. Mathur resigned and the
training of practitioners of indigenous medicine was shifted to SIFPSA.
1.4.4 Primary and secondary Eye Care programmmes:
• The major shift in emphasis is to make the Eye Centre at Chhatikara using Strategies,
for graded self reliance, so that recurring expenditure are met by the eye Centre.
• Dr. Mrs. Pandey has taken up this difficult challenge as CBM will only provide
training and capital grants.
• The Centre continues to provide the largest number of eye services for the District-
including payment for services by those who can afford and free/concession
treatment for the poor, or those who cannot afford to pay full fees.
• The CMO continues to provide Rs. 700 per cataract operation and implants.
Occasional donations from local philanthropists for eye camps were received.
• One of the highlights was the commendation to Dr. Mrs. Pandey who was adjudged
as one of the best, for her presentation, at the All India Vision 2020 Conference,
which was held in Delhi. Her topic was ‘community participation in Eye services’.
• The Bajna Growth Centre continues to provide eye services in a very needy area
which extends to 400 villages in the Naujhil block and adjacent Khair and Tappal
Blocks of Aligarh Districts. The major part of the activity was involved in providing
minimal eye services until Dr. Dinesh Chapparia (M.S.–O) was employed as a full
time ophthalmologist. When the CMO Mathura declared the area as un-served and
under-served a proposal was sent to CBM, who requested the following information:
“Bajna Growth Centre: Unless we have an application for Bajna Growth Centre
which gives justification in terms of population survey, area coverage, demographic
profile of catchment area, other service providers, target CSR allocated by the Min of
H&FW, CSR actually being achieved, the gap in allocation and achievement, and how
the proposed new Centre will fill this gap, either wholly or partially, amongst a host of
other details, it is not possible for us to give you any considered opinion for support
for this centre. However, it may be useful for you to know that according to our
Regional policy, your area is not a priority where we would like to enhance services,
unless the Head of the DBCS can certify that your centre is providing services that
are vital to the achievement of Govt. targets in the area. I do hope that we have been
able to answer all your queries satisfactorily. If some doubts still exist, kindly do
revert to us for further clarifications. - Signed John Tressler”
• Up grading the eye services will be a great boon to the poor in the area, who claim
that this programme is the first of its kind, as far as their memory goes.
• Four training programmes were sanctioned: Mishra (equipment maintenance): Dr.
Chapparia and Hemvir (community participation for the latter and small incision
cataract surgery for the former) and Dr. Pandey was selected for phaco-
emulsification. Some of the programmes will be completed in 2005.
1.4.5 Self- help Groups:
• This programme meets all the criteria for emancipation of women. The women after
being organized are in the process of being federated (Mathura Rural Federation for
Women) and the UN Global Fund has granted Rs. 2 lakhs as a start up.
• Rajkumari was given a prize by the Collector for stone carving entrepreneurship,
which is self sufficient and she is training other women besides her husband, who has
given up his vegetable business (selling from a push cart) in Faridabad and now
partners his spouse.
• Candle making is another cottage industry, as the women do not have a license to
purchase wax they are unable to compete in the open market.
• Animal Husbandry Section: With the addition of Dr. Basant Singh, Ph.D., a retired
professor of the Veterinary University, the A.H section had received a fresh lease of
life. This much needed transfusion is expected to improve the quality of A.H Services.
The lack of adequate funds to expand and consolidate the programme is the
serious bottle neck. The infrastructure is available for training field stockmen, who can
be supported by the community and provide training facilities for students of the
Veterinary University, especially in the large melas, which are very popular
• Economic programmes: The Project area is considered second most food
insecure region (scale 5-8), according to the World Food Programme and M.S
Swaminathan Foundation, who have mapped the food insecurity regions of rural and
urban India. 50% population in the area, were below in the poverty line, but in the
project area after development interventions for the last 20 years the BPL is about
40%. And third degree malnutrition which was rampant has almost disappeared.
The project from irrigation saturation to water harvesting has produced maximum
changes by assured irrigation, crop rotation, multi-cropping (from one to three); lab to
land scheme, which when computed in totality, have increased the incomes from 30
to 320%. The apiary programme has entered the main stream of commerce by
selling honey (at Rs. 70 per kilo), in bulk, to the Health Foods Industries in Delhi.
NIRPHAD will deduct Rs. 10 per Kg for the development fund. At present no other
cottage industry has reached this stage of development.
• 56 units of pigs, goats and buffaloes were provided through loans from CFCDP
and repayment is slow but satisfactory, showing a good margin of profit - as milk
products like clarified butter have attracted a good price.
• A separate ‘pass on the gift’ broke all records, as two women earned Rs.18000 and
20,000 and were able to give one unit each to a poor neighbour.
1.4.6 Child Focused Community-based programme: Unit one in five villages has been
functioning for at least six years and the programme culminates in 2006 (seven years
duration). Several meetings were held with the Village level Committee who has agreed
to take over the management of the ECCEC from 1st April, 2005.
‘NPD/ /2004 8th November, 04
Mr. C. Lawrence Thomas
2nd floor, National YMCA Building
382 New Rasta Peth
Pune - 411011
Greetings from NIRPHAD!
Regarding the sustainability plan of Unit I (22009), after completion of the project from March,
2006 in the five identified villages is as follows:
a) Payment to ECCEC Staff: Community will not continue with the present staff and will appoint
local educated male/ female (preferable), staff (Teacher’s salary will be Rs. 500 - 600 and
helper, Aya for Rs. 200). It will be necessary to retrench the present staff as their contract
expires on March 31st, 2006. The contract will be served in January, 2006. The advisory
committee will lay down criteria for selection of teachers. Training (compulsory) will continue
to the new teachers by NIRPHAD.
Community will charge Rs. 15-20 per child as school fees.
To provide supplementary food, the community will raise food grains from the community (a
grain pool will be developed) and deficit will be made good by the village development fund,
which is, at present, Rs. 85,000, in the bank account of one unit (Gonda Atas) and can be
increased by 2006. For sustainability only the interest will be used.
b) Fees for school going children: Govt. schools are functional in village Gonda Atas and
Babugarh. NIRPHAD will continue to admit children into those schools, where education is
free. Babugarh, Hanuman Garhi, Nagla Sakaraya and Gondatas children will attend in the
Babugarh govt. school and Nagla Surir children will attend in Badi Atas.
c) Honorarium to Doctor: This is a continuous health programme of the Govt. NIRPHAD has
planned to link this programme with SIFPSA, DIFPSA and RCH. As NIRPHAD is managing
MCH programmes it can support doctor’s honorarium to some extent. NIRPHAD has trained
CBD workers through SIFPSA programme, who can provide pre-and post-Natal care at
community level and referrals will be treated at NIRPHAD and SJSH. Formal fee for
services will be negotiated with the community.
d) Drinking water, Irrigation and Land Development: NIRPHAD has competed activities
regarding drinking water, irrigation, water harvesting. Drinking water assets belong to the
community and Gram Panchayat. Jal Nigam has maintained these assets. Through
Panchayats strategies will be developed to raise funds from beneficiaries. Land leveling will
be the financial responsibility of the individual, but NIRPHAD can give technical advice free
of cost. Farmers will be responsible for the maintenance and for building bunds whenever
there is need for repairing. When farmers are able to use triple cropping techiniques, there
by improving their economic standards and will be in a position to maintain all repairs.
e) For dissemination of information-the modified Hub-Spokes model will be used. Good
rapport with the Pant Nagar Agriculture and Mathura Veterinary Universities, print and
electronic (NEO TV) media will be used.
f) For documentation: US Library of Congress has agreed to document NIRPHAD reports
(already has documented three evaluations on diazo microfiche). Will now put them on diazo
and digital formats and three reports are in the process.
g) NIRPHAD has undertaken an Environmental Health Programme with USAID and the fall out
can help the rural programmes. How and when is not clear.
h) NIRPHAD will explore support possibilities with the Government Dept. of Education, Rural
Development and Social Welfare.
i) NIRPHAD has been selected by ISRO for developing a rural resource Centre. If this comes
to pass all the programmes of Unit I and II can be supported under this programme. Time will
be of the essence.
With kind regards,
How many of the above strategies will be employed can only be assessed after 12 months
Since Unit II is in the first year of implementation, a great deal can be learnt from the
experience of Unit I.
1.4.7 Other activities which have made an impact on the total programmme:
• With the additional responsibilities of starting negotiations and reaching the
implementation stage with the Environmental Health Programme (USAID), the burden
of responsibilities on the shoulder of the Coordinator has markedly increased. From
the planning to the evaluating stage the Agra Urban Health Project for 12 cluster
slums is a veritable challenge which the uninitiated would find it impossible to
understand, leave alone implement. It will take all the acumen and delicate
interaction and cooperation of the NIRPHAD administrative staff to make the project
truly functional in a milieu of abject poverty. NIRPHAD has some experience. The
details of the functions of the Coordinator and the ambit of his duties will become
evident especially the control of all resources-the major task will be financial. His
functions are disparate, since he has unusual experience and knowledge of the local
markets and his input is invaluable for all marketing projects.
• The contributions of the office staff has been taken for granted at all the centres and
never been seriously analyzed or reported. In this issue the Web Manager (Arjun) and
Archana (documentation officer) will provide a new dimension in documentation-
project evolution, reporting, MIES and funding. Their role has become so crucial that
the documentation of data, analysis and retrieval was recognized as a vital specialty,
thus the quality of the Annual Reports has reached a zenith of excellence, which was
recognized by the Director of US Library of Congress who will continue to provide not
only diazo but digital copies of the reports. Three reports of previous years have been
documented (evaluation of NIRPHAD- 1985, ’86, and ’89). These offices with their
specialized staff have bridged a vital gap of coordination by sharing information
between the various sections of the staff, (which is so important for pooling all
resources and prevent divergent pulls and pressures), so that unified action was cost-
effective and therefore maximized output.
• Innovation: was an important tool for reducing poverty:
1.5 Lessons learnt:
1.5.1 Since inception in, 1979, various depts. and sections of the programme have attempted a
SWOT analysis but the total impact has never been documented. In this Report a new
thrust is being made, briefly, to document the lessons learnt.
NIRPHAD was encouraged to review the lessons learnt as this issue was presented to
the USAID supported SIFPSA Project in May 2005, which was attended by the USAID
Mission Director—Goerge Dikkan, and the Head of the Population Division, Robert Clay.
1.5.2 Advocacy strategies were developed so that any illegal gratification by venal agencies
could be countered effectively. This strategy was vigorously advocated at meetings
(national and local), through circular letters to all MNGOS and direct confrontation with
those who demand illegal gratification. When this difficult issue was discussed with an
EZE official he cautioned that NIRPHAD was too small and weak and could be crushed
out of existence.(reminding the famous encouragement of St. Paul that we must be
prepared to be defeated, crushed and if we persevere, keep the faith and not lose heart,
we can survive and not be destroyed). The caution was well taken and help of all
agencies having the same objectives of NIRPHAD were galvanized. Initially, the senior
staff had to be motivated as they saw around them the power of money and the corrupt
always succeeded and seemed to be above the law. How then could they confront a
corrupt officer who controlled a Rs. 400 crore project? Sessions to increase their
confidence, believe in themselves, develop courage of their convictions and to be
prepared to make failures stepping stones for success. This was not easy, but small
successes with USAID projects who were willing to listen to NIRPHAD’s problems and
encouraged to stand firm in the face of adversities. But USAID also took concrete,
corrective actions, by canceling the contract of the NIHFW so that there was a free flow
of funds to successfully complete the project and more importantly, several other projects
1.5.3 One of NIRPHAD’s major objectives is to supplement and complement the
programmes of the Government. Realizing that the NGOs are a small cog in the large
Government programmes. But, the strength of NGOs is flexibility and the NGOs have a
bounden duty to make the Government machinery work at all levels. NIRPHAD has
learnt this lesson and instead of giving up in adverse situations and crying over its
vicissitudes, struggles to cooperate with the Government by working side by side with all
levels of staff and not duplicate the efforts of the Government. NIRPHAD strives to
discern a good officer and who has a heat for altruism (India is fortunate that there
quite a few), who helped in the agriculture mela, or a committed and sincere officer with
a flair for beating the corrupt system who and disentangled the red tape in the difficult
family planning programmes. At times it is frustrating and even impossible for the basic
objectives such as altruism, which is alien to the Government staff and does not figure in
its basic policies. But true development envisions that all agencies (good, bad and
incorrigible and the latter who are anti-opinion leaders) can contribute if the NGO has the
right strategies. History reveals that all leaders created a reasonable environment for
their strategies to succeed in a very unfavorable milieu-believing that they are
catalysts/agents for change. In this endeavor the total participation of the target
groups was the major key to success-a strategy which NIRPHAD has successfully
1.5.4 Besides awareness programmes the rapport of the staff with the target groups became
essential. Choosing staff from the local village and developing good household records
and insisting on house visits was a crucial lesson. In comparing with other
programmes, good records, even computerized were available in the a away office- but
the staff did not belong to the project village nor did the staff or the beneficiaries know
each other by name, much less the objectives or its various components.
1.5.5 When the target groups became stake holders they not only reaped the benefits accrued,
but were able to own, provide critical inputs, participate in fast informal review
evaluations(FIRE), but provide ‘background noise’ as critics. These were the first steps of
the target groups towards gaining confidence, build far reaching and long lasting interest,
provide inputs from their inherent knowledge of the local situation and develop strategies
for graded self reliance. The Unit I of the CFCDP, the eye care services at Chatikara
and the Bajna Growtth Centre are good examples. Unless the programme goes deep in
to the soil of the community it will not have permanent roots, nor achieve graded self-
1.5.6 Innovation: was an important tool for reducing poverty:
• In the agriculture programme besides check dams, collecting water in the rice fields
and letting it seep in to the aquifers to increase the level of the water table was a
boon in the dry months. A safety valve proximal to the check dam prevented
pressure on the dam from on rushing water at high velocity and damaging the check
dam and prevented washing down precious top soil and doubles as a safety valve
and a tube well which enables all excess water to seep into the aquifers. Water is
stored up to 2 Km. upstream of the check dam and in the shallow water suitable
bamboo trees can be planted. In one scheme the level of the water table rose by 4
ft. From one crop due to assured irrigation the farmers were able to grow three crops.
Multi-cropping of mustard and wheat protected the wheat crop from frost. Lab to
land schemes have introduced best practices in agricultural-foundation seed from
the Pant Nagar University had increased the output from three to ten times (especially
if associated with assured irrigation). The actual incomes have been computed. The
area is now the second largest mustard growing region, the first being Haryana.
• Fodder development was crucial as A.H. is the second largest economic activity of
the area. Developing a ‘urea-molasses’ cocktail served only a limited purpose and so
elephant grass (from Pantnagar Agriculture University) was introduced (to be grown
on the bunds of the farms and encouraged kitchen garden and commercial cultivation
of green fodder-(lucern and burseem).
• A model Rs. 5 crore programme with the A.H Dept of UP was developed for a
large breeding programme but could not be implemented NIRPHAD could not accede
to the illegal demands of the Government officials. The first installment of Rs. 45.2
lakhs reached Mathura Treasury, whose fate was an enigma even to this day. A
lesson was learnt and a new programme is being evolved with the help of the
Mathura Veterinary University (Dr. Singh of the Breeding Dept), the recommendation
of Ms. Nita Choudhary, Joint Secretary, GOI-AH Dept), who has suggested that
NIRPHAD explore possibilities with the Special Secretary (Mr. A.K. Singh) Dept of
AH of the U.P. and she would recommend NIRPHAD to evolve a new progamme.
Whether, NIRPHAD will succeed, after one major failure, only time will tell. Meanwhile
the cattle loan programme sponsored by HCDI under the CFCDP is a success, the
refund on the loans while slow, the benefits to the recipients are more than
• Probably entrepreneurship at its best can be demonstrated by the ‘pass on the gift
scheme’, as two women have broken all records with a profit of Rs. 18000 and
20,000 respectively, besides sharing one unit each with another poor woman. The
lesson learnt is that the poorest can manage and benefit from simpler programmes,
which requires minimal input and have a large margin of profit like goats, pigs and
sheep rearing and the next step would be, to attach these groups to commercial
institutions like the pork canning centre at Aligarh.
• By using their own money for organization and linking with the banks for loans, the
SHGs have become a model of free enterprise, which is recognized and funded by
the UN Global Fund for women and has unlimited potential where ‘sky is the limit’.
• Rural Cottage industries cannot compete with urban commerce and trade unless
they can produce the volume of raw material which can be manufactured into finished
goods by the urban factories. In spite of these constraints, the apiary programme was
attached to the Delhi based Health Foods Ltd., The profit to the producers is sufficient
to enable formation of a revolving development fund.
• Significant lessons learnt from the health programmes was the importance of
developing a sustainable health infrastructure, which includes preventive, curative
(at affordable prices) and promotional activities, which supplemented and
complemented the Government programmes. The unique lessons are that mothers
can be motivated to participate in growth monitoring of their children and take care of
simple illnesses through a health and nutrition programme.
• Erstwhile VLW Chandrabhan has shown that a well trained VLW can become an
entrepreneur and earn his livelihood in the F.P. and immunizations programme and
does not need a salary from any organization, but from a motivator’s incentive can
earn a substantial income. Does this experience mean that more emphasis should be
made in training VLWs who can be motivated to be on their own (a bare-foot
motivator)-but attached to a PHC for supplies and surgical procedures? No doubt
this radical change in approach will be more cost-effective.
• NIRPHAD manages the SJSH Hospital (built by a mandate of the Hon. Supreme
Court of India). This arrangement is not only unique as it is a collaboration between a
Public Sector unit of the GOI, and a Church related NGO, but the specialty
services are provided at affordable prices and for those who cannot pay,
concession/free treatment is available. This model should be explored in the rest of
the country to implement the Public-Private-Policy (PPP of the HM-GO)
• About 7000 forms of the RCH II survey have will be completed by 2005 and the
proposal will be completed for 8 FNGOs in the Mathura and Agra Districts, but
whether UP NGO Coordinator will release the funds is still a moot point. With the help
of the CMOs of Mathura and Agra strategies were evolved to overcome the NGO
Coordinator’s hurdles. The most important strategy was to create a solid, united
front at the planning stage to offset all the hurdles and delaying tactics of the UP
1.5.7 Role of donor Vs local agencies: Through the years the role of the donor agencies has
become more defined as they all had time-bound programmes making it imperative for
NIRPHAD to aim at graded self reliance. Fee for services, registration fees and
demonstration programmes on the beneficiaries land (agriculture programmes) and
finally support by the community of stockmen, local donations and Government support
became crucial for graded self reliance. The Eye programme at Chatikara and Bajna, the
Unit I programme of the CFCDP and the SJSH are examples that external funds should
only be sought for capital items and not for recurring grants.
1.5.8 Development programmes deal with human aspirations and are always dynamic and
can never be static. Hence future plans are of the utmost importance. The Hub-Spokes
model has provided a matrix for awareness building through the programmes available
with the Mathura Veterinary University and the Pantnagar Agriculture University. Local
print and electronic media is being used to launch an information revolution.
1.5.9 NIRPHAD was involved in implementing an Urban Health Project (under EHP of
USAID) for 12 cluster slums in Agra City. The experience and the lessons learnt will be
invaluable when the programme is to be implemented in the City ofMathura.
1.5.10 The recent letter of ISRO outlines the development Programmes it hopes to implement
with the Village Resource Centres-NIRPHAD should be prepared with all aspects of
this innovative programme, so that when ISRO is ready to implement in UP, NIRPHAD
shouldl not be wanting.
1.5.11 The US Library of Congress’s invitation to NIRPHAD to continue collaboration is a
quantum leap in international documentation and the reports must continue to attain a
level of excellence which can be compared with the best.
1.5.12 To test NIRPHAD’s level of documentation-which includes design, content,
implementation strategies and impact on the target groups and the general community-
the British Council invited NIRPHAD through its ‘indev’ website to compete for the
“Stockholm Challenge”. NIRPHAD was chosen as the finalist in the health section for its
presentation, “linking health with socio-economic programmes”. The Director and Mrs.
Sundaram (consultant for children and womens’s issues) were invited to Stockholm to
make a CDROM presentation in 2002 as NIRPHAD was selected as a finalist in the
Health Category out of 90 Projects from 70 countries. NIRPHAD was again selected in
2004 out of 600 Projects from 101 countries.
2. Community Health
2.1 Child Focused Community Based Development Program
2.1.1 Unit I
• Implementing Agency : NIRPHAD
• Registration Number of the project : 22009
Annual Report 1st January, 2004 to 31st March, 2005
The reporting period is 1st January, 2004 to 31st March, 2005. The Report includes all the
activities carried out during the reporting period with more emphasis on social change and
impact of the programme. The Report will be helpful to visualize in perspective the activities of
CFCDP in the project area and to know how foster parent’s generous support has helped in the
backward villages needy children to enter the main stream of development.
January to March is the last quarter of the year, so requires planning for the next year, by winding
up of present activities, evaluation of the work done of the past year by “SWOT” analysis,
developing material and mechanisms for documentation etc. Brief, partial reporting was
completed for January to March, 2004. April to June is the 1st quarter of the year 2004.
Detailed planning exercise was done for the current year. Mr. Samir Maganji-HCDI project officer
visited the project in the month of May from 18th to 28th May 2004. Meetings were held with the
community, CFCDP staff, NIRPHAD Director and discussed his observation during the visits and
gave suggestions for effective implementation of the Project. These suggestions were given top
priority in the 1st quarter (i.e. April to June). It was decided to discuss the sustainability plan with
the community through SHG, VSHG, parents committee, and different committees like farmers,
youth clubs and education committee etc. The foster children above 5 years were enrolled in
Government/ private schools, once they completed their education at ECCEC. ECCEC teachers
are responsible to conduct an interview of the children and assess the performance of the
children for eligibility to attend Government/Private schools. So the ECCEC teachers prepared a
list of children who would be promoted to Government/ private schools and finalized the list with
VSHG members at their monthly meetings. Project Manager and ECCEC teachers contacted
Government schools for foster children’s admission. This year more emphasis was given on
enrolment of foster children in the Government schools (to reduce the expenses on NIRPHAD), to
enhancement sustainability of the Project and majority of the foster children were enrolled in the
Government schools. Manager and teachers conducted joint meetings with the head master of
Government/ Private schools and asked them to maintain a separate attendance register in the
school. As the foster children are promoted to higher classes, vacancies in ECCEC were filled by
enrolling poor children between the age group of 3-5 years, from the community. ECCEC
teachers made the list of eligible children and it was finalized through VSHG (Village Self-Help
In all ECCECs, education, nutrition, medical checkups, picnics, parent’s monthly meetings, home
visits, teachers’ monthly meetings, clothes distribution, Christmas celebrations are the main
ECCECs are the focal point for all records and the activities carried out under CFCDP. Teachers
work as multi purpose workers, he/ she are responsible for follow up and supportive supervision
of the programmes implemented. The role of the teacher is that of a catalyst and a liaison
between the village and the organ.
ECCEC Centres are equipped with teaching and learning materials which included outdoor and
indoor play equipment, educational aids prepared by the teachers, using locally available
resources. Specific syllabi was followed, lesson plans were designed for conducting pre-primary
education to the children. Each centre follows a common time table. In ECCEC formal and non
formal education is imparted to the children through a play process as a methodology and
different outdoor play materials, various activities are used for the over all personality
development of the child. ECCEC Centres have enabled children to get early formal and non-
formal education and exposure to a healthy living environment. Special emphasis is on nutritive
Each ECCEC has large open space for playing outdoor games. Play material like swings, merry-
go-round and tricycles are available. Apart from this ECCEC teachers are motivated to prepare
low-cost, innovative educational aids.
Purchasing Teaching, Learning and Play Material: In the month of August more emphasis was
given on planning and purchasing of educational and teaching material. In teachers’ monthly
meetings they were asked to prepare a requirement list and it was finalized according to the
available budget. Project Manager Neel Prabha and ECCEC teacher Leela Lal were given the
responsibility to produce a consolidated final list. The quotations were discussed in the senior
staff monthly meeting before purchasing. Payments were made by cheques as per instructions of
the donor agency. In the month of July and August 2004 educational material including Dari
(mat), slates, different educational charts were purchased for ECCEC children. School bags,
color pencils, books, notebooks, crayons were purchased for ECEC Children. A good quality Leo
tricycles and scooters were purchased for out door play, Flannel boards were purchased and
given to each ECCEC to utilize while teaching children. By providing training material children
were able to exercise writing and were very happy to receive a school bag with books in it. Play
material provided an opportunity for outdoor play and developed a sharing habit amongst children
and also for development of physical and mental growth. This also helped to develop creativity
amongst the children. Teaching and learning material helped to create interest for reading and
writing and also for easy and better learning of the children between the age group 3-5 years.
Clothes/Dress: Every year ECCEC Children are provided clothes-school uniforms. Usually they
are purchased from the market. But this year a local tailor was selected through VSHGs for
stitching children’s uniforms and orders were placed for uniforms for 250 children. Parents were
made to understand about their contribution and they contributed Rs.30 per child. The local tailor
was made responsible for purchasing the material, taking measurements and handing over the
uniforms to ECCEC teachers. The teacher maintained separate distribution register at ECCEC. A
uniform dress code was followed by all the ECCECs. This activity (of similarity in uniform) helped
to create a sense of equality among ECCEC Children irrespective of caste, sex, religion and
enforce a level of cleanliness.
Nutritional Care: Nutritional Care is provided to the children at ECCEC. A menu was prepared
according to the protein, calories, fat and carbohydrate requirement of the children. While
documenting health records of each child, doctors were involved in the process of nutritional
requirements. Special arrangements were made for malnourished children. The cooks were given
orientation about hygienic cooking and serving clean, hot meals to the children. Each day
different dishes were cooked and a full meal comprising of chapati (whole meal Bread) rice, dal
(Pulses), vegetables, salad and seasonal fruit were given. On special occasions and festivals
special food was cooked. Menu was changed according to the season and available budget. The
budget was discussed with the parents and VSHG members and jointly prepared. Some parents
gave donations in kind to support the nutrition programme. In this quarter i.e. in January to March,
2005 there was marked change in menu and efforts were made to collect donations from the
community. 40 Kg wheat and 40 Kg Bajra was donated by the community. At Babugarh one
farmer has started donating Khichdi (rice mixed with pulses) twice a week for ECCEC children
and he is also supplying vegetables for the Nutrition programme. He has helped children to get
at least one full meal a day a necessity for physical, mental growth and to develop immunity.
Children offer prayer before having meal. Parents were motivated to participate in nutrition
programme. Once in a week a special meal (deep fried puris (puffed bread), rice porridge and
mixed vegetables) was served. The required food ingredients were purchased from the grocery
shop in village Nagala Sakaraya. One handicapped person owns that shop. NIRPHAD has
provided a loan from seed money from CFCDP in January, 2004. This activity has helped to
develop the village economy.
Medical Check-up: Medical check up is a regular activity. Every Monday a medical team
comprising of a doctor/ ANM, Health educator visits performs medical checkup of ECCEC and
foster children attending Govt./ Private school in a village and follow up is done by ANM. During
the visit doctor completes medical register kept at each ECCEC and prescribed medicines as per
requirements. Growth monitoring involves teacher and parents. ‘Road to Health” yellow cards are
maintained at ECCEC to assess the health status and progress of each child. During the year it
was noted that the status of malnourished children was poor but the majority of children were
healthy. The objective behind routine medical check-up was to keep the children healthy and
protect them against six deadly diseases of child hood by appropriate vaccination. . One foster
child Mr. Sanjay S/o Hukum Sinh of Nagala Surir was treated at Swarn Jayanti Samudaik
Hospital (SJSH) a super specialized hospital for fracture leg. The accident took place in the
school and he was unable to stand on his feet but now he is all right and can walk easily. All the
medical expenses were borne by NIRPHAD with some contribution from the parents. Sanjay is
attending school regularly. ECCEC teachers maintain separate medical register. Medical check
ups helped in early detection of illness for prompt medical treatment, which keeps the child
Social Development-Cultural show/picnics/sports: Every Year picnics were arranged for
ECCEC Children. The objective for this activity was:
• To enhance personality development of the children with more emphasis on social
• To provide an opportunity for the exposure to the surrounding World.
• To inculcate a feeling of sharing of create social awareness.
• To provide an opportunity for entertainment.
• To facilitate better learning and education
A picnic was arranged in the month of September. All the ECCEC Children were taken for a
picnic at “Shri Banke Bihari Gaushala” (Home for cows) situated on Chhatikara, Vrindaban Road.
As the children are very young safety is main concern, so it was decided in parents and VSHG
meetings that children should be taken to the nearest place, where they can play, eat and enjoy
On 23rd August, 2004 a picnic was organized for Gonda Atas and Nagala Sakaraya ECCEC
Children and on 24th on 29th September Nagala Surir, Babugarh and Hanumangarhi children were
taken for a picnic respectively. The project Manager and ECCEC Staff accompanied children. At
the picnic children enjoyed playing on jungle jim, swings, tricycles and slippery slides etc. In this
commodious place, children played and ECCEC staff gave a cultural programme. Gonda Atas
ECCEC Children presented a Qawali (semi classical group song) “Jab Janam Diya Tune Mallik
Jine Ki Raha Dekha Dena” (God you have given us birth/ life show us the way to live) and it was
appreciated by all the children. Nagala Sakaraya children sang Christian songs. Many activities
like mimicry, drama, folk dance and songs were performed during the picnic. The staff played
local musical instruments and it was very exciting. Children enjoyed whole day playing, dancing
and eating lunch which was prepared at the picnic. Lunch was prepared to a ‘Halwai’ (commercial
cook). The menu was deep fried puris (Bread), Alu chole (Potato with millet) and Jelabi (sweet
dessert). Children really enjoyed hot and delicious food. After lunch gift consisting of (Parle,
Biscuits, toffees, ball, balloon, whistle and sun goggles) were distributed to all the children.
Children were happy and excited to receive gifts. They enjoyed outdoors. They also had an
opportunity to mix with other ECCEC Children, play, eat with them and enhance their social skills
by sharing. Children were able to absorb information about the surrounding World and had
exchange of ideas with peer groups.
Home Visits: Each ECCEC teacher has done home visits according to the prescribed schedule.
Home visits are crucial as they provide an opportunity to establish a rapport between the teacher
and the parents. It also provides homely atmosphere where discussions/ dialogues are more
natural and free and children’s problems are discussed without any hesitation. Every day, after
ECCEC working hours teachers visit homes and discuss child’s academic performance,
problems, achievements, aptitude and interests, with the parents in a genial atmosphere. The
health status of each child is discussed thoroughly during home visit, when children and parents
are available. Teachers collected parent’s contribution and also imparted information about future
planning. Child’s academic performance was discussed in detail with parents during home visits.
During home visits efforts were made to motivate parents for their involvement in their children’s
educational life for better performance. Usually in the village parents are less concerned about
children’s education and they feel that it is the teacher’s responsibility as the children are
attending school. After home visits information is recorded in a separate register at each ECCEC
and teacher is responsible to maintain a register. During the home visits conducted in January to
March, 2004, teachers started convincing parents to enroll their children in Govt. Schools for
continuing their education and sustainability of the programme. Teachers explained to parents the
reason behind it, as NIRPHAD is a voluntary organization and its role is limited. The role of NGOs
was to supplement the Govt. services and not of developing parallel structures. And more over
Govt. schemes are permanent. So it is the community’s responsibility to utilize Govt. Services to
Annual Letters: Are the major link between the foster child and foster parents. Every Year
annual letters were sent to foster parents. Project also received letters from Foster parents and
some foster parents sent Christmas gifts, greeting cards along with the letter. Some parents sent
gifts, birthday cards to their foster children and children who received gifts, letters greeting cards
wrote to their foster parents. Annual letters were written under the supervision of teachers. The
foster children attending Government/ Private schools were able to write letters to the foster
parents but the younger ones in ECCEC were not able to write letters. So the teacher assisted
them in writing. Their letters included drawings, pictures, alphabets and numbers using their
imagination and free will to communicate to the foster parents of what they have achieved at the
ECCEC. Thus through letter writing foster children tried to communicate to the foster parents.
Children enjoyed learning writing skills and tried their best to male the letters more attractive and
meaningful. When letters were received from foster parents, these letters were read out and
explained to the concerned children. Children expressed their deep gratitude to the foster parents
for the gifts they received. This has provided an opportunity to the poor children and especially for
the girl child a ray of hope for a better future. Children also wrote thank you letters along with the
photograph of the gift, which they received. It was observed when the children receive letters
from their foster parents and when it was read and explained to them, the children were joyous
and showed the letters to all the villagers, friends and family members. They listen intently in pin
drop silence while the letter is read. They explained to the teacher what they want to reply and
are proud to show off the photos of their foster parents. Letter writing provided an opportunity to
the children to use their imagination and to express their feelings, in words.
Teachers meeting: Teachers meetings were regularly conducted by Project Manager Neel
Prabha to assess the performance of the teachers. These meetings were organized once a
month at NIRPHAD Growth Centre, Chhatikara and at each ECCEC alternately. On May 30th a
joint meeting of unit 1st (22009) and Unit 2nd (22013) took place. Teachers met to discuss the next
session’s plan and HCDI project officer’s observation and implementation strategy. All the
teachers were given home assignments for preparation for next session and it was decided to
conduct teachers test in the 1st week of July. Child’s problem, success, failure and different
development issues were discussed at these meetings. The meetings acted as a forum for
exchange of ideas by the teachers, which enabled them to get better insight into management of
ECCEC and also equipped them to get better insight into management of ECCEC and also
equipped them to manage their centres in the villages. Govt. and Private school teachers were
also involved in these meetings to get feed back about foster children’s performance, who are
attending their schools. Teachers were informed about meeting date, time and place well in
advance for their presence in the meetings. During HCDI project officer’s visit it was noticed that
there was a need to update teacher’s skills to manage ECCEC effectively, so monthly tests were
given to the teachers to ensure their performance. Teachers in the monthly meetings collectively
planned nutrition menus and time tables CFCDP unit 1st (22009) teachers, Miss Leela Lal and
Rama were used as trainers for explaining and giving demonstrations of preparation of “LESSON
PLANS” and “LOW COST EDUCATIONAL AIDS” using local resources. Teachers were also
given orientation regarding Annual letter writing and were asked to assist the foster children in
annual letter writing. In the third quarter (October to December, 2004) the teachers were asked to
do follow-up of the activities related to socio-economic development in their respective villages.
They were also involved in conducting VSHG meetings with Project Manager. Teachers were
given orientation about NIRPHAD’s withdrawal strategy and their role in it. In the last quarter
more emphasis was given on teachers meetings to make them able and assist in the process of
partial withdrawal of NIRPHAD. These meetings provided an opportunity to exchange their ideas,
success, and failures with each other in a group and for collective solutions were reached by
problem solving and decision making process. Presence of Govt./private school teachers in these
meetings helped them to understand the working and different methods adopted for imparting
pre-school education to the children.
Parents meetings: were organized on a monthly basis and ECCEC teachers were made
responsible to inform parents about the meetings. Parents were sent advance information and
agenda for the meeting through ECCEC Staff. These meetings were conducted at ECCEC and
tea and snacks were served. In the 1st quarter i.e. April to June, 2004 parents were explained that
NIRPHAD ECCEC children were being promoted would the procedures for admission to the
Government schools. This process will enable continuity of the programme and help in
sustainability of the programme. Majority of the parents complained about the poor functioning of
Government schools. NIRPHAD emphasized parents’ role in supervision in order to make the
Government schools function better. It was explained to the parents that if they would only file a
complaint, it would not be effective however if they participated by discussing the problems and
suggest solutions to the administration it might produce some positive results.
Self Help Groups (1st April,2004 to 31st March,2005)
NIRPHAD started a Self-Help Group programme in the year 1996. In the beginning it was very
difficult to implement this programme as its members could not take effective steps towards
greater control of their lives either at home or in the society. The essence of SHG is that it laid the
foundation for Self-reliance through building an Institution, which has the capacity to continue
development and empowerment of its members. SHG created confidence and mutual support for
poor women striving for social change. SHGs emphasise awareness, raising, confidence building,
for the dissemination of information, delivery of services, for developing communal self reliance
and collective action. The process of SHG formation and development has been divided into
three phrases as indicated below, based on field experience.
Phase 1st – Pre information and formation of SHGs
Phase 2nd – Group stabilization
Phase 3rd – Growth of Self Reliance
NIRPHAD’s SHG programme has passed through these phases successfully. However, still in
phase 3rd SHG’s have to travel a long distance. At present there are 120 SHGs at the Chhatikara
Growth Centre and 37 villages were covered under this activity. Capacity building training, were
organized for the group members consisting of SHG dynamics, management, savings and credit
management of accounts, linkages with banks. Capacity building training programme were
organized in collaboration with NABARD. On 25th and 26th February 2005 a two days workshop
for SHG leaders was organized at NIRPHAD Growth Centre Chhatikara. NABARD sponsored this
programme. SHG representatives were also provided HIV/AIDS information i.e. prevention,
symptoms, Rehabilitation of HIV/AIDS patients. For the training programme Mr. Khan DDM
NABARD was the chief guest.
Statistical figures on the SHG Project (1st April, 2004 to 31st March, 2005)
Sr. No. Total No. Villages Total Total Total Inter Members
of SHGs Covered members saving Loaning who received
1. 120 37 1332 2705425 4750600 1250
SHG Linkages with Banks
Sr. No. Total Group linked Amount of loan Purpose Repayment
with Bank Rate
1. 15 391579 Consumption, to 100%
Major achievements of SHG Programme:
The SHG project is targeted for a long-term goal to create social awareness and establishing
necessary conditions for survival and improvement of the quality of life, through sustainable
economic and social activities. SHGs are growing from strength to strength and awareness and
self-confidence among the women is increasing. The implementation of this programme which is
located in a poor backward and illiterate rural community was an up-hill task. However, by
pursuing vigorously and tenaciously, this enabled the SHGs to achieve reasonable results. The
community was participating in the SHG programme enthusiastically and there was constant
increase in SHG members. Women were organizing themselves by forming self Help Groups
which indicated the acceptance of this concept of development by the community. Approximately,
80-90% of SHG members had availed of inter loaning facilities to meet their immediate needs.
This programme had proved that women could develop their own programmes when relevant
training was available. The capacity raising was another landmark of this programme. This
programme had proved that even the poorest can find resources if they can cooperate with each
other toward a common good. SHGs had evolved an alternative and effective community
management system at the grass root level for meeting their credit needs. There was constant
increase in savings and women took more interest to start income generation programmes for
economic up liftmen. SHGs developed leadership, decision making, record keeping and conflict
management qualities. They functioned as a pivotal point for creating awareness on common
problems for collective actions. Linkages with banks had helped the SHGs to set up production
units and thus women were able to utilize their acquired skills, imparted through skill training
programmes by NIRPHAD. Formation of SHGs especially of both genders, have helped to bring
both male and female on a common platform by breaking by breaking barriers of shyness to
speak in front of men. Women were in a position to express and also have a dialogue with male
members on mutual concerns. This was very significant achievement in a rural community and
SHGs have helped to break years of silence amongst women. In the SHG monthly meetings
women were able to express and share their problems, both personal and general with fellow
women and thus their stress levels were reduced. In other words it had helped for building sound
mental health. As the decision-making authority is gained women were able to enjoy freedom and
they felt free in expressing their views and emotions.
As the social problems were discussed in the SHGs monthly meetings, social evils such as
alcoholism, gambling, atrocities and violence against women decreased. The social evils such as
dowry, bride burning were also brought under control, as the women were organized and aware
for preventive action. Micro Credit programmes were developed as habit of saving in the
community. Through this programme women were encouraged and they were visiting the banks
for financial transactions with the help of officials who were very supportive. In remote villages
adopted by NIRPHAD, women were travelling a distance of 10-15 Kms on foot with a large
amount of cash, which proved the freedom and courage women gained through Self Help Groups
programmes. Women who were always neglected in development were taking keen interest in
their own village; for example – Self Help Groups members of village Mora blocked the road
when there was severe drinking water problem in their village. They contacted the Govt. officials
to hear their complaints. The women went to the DM’s Office and put pressure on officials and the
problem was solved. Women had developed a lot of confidence and they were trying to solve
their legal problems also; for example Dulari, resident of village Nagala Surir who was a widow
filed a court case but she was not getting a favorable response. She discussed her problem with
the SHG members. Mrs. Rajani took her to the Court to meet Mrs. Usha Solanki an Advocate and
discussed her problems. The lawyer gave a sympathetic hearing and assured them of necessary
help. This incident is very special as the women are becoming active and aware of their legal
Self help groups Linkage with Banks: Majority of the SHGs are linked with banks. During the
reporting year, 15 SHGS were linked with the banks for different purposes. Bank officials visited
SHGs before linkages were established. The objective behind the linkage is to provide financial
support to SHGs for economic enlistment. The amount was used for consumption purposes so
that the members are able to fulfill their immediate needs.
Problems in Linkages: Lengthy paper work - the paper formalities to obtain loan were very
complicated and time consuming. Group members were not able to wait for long periods to obtain
loans from the banks and it resulted in disruption of the SHGs as the members required hard
cash immediately after fulfilling the paper formalities.
The Manager always complained that they do not have adequate staff to do the additional work.
Hence loans were delayed.
Transfer: Frequently the Managers were transferred and the new Manager took their own time to
understand the loaning scheme even after they were trained by NABARD. Hence, loans were
Official Procedures: Sometimes the official procedures like audit also caused delays in
“ANKLETS – A SOURCE OF INCOME”
The start of income generation activity of any SHG is an important component of women’s
economic empowerment. When a woman has hard cash in her hand over which she has absolute
control, she is able to gain/ maintain her proper status and is respected in the family and the
society. Thus, her whole life has a potential for individual growth to the maximum. Income
generation activities help to increase the socio economic standards of women and the community
and help the women to assist the family members to shoulder the economic responsibility of the
family. The benefits gained through income generation activities are tangible and intangible
benefits. “Vikas Mahila Bachat Sangh” of Jonai is no exception for it.
In the village Jonai two SHGs are working viz Navodaya Bachat Sangh and Vikas Mahila Bachat
Sangh. Both the SHGs were formed by NIRPHAD in the year 2001 and 2002 respectively. There
are 15 members in Vikas Mahila Bachat Sangh who deposit Rs. 150 per month as a saving
amount. Members of this group are engaged in anklet making activity. They take a loan from the
SHG account individually and work independently. They utilize the loan amount for purchasing
raw materials and to have working capital for the business. The husbands market the products.
These products are sold at Mathura and Agra. The women are earning at least R.2,000 per
month as anklets have very good market in the adjacent town/ city. The group members not only
make anklets but they also take interest in social activities in the village. They contribute
voluntarily for the development work and also address social issues to women who are not SHG
members motivating them to organize themselves by forming SHGs. This group is planning to
take loans from banks to expand their small businesses. This SHG closely works with another
SHG in a village (Navodaya Bachat Sangh) in the area of development. The members say that
through the SHGs they got an opportunity to start making anklets thus enhancing their income to
meet family needs. Through SHG they have developed a strong feeling to manage their own
money matters and also a spirit of participation in socio economic and political activities of the
community as the first step for graded self-reliance.
Self-Help Groups programme is aimed to create social awareness and establish fundamental
conditions for survival and improvement of quality of life through sustainable and social activities.
It has also provided common platform to address social needs, social problems etc. Through
SHG activity the attitudinal change has taken place and people have started thinking about their
village, surrounding. And this attitudinal change has brought development in their villages to have
quality life. Some of the following success stories will support the facts.
• Nagala Poppy is a small village situated in the Mathura Oil Refinery area. It is a Schedule
Caste village. There are two SHGs having male and female members. There are 10 members
in each group who are depositing Rs. 25 per month as a saving amount. The group was
formed by NIRPHAD in the year 2001. These groups have their own principles, laws and
byelaws. Apart from inter loaning and bank linkages, the groups give more emphasis to
eradication of social evils like dowry, alcoholism, wife beating, ostentatious celebrations of
birthdays, death anniversary and marriages by motivating the villagers through meetings.
They also give assistance to take strong action against those who create nuisance (anti-social
activities). The members also conduct awareness camps for the villagers from their group
savings. They have good relations with the media and use it as an instrument to bring social
• Navodaya Bachat Sangh is working in village Jonai, an interior village of Mathura District
which is situated on the banks of river Jamuna. Navodaya Bachat Sangh was formed by
NIRPHAD in the year 2001. There are 15 members who deposit Rs.100 per month as a
saving amount. This is one of the best groups. The group leader, Mr. Balkishan is an
educated person with a social worker’s heart and has keen interest in his own village
development. His group members are also committed for village development. Usually it is
observed that the villagers always ask for installation of hand pumps and the Govt. does it.
But there is no person who takes care of their maintenance and the money is wasted without
solving drinking water problem. However, in village Jonai this is not so as Navodaya Bachat
Sangh is committed for repairing of hand pumps. The group repairs the hand pumps through
their savings. They have also given their contribution in terms of cash and kind when the brick
pavement was constructed in the village. The SHG also participates in school programmes
and give donations in cash and kind for the children on auspicious occasions like
Independence and Republic Day.
• Santosh Mahila Bachat Sangh and Laxmi Bachat Sangh are smoothly functioning in village
Nagala Paramodariya. Both the SHGs functioning are formed by NIRPHAD. There are 15
members in each group who deposit Rs. 50 per month as a saving amount. Santosh Mahila
Bachat Sangh was linked with the bank and got Rs. 25,000 as a loan, which was utilized for
consumption purposes by the group members. This group apart from inter loaning has
purchased a house built in 200 sq. feet area on the name of SHG and all the group members
have ownership in it. The purpose behind it is to create immovable property for the SHG and
earn more money in near future through which the group members will start IGP for self-
sustainability. Both Santosh Mahila Bachat Sangh and Laxmi Mahila Bachat Sangh group
members have jointly assisted the bank manager to get loan recoveries from defaulters of SBI
Radhakund. This proves that through the SHG activities, women have developed a feeling of
cohesiveness amongst them and have acquired collective problem solving skills, a strong
feeling of confidence to manage their own matters, village matters and work in cooperation
with their fellow women. In this case Bank Manager (SBI Radhakund) played a crucial role in
motivating SHG members for collective action.
Self-Help Groups monthly meetings: The meetings were regularly conducted and initially
financial matters related to savings, credit, linkages with banks were discussed. Slowly a change
in issues gained pre-eminence such as social issues, social legislation’s, role of women in the
Constitution, women’s rights, were also discussed. The meetings were conducted on
predetermined date and time, at either the SHG President’s house or in the ECCEC, during the
afternoons. Women were motivated for their active participation in decision making, inter-loaning
and linkages with banks. Sometimes activities such as debates on social issues and dowry,
questions on ‘son preference’ were also arranged, to help the women to express themselves in
front of an audience without being shy. During these meetings more emphasis was given on bank
linkages and setting up of individual or group IGP units. The skilled members were especially
motivated to utilize their acquired skills. Financial transactions of SHGs were checked regularly
and members were encouraged to write the Minutes of the meetings. Members were also
encouraged to act as a catalyst in forming more SHGs to organize women’s power and to provide
for a respectful status of women in the society. Sometimes joint meetings of SHGs were also
conducted. Majority of the SHGs were linked with the banks. In the meetings emphasis was also
given on the role of SHG in CFCDP sustainability. Members were repeatedly encouraged to
utilize bank loans for starting IGP or setting individual of group IGP units for economic
independence. SHG records were scrutinized thoroughly and were updated by ECCEC teachers.
ECCEC teachers were involved in SHG monthly meetings and they were asked to assist in
writing minutes and updating savings and loan ledger. The outcome of SHG meetings was
satisfactory. SHG members also gave suggestions about sustaining ECCEC by contributing a
little cash by each SHG member, collection of food grains during harvesting, to support nutrition
programme etc. During the last quarter of the Year January to March, 2005 sustainability was
repeatedly discussed in these meetings. NIRPHAD is facing difficulties in linkages with banks and
especially with State Bank of India, Vrindaban Branch. So members were given information and it
was decided to shift the SHG savings accounts in OBC Oriental Bank of Commerce Chhatikara
branch and Indian Overseas Bank, Jait branch and thus 3 SHG accounts were transferred in
those banks where bank Managers were willing to finance. ECCEC Nutritional programme was
discussed with the members by giving more emphasis on local contribution. In SHG monthly
meetings the concept of “FEDERATION” was discussed and members were motivated and were
explained the vision and mission of federation. Two SHG members were chosen to Central
managing Committee of Federation. Members were motivated to become federation members.
SHG group meetings were also organized for selection of cluster steering committee members of
SHG members Training Programme on HIV/AIDS: SHG members training programme on
“AIDS” was conducted on 25th February, 2005 at NIRPHAD Growth Centre, Chhatikara. Mr.
M.I.Khan–DGM, NABARD, sponsored the training programme. Mr. Khan was the Chief Guest
and Dr. P.C. Kanoogo Deputy CMO Mathura was the special guest. Mr. M.D. Agrawal,
Coordinator NIRPHAD, gave his self-introduction, followed by participants and then orientation of
the programme. Concept of SHG was discussed in-depth and explained by DGM NABARD. Neel
Prabha Project Manager highlighted the importance of formation of SHGs, to organize and
strengthen women power and for economic development, which will channel towards self-
reliance. She said that the main objective of SHG is not only savings but organization of women
who are scattered, in disarray without objectives and direction and bring them together to
increase their economic status and incomes. DGM NABARD explained the difference between
“Scheme and Programme” and defined that in programmes participation is ensured but schemes
participation is from “Top to Bottom” without being implemented by the members and lacks
people’s participation (alternate dictionary definition of scheme is: under hand plot, intrigue). He
added that SHG is a programme where the initiative is from members who have started this
The objectives of the training programme were to:
• Help the SHGs become SHGs of repute.
• To impart knowledge about HIV/AIDS and its prevention and that it has no cure.
• To discuss rehabilitation measures of HIVAIDS and social aspect of the disease.
DGM NABARD discussed important items in SHG and also checked saving and loan register of
the members. 30 SHG members from five adopted villages under CFCDP unit 1st participated in
the programme. SHG linkage of SHG with banks was discussed in detail and members
communicated their problems regarding linkages, bank documents, delays, red tape and long
process for getting loans etc. to DGM. In the end experience-sharing session was conducted
which was very well done and informative.
In the post lunch session Deputy CMO delivered a lecture on HIV/AIDS. He described thoroughly
the symptoms, preventive measures and rehabilitation of HIV/AIDS patients. He started his
lecture by asking women what they know about HIV/AIDS. His lecture was very informative. After
he finished his lecture women members asked lot of questions to him related to the topic. Deputy
CMO told that HIV/AIDS virus came to India in 1986 and also gave the statistics of HIV/AIDS
patients in Mathura as follows:
Year 2002-2003 - 21 Patients
2003-2004 - 31 Patients
2004-2005 - 41 Patients
This shows constant increase in HIV/AIDS patients and stressed the need for preventive
measures. He described causes of HI/AIDS as:
• Blood transfusion – Blood taken from unauthorized blood bank
• Use of infected needle
• Unsafe sex
• If a pregnant woman suffers from HIV/AIDS it is transmitted to the child.
• He stressed that they members should advise people to take blood from authorized blood
bank to avoid infection and emphasized on using disposable syringes. He asked the
participants to teach the local doctor, ANM deputed by Government/NGO practicing in the
village to use disposable syringes.
He described symptoms of HIVAIDS as
• Chronic illness which is not incurable even after medical treatment
• Chronic temperature
• Enlargement of any gland
• A-typical pneumonia
• Oral thrush
• Loss in weight
These symptoms can be developed within a period of 3-10 years. Deputy CMO also said that
“Initial diagnosis of HIV positive does not mean that one is suffering from HIV/AIDS (initial
diagnosis is by the EILISA test which must be confirmed by the Western Blot test). When the
immunity of body is completely destroyed, then only person suffers from this deadly disease,
which has no treatment and only precaution/prevention is the surest and best treatment.
Tuberculosis patients are at high risk victims of HIV/AIDS. While speaking about prevention of
HIV/AIDS he told that “for HIV/AIDS prevention is the only treatment” so it is the moral
responsibility of each individual to spread the message of prevention of HIV/AIDS. There was a
question answer session after the lecture was over. Many participants asked many questions.
Participants confessed that they were unaware about this deadly disease and were very happy to
get information. Question answer session was followed by group discussions. After that Dr.
Kannoongo imparted information about family planning methods with their merits and demerits
and gave more emphasis on small family norms by informed choice. He also said that previously
and at present in family planning programmes, women’s participation was much more than men,
but the time has come for men to come forward and accept family planning methods (NSV and
more and proper use of condoms) to control the population. He added that men seem to have lost
their interest in family planning programme, but this interest needs to be revived. New methods
were discussed and one of them was NSV (Non-Scalpel Vasectomy) which is a simple method
without loss of a single blood of drop. He described NSV in detail and asked the participants to
motivate men for NSV. At the end a documentary film on HIV/AIDS was shown to the
participants. This session was really appreciated by the participants.
SHG Exposure Visit to Government Offices: Exposure visits for SHG members were arranged
in the month of January 2004. The objective of these visits was empowerment and strengthening
of SHGs. It was expected that through the exposure visits the women would be able to update
their knowledge and there will be provided. It was also expected that through SHGs working. On
12th January, 2002, four SHG members from 5 adopted villages under CFCDP were taken to the
block development office with prior appointment with BDO block development officer Mathura. 35
participants from 5 villages participated in the visit. BDO, ADO, Accounts officer also participated
in the programme. A meeting with block officials were organized BDO Mathura welcomed in SHG
members of block office and delivered lecture on SHG. He described SHG scheme in detail. He
said that the need of SHG is the need of the hour and it is needed for love and cooperation. He
asked the women to forum more SHGs to organize women power for constructive change. ADO
Mathura said that there are to two types of SHGs:
1. SHG with subsidy
2. SHG without subsidy.
He also explained in detail formation, bye laws, bank procedures, working of SHG. ADO
explained development schemes to all the SHG members. And informed that for schedule caste
and BPL people get a subsidy up to Rs.7500/- He also added that in Panchayat meetings loan
targets are declared so members should be aware and should take interest in Gram Panchayat
meeting if anybody wants to avail loan with subsidy. The person whose income is less than
Rs.12, 000 per year is eligible to loans with subsidy, while obtaining loan dues certificate from
Cooperative and commercial banks from the village are essential. He explained “Indira Awas
Yojana” in detail. He also emphasized “Widow Pension scheme”, “Old age pension” etc. He
asked SHG members to take initiative and help the widows to take advantage of this facility. He
described handicap’s pension and certificate. ADO also highlighted that SHGs is one ladder to
the participants. This visit helped the women to get detailed information of Govt. Welfare
schemes. Through this visit they were able to visit the location and structure of BDO office and
get information about its working. This visit also helped the women to get know the outside World.
Grahini Training: Two Grahini Training programme were organized in the month of February,
2005. Girls and women of 5 villages were selected by VSHG members and were imparted
training on different items. The objective of the programme was to assist the women and girls to
become good housewives by imparting knowledge and skill training. The programme was divided
into two categories, didactic and practical. The topics covered included health, nutrition, income
generation activities, social legislation, child care, interior decoration and home science. A batch
of 10 beneficiaries including women and girls were selected from each village. Two days practical
training in home science was organized at Krishi Vigyan Kendra, Mathura. At KVK Mrs. Abhilasha
Kulshreshtra, Assistant trainer imparted practical training to the participants in food processing
and preserving- by making pickles and jams. During training tea, lunch and snacks were
18/12/2005 - on this day 25 participants were taken to KVK Mathura. The participants from village
Gonda Atas and Nagala Surir were accompanied by Neel Prabha, Project Manageress, Ms.
Rama, ECCEC Teacher Gonda Atas and Mr. Girish Agrawal, Agriculture Engineer, NIRPHAD.
The programme started at 11 AM with the introduction of the participants. Neel Prabha, after self
introduction gave orientation of the programme. After registration of the participants, Mrs.
Abhilasha Kulshetra imparted information about the schedule of the training programme. She
started the session by asking “why vegetables are preserved and why pickle is prepared?
Generally vegetables are preserved for using them in all the seasons especially when there is
scarcity of vegetables.
Pickles are prepared for:
• To get vitamins
• Using it as a variety in cooking
• When guests are present
• To save money
One can transfer vegetables from one place to another. She explained “dos and don’ts” of pickle
making, precautions to be taken while preparing pickles, economic aspect of pickle making and
pickle making as an IGP. She asked every participant to repeat the information presented, the
objective being that the participants should learn the information by heart. She motivated women
to write their names at the time of registration instead of putting their thumb impression. She
described in detail the methods of vegetable preservation. In the post-lunch session, a
demonstration included “preparation of mix vegetable pickle”.
Next day i.e. 5th February the session started with recap for the last day and the trainer then
gave demonstration on Jam preparation. Pre-testing took place to test the participants’
knowledge about the preparation of jams. Beneficiaries fully participated in the preparation and
they really enjoyed the training. After the jam was prepared a concluding session was arranged.
Dean, Chancellor from Veterinary University, KVK Director and NIRPHAD Coordinator were
present for the session. Dean, Mr. S.D. Sharma appreciated NIRPHAD’s efforts to use KVK
experts for training rural women and girls. He said that KVK is meant for giving technical
assistance through different activities and training programme is one of the activities. Through
these kinds of activities a rapport is established and rural people are benefited by providing up to
date knowledge. He also extended his thanks and best wishes to KVK for conducting more
training programmes in the future. Chancellor, Veterinary University asked the participants to give
suggestions to improve the training programmes and also asked what they learned and what new
things they would take back from KVK. He also added that participants are free to call any staff
for their assistance whenever required and motivated them to form groups and implement pickle
making as an income generation programme. Mr. Agrawal recapped the two days session and
expressed gratitude on behalf of NIRPHAD and participants to KVK for its assistance. He also
distributed a set of training material to each participant. In the end Dr. Y.K. Sharma gave
information about packing costs of the product and value added tax. He explained different
packing material as glass jars, plastic jars, plastic bags etc. He said that in a competing market
packing should be attractive and packing machines should be used. Plastic bags can be used
for packing even though plastic is non biodegradable and as a waste it contaminates soil and
water with toxic materials, hence plastics should be avoided. He said that while calculating the
price rate of vegetables, ingredients, cost of packing material, electricity/ fuel, labor cost, transport
costs should be included to get a correct cost of the manufactured goods. During his lecture he
emphasized on quality of the product. On 7th and 8th February, 2005 another batch of 25 girls,
women from Babugarh, N-Sakaraya and Hanumangarhi were trained at KVK.
On 9th February, 2005 a legal session was conducted at NIRPHAD Growth Centre, Chhatikara.
For 50 participants advocate Mrs. Usha Solanki, Criminal lawyer was the resource person of
the programme. She imparted information of the social legislation’s, Hindu Marriage Act,
Property Inheritance Act, dowry prohibition and FIR Women’s Rights etc. This was a very lively
session and 90% participants participated in the programme by asking questions and clearing
their doubts. Question and answers with group discussion method was used. She asked the
participants that legal knowledge is very important because without it many times women become
victims of physical and mental harassment. Once life is disturbed the future can be very
stormy. So, one should look after one self and his/ her duty before lodging an FIR complaint. She
also added that after 6 PM women are not supposed to go the police station and asked the
women to become action oriented and should raise their voice against child marriages. When
this occurs in village they should not wait and should contact police immediately. She also
emphasized that one should not involve middlemen to solve their problems. One woman from
Nagala Sakaraya mentioned that in her village high caste people have forcefully taken a land
belonging to the schedule caste family and using it as a farm. The lawyer told her that in this case
the victim should request a village meeting and also take police help. If the police does not help
they should go to SSP (Senior Superintendent Police) and then to the Home Ministry and request
an enquiry. But the family should also take the help of villagers. She assured that she is ready
to help women but the only thing is the women should go to a lawyer and if the police do not
listen she will take women to the SSP personally. She also encouraged women to be bold
enough to raise their voice against injustice.
After lawyer’s lecture, Dr. Lata Agrawal from Chiraya Hospital, Mathura delivered a lecture. She
explained in general the anatomy with more emphasis on female reproductive system. The
topics she covered were personal hygiene, menstrual cycle, and gynecological problems, family
life education etc. There was maximum interaction by participants who asked her many
questions. Dr. Agrawal gave more emphasis on the following: diet during menstrual cycle and
facts and failures related to menstruation. She told the participants that if they have any problem
they should come to here hospital where they would be treated free of cost. After Dr. Agrawal’s
lecture Dr. Nutan Chaturvedi - Supervisor CFCDP Unit II delivered a lecture on “changes during
adolescence”. She explained various stages of life and highlighted physical and mental changed
during adolescence. She used audio visual aids to explain her presentation.
Impact of the training: Trainees were really benefited by all the activities including the making of
jam and pickle. They acquired many new ideas and techniques of preservation. Besides, they
had an opportunity to venture outside their homes and villages and have training in another
institution. They had many questions and doubts, which were clarified. More importantly, they
gained knowledge and information about their body and its functions and especially of infections
and infertility. The major emphasis was on the causes of infection during menstruation, which can
lead to infertility. The rapport with the Government officials through this activity was encouraging.
Village Level SHG monthly: VSHG monthly meetings were organized and responsibilities were
scheduled for follow up of dairy and goat units, seed money activities etc. In the meetings
members received information about sustainability of the CFCDP project and about NIRPHAD’s
withdrawal strategy. Members were motivated to give their response on sustainability and also
suggestions. It was observed that in the beginning it was very difficult for the members to
understand and accept the concept, but after repeated discussion in every VSHG meeting they
were convinced and there was readiness to accept the concept, and it was decided and that in
future, at every VSHG meeting sustainability would be the main agenda.
Apart from sustainability repayment of the loans under dairy, goat rearing and seed money were
discussed and members were asked to supervise the activity and collect repayment regularly. It
was observed that the repayment was slow but up to the expectation. Members were also asked
to think and develop a plan for utilization of development fund formed from repayment of loans.
VSHG members were given information about what is sustainability and why it is necessary. In
the last quarter i.e. 1st January 2005 to March 2005 more emphasis was given on loan recovery
and withdrawal strategy of NIRPHAD. The members were asked to recover loans from the
beneficiaries at their earliest, so that a utilization plan can be in place, for carrying out CFCDP
activities after NIRPHAD’s withdrawal. They were also encouraged to develop a nutrition plan,
teacher’s recruitment plan, and process/ mechanisms to manage ECCEC after withdrawal, with a
It was decided unanimously that from January, 2005 the ECCEC would be solely managed with
the supportive supervision of VSHGs. Gonda Atas and Babugarh VSHG members expressed
their willingness to make arrangement for ECCEC building and support for nutrition programme. It
was decided to appoint a locally educated woman as an ECCEC teacher and NIRPHAD would
impart continuous training to the teacher. Gonda Atas VSHG and Babugarh VSHG formed a
supervisory committee for ECCEC. On 22nd February, 2005 a Babugarh VSHG meeting was
conducted at NIRPHAD Growth Centre, Chhatikara with Dr. E.B.Sundaram, Director, NIRPHAD
Mrs. Sheila Sundaram, Consultant, CFCDP senior staff and Coordinator. It was decided to hand
over Babugarh ECCEC to VSHG from 1st April, 2005 and members were also asked to explore
the possibility of employing a female teacher. Mrs Sundaram insisted on the appointment a lady
teacher, as programme is a children’s programme. Mrs. Sundaram was given the responsibility of
conducting interviews for the selection of female teachers and on 28th February three interviews
were held. Director NIRPHAD explained NIRPHAD’s withdrawal strategy to the members. VSHG
members gave assurance for the continuity of the programme after NIRPHAD’s withdrawal. In the
meeting it was decided that on April onwards VSHG members will make all the decisions
pertaining to ECCEC working and NIRPHAD staff will play a supervisory role.
Economic Development Programme
• Skill Training – Poshak (dress) making, Candle making
• Individual Dairy and Goat Units
• Seed Money
The start of an income generation programme is an important component of women’s economic
development. During January to March, 2004 skill training programmes were conducted to impart
training and to start income saving & generation programmes. Before starting skill training
programmes meetings were conducted in the community with SHG members. Project Manager
Neel Prabha conducted these meetings. Members were given orientation about the programme
and were asked to think, discuss and select any IGP activity, which they are interested, have a
latent talent and would be useful to earn an income. They were also guided about how they will
select the IGP taking into consideration marketing facility/ availability and thus IGP activity was
mainly selected by the beneficiaries. After selection of the activity they were taken to the places
where the activity was successful, to give a clear picture and for better understanding of the
activity in which the beneficiaries were interested. Thus 2 IGP activities 1) Poshak and bead Bag
2) Candle making activities were selected. NIRPHAD played the role of a catalyst in the whole
processes and helped the beneficiaries for appointing an instructor, purchasing raw material and
equipment etc. Stipend was provided to the beneficiaries during the training period, which was of
one month duration. More emphasis was given to motivate the trainees to utilize their acquired
skill by starting group/individual IGP units. They were also motivated (in case of SHG members)
to take a loan from Bank and start an IGP unit. Some trainees were given financial assistance
under “Seed Money” scheme of CFCDP. A Bead Bag making programme was implemented in
village Nagala Surir in the month of January 2004 and a trained instructor from Vrindaban gave
training. The training duration was decided by the trainees i.e. three to four hours per day, in the
afternoons. A candle making training programme was organized at village Gonda Atas and
Poshak (dress) making at village Babugarh. Twenty women/girls from each village were provided
skill training. The objective of income generation programmes was to create economic self-
reliance among women. It was expected that by imparting skill training to women their socio
economic standard would improve and women would be able to assist the family members in
sharing the economic responsibility of the family. The skill-training programme helped the
participants to acquire a new skill and also provided an opportunity for expression of their hidden
qualities. They were exposed to the market forces. Training for handling small business by setting
up individual/group Units of IGP was a special feature of this training.
Individual Dairy and Goat breeding: To generate employment, 9 schemes by using traditional
skills of the villagers in the field of animal husbandry were developed. Individual dairy and goat
rearing schemes were introduced in 5 adopted villages under CFCDP. The main objectives of the
dairy and goat schemes were as follows:
• To promote employment and income generation by using traditional skills of villagers in
• To promote capacity-based alternatives in dairy.
• To utilize individual efforts for income generation on a sustainable basis.
• To enhance milk production in the area and encourage people for home consumption.
• To strengthen economic base of the families.
• To promote to individual dairies as an income generation activity and encourage villagers to
develop milk cooperatives and enhance marketing skills.
A strategy for Implementation: A strategy for implementation of the proposed development
activities was based on the principles of people-centered participatory approach to address to the
needs at grass root levels. The tier structure to make the programme operational is shown in the
diagram-“Bottom-up” approach was developed for the selection of beneficiaries.
Village Level Self Help Groups
SH SH SH SH SH SH
Initially in the 1st tier the SHG members were given orientation about the programme and their
role in the activity. They played a crucial role in the selection of beneficiaries and in decision
making. They share the responsibility of the activity as a group and their role was expanded to
provide innovative suggestions.
In the second tier VSHG (Village Level Self-Help Group) was responsible for the final selection of
beneficiaries, programme planning, organization, implementation, supervision, coordinate and
monitor. VSHG members and NIRPHAD officials jointly scrutinized the beneficiaries selected by
SHGs at grass root levels. The rate of interest was decided jointly and repayment was deposited
in VSHG bank account as a development fund. A written contract between VSHGs and
NIRPHAD was executed for the utilization of the money. Repayment was the main responsibility
of VSHGs. VSHGs secretary was responsible for receiving the money, give receipts and deposit
the money in VSHG bank account. Financial accountability was ensured.
The Project Managing Committee (PMC) was involved and made responsible to evaluate the
programme and for supportive supervision. PMC was involved in policy making, to procure
resources, for capacity building, to empower the powerless. Diary and goat scheme beneficiaries
were trained in capacity buildings, to empower the powerless. Dairy and goat scheme
beneficiaries were provided a shed (to protect the animals from inclement weather and theft) and
insurance coverage was given for animals bought from loans to protect them and specially the
beneficiary from any major loss. The repayment period spread over 36 months so that the
beneficiary can earn a profit and also repay the loan. This scheme and easy terms of repayment
enabled not only income generation but also income saving. The list of beneficiaries who
received loans is as follows:
Individual Dairy and Goat Loan Disbursement for the period
1st January, 2004 to 31st March, 2004
Sr. No. Name Beneficiary Village Amount Date of
1. Ratan Devi W/o Dharam Singh N-Sakaraya 9,000 15/1/2004
2. Basant W/o Laturi N-Sakaraya 9,000 15/1/2004
3. Chandrawati W/o Soran Singh N-Sakaraya 9,000 10/1/2004
4. Mula S/o Sambho Singh N-Sakaraya 9,000 17/3/2004
5. Kela W/o Ram Saran N-Sakaraya 9,000 12/3/2004
6. Beerwati W/o Phool Singh N-Sakaraya 9,000 12/3/2004
7. Prem W/o Sonphali N-Sakaraya 9,000 31/3/2004
8. Savitri W/o Lal Singh N-Sakaraya 9,000 31/3/2004
9. Duliya S/o Shiv Ram Babugarh 9,000 10/1/2004
10. Badami W/o Raghuvir Babugarh 9,000 10/1/2004
11. Ghunghuna Babugarh 9,000 30/2/2004
12. Rona W/o Charan Singh Babugarh 9,000 11/2/2004
13. Ved Prakash Babugarh 9,000 14/2/2004
1. Shakuni W/o Bhagwan Sinh Gonda Atas 5,000 24/1/2004
2. Kela W/o Jasrath N-Sakaraya 5,000 24/1/2004
3. Panni N-Sakaraya 5,000 26/2/2004
4. Kumar Babugarh 5,000 09/2/2004
5. Lakhan Singh Babugarh 5,000 24/1/2004
6. Manikchand Babugarh 5,000 26/2/2004
7. Babu Babugarh 5,000 26/2/2004
Seed Money: Under this head Rs. 1, 00,000 was utilized for making cardboard box, poshak
(dress) and candles. Also establish grocery, poultry, cycle repairing, TV, tape recorder repairing
shops and general stores. The beneficiaries for this activity were identified through SHGs and
VSHGs and selection finalized, jointly, by VSHG members and NIRPHAD staff. The repayment
was deposited in VSHG bank account. VSHG members were responsible for repayment and for
Objectives: This activity helped the trainers to use their acquired skills towards graded self-
• To set up group/individual IGP units for economic independence.
• Engender confidence for economic empowerment of women.
• Provide assistance for the expansion of poultry units.
• Start small shops at village levels to develop the village’s economy.
• Provide business opportunities to unemployed youth.
• Create employment facilities to raise socio economic standards of the families.
Expected Outcome of Seed Money Programme:
• For cardboard box making project, a good market is available in the adjacent cities and
towns. The women will be able to sell the products with a little effort. One trained woman will
be able to make at least 50 boxes per day apart from her house hold chores and will earn
Rs.50 per day with a margin profit of Rs. one per box. The income from each box is mainly
dependent on how many boxes can be made in day and market demand. It is estimated that
the beneficiary will be able to earn at least 1000 per month.
• In Poshak making trained women will be able to make at least 5-6 poshaks per day at the
rate of 8 Poshaks per day and will be able to earn at least Rs. 40-50 per day even in the off-
season. In the peak season (during festivals and marriages), a trained woman will be able to
earn approximately Rs. 2000 per month.
• For poultry project there is a good market for eggs and meat in the near by town and
especially eggs of locally bred chickens are used for medicinal purposes. The family that has
implemented the project has a good name in the market and they will be able to earn a
• For candle making a project a market is available in the nearby towns and also in the villages.
Especially, in summer seasons due to non-availability of electricity, the demand for candles
increases. Women can earn at least Rs. 50-100 per day by selling candles.
• The grocery shop, cycle shop and electrical repairing shops are a good source of income and
can earn a reasonable profit.
• The profit after expenses can only be analyzed every year.
Impact of Seed Money programme: The impact of Seed money programme is quite
satisfactory. This programme created employment opportunities in the villages and helped the
trained women to set up small business units and develop linkages with the market and
possibilities of loans from the banks; advantages of working in a group and have major control
on the income and expenditure of the family. Poultry farm was a good example of starting
business at village level and provide opportunities and motivation for youths and adults to
become self reliant by setting up small business at village level instead of waiting for some body/
Got. to take initiate the process. The cycle and TV tape recorder repairing shops made it easy to
utilize the services which were at their doorstep and was convenient, time saver and economical.
The grocery shop was exemplary. The shopkeeper was able to expand his shop by getting
additional money and he was able to supply required staples to ECCEC in 5 villages. So the
quality of supplies to the kitchen was ensured, at a reasonable price. Candle and Poshak making
unit was a profitable venture. Candle making unit at village Gonda Atas really served the purpose.
The group was able to develop market at village level and sell candles in near by villages and
town. They also participated in NGO/ Government functions and arranged the stalls for selling
these candles and received very good response. In Agriculture Mela organized by Government at
Raya, the group delegated their staff and the people appreciated it. District Magistrate (DM)
Mathura, took note of this activity and he appreciated women for their work. For Poshak making
unit the beneficiaries were able to develop good relations with the shop owners and sold their
products without any hindrances.
SEED MONEY UTILIZATION UNDER CFCDP UNIT I (22009): 2003-2004
S.No Name of the Village Amount Date of Purpose Name of the child
Beneficiaries Disbursed Disbursement with registration
1. Mrs. Anarali N-Surir 10,000 06.01.2004 Card Ramvir 22009/0665
Meera, Guddi, Board Neelam
Sheila Box unit 22009/0668
2. Mrs. Rajani, N-Surir 5,000 16.03.2004 Poshak Ramkumar 22009/
Rajrani unit 0697
3. Mr. Shankar Gonda Atas 5,000 15.01.2004 Provision -
S/o Narayan store
4. Mr. Chandrapal Gonda Atas 5,000 15.01.2004 Cycle -
5. Mrs. Radha, Gonda Atas 6,500 04.03.2004 Candle Sonu 22009/ 0688
6. Mrs. Chando, Gonda Atas 6,000 18.03.2004 Candle -
Kamla, Hajjo unit
7. Mrs. Triveni, Gonda Atas 1,500 10.03.2004 Poshak -
Babli, Gudda unit
8. Mr. Ganshyam N-Sakaraya 20,000 09.01.2004 Grocery Nandrani
9. Mr. Mahendra N-Sakaraya 25,000 20.03.2004 Poultry Rubal 22009/0516
10. Mr. Satish S/o N-Sakaraya 3,000 24.03.2004 T.V -
Brij Lal repairing
11. Mr. Sukhvir N-Sakaraya 3,000 08.01.2004 Cycle -
12. Mrs. Saroj 10,000 24.03.2004 Daliya -
The above stated loans were possible only because of the foster parent’s generous donations to
the Community and for the children, otherwise it was very difficult to achieve the objective of the
project, as bank credits are difficult to access due to corrupt bank officials and the local money
lender’s terms and conditions are beyond the reach of the poor. They usually charge compound
interest and when unable to repay confiscate the land and for generations the family sinks deep
into bonded labour, forcing the family into abject poverty. The loans not only assisted to raise the
socio-economic status of the poor families but also provided an opportunity for peoples-
participation, in each activity, thus laying the foundation for sustainability.
The various groups, children and NIRPHAD staff express their deep gratitude to HCDI and KNH
kind for their generous help and will always remain grateful to them. We all pray to the almighty
God for their happiness and peace.
Awareness Programmes: A total of three awareness camps were organized:
1st Camp: This camp was organized on 8th June, 2004 at village Hanumangarhi. The resource
persons were Dr. C.M. Mawar (Deputy CMO), Mr. Kamlesh Kumar Misra (Assistant Project
Manager SIFPSA) and Dr. Nishtha Arora (Gynecologist). Mr. M.D. Agrawal (NIRPHAD
Coordinator) was also present. The main topics were on – Difference between son &
daughter(son preference), right age of marriage, 5 ’’cleans”( clean room, sterile thread, new
blade, cotton and clean hands) during delivery and family planning.
2nd Camp: This camp was organized on 28th September, 2004 at village Gonda Atas. The
resource persons were Dr. D.B. Singh (MOIC of CHC Ral) and Dr. (Mrs.) Nishtha Arora
(Gynecologist). Dr. D.B. Singh spoke on immunization of children & family planning and Dr.
Nishtha Arora gave a detailed talk on anemia during pregnancy and importance of iron-folic
tablets, 3 physical check ups during pregnancy period and importance of condoms (prevention of
unwanted pregnancy) in family planning.
3rd Camp: This camp was organized on 10th February, 2005 at village Gonda Atas. The patients
from villages Hanumangarhi, N-Sakaraya, Babugarh & N-Surir attended this camp. The main
resource persons were Dr. D.B. Singh, MOIC of CHC Ral), Dr. Bipin Kumar (Physician) and his
doctors team. Dr. D.B. Singh spoke about the importance of NSV (Non Scalpel Vasectomy). NSV
is very simple method. He also informed that now Copper T is available in market (has 10 years
longevity). The Doctors team of Dr. Bipin Kumar examined 155 patients for blood sugar and blood
pressure (estimations) and found 35 patients had high blood sugar. Dr. Bipin screened a film on
diabetes and blood pressure.
Capacity building/ Training/ Exposure:
1. An agriculture camp was organized on 15th January, 2004 at village Babugarh. The resource
persons were Dr. S.K. Mishra and Dr. Y.K. Sharma (agronomists) from KVK Mathura. They
spoke to farmers on the different varieties of wheat and sowing time, use of insecticides to
control the weeds and identify the urea and D.A.P. fertilizers.
2. An awareness camp on Animal Husbandry was organized on 8th January, 2004 at village
Nagla Sakaraya. The resource person was Dr. B.L. Yadav from KVK (Krishi Vigyan Kendra)
Mathura and impressed the farmers the importance of animals in human life, the proper type
of fodder for milch animals and causes of abortions in animals.
3. An awareness camp on forestry was organized on 17th June, 2004 at village Gonda Atas. The
main resource person was Mr. Sujoy Banerjee (District forest officer). He spoke on the
importance of trees to reduce soil erosion. The trees, which have deep roots, are more
suitable to check the soil erosion and farmers can save their top fertile soil from being eroded
4. An awareness camp on horticulture was organized on 14th August, 2004 at village Babugarh.
Mr. B.L. Pachori (District Horticulture Officer from Agra) and Mr. S.C. Gupta (Assistant District
Horticulture Officer from Mathura) were present as resource persons. He said that water level
is reducing every year due to deforestation. Each plant produced oxygen amounting to Rs. 18
lacs in its life- time. The flower plants were available at a subsidized rate to scheduled caste
farmers at Jawahar Bagh Mathura.
5. An agriculture camp was organized on 25th September, 2004 at village Nagla Sakaraya. Dr.
S.S. Sharma and Mr. R.S. Kushwaha were present as resource persons. They are senior
research assistants at Raya Agriculture Research Centre. They talked to farmers about the
importance of organic farming, how to prepare manure with earthworms and by NADEP
method. Organic manure’s extracts nitrogen from the atmosphere then converts into nitrate.
These methods encourages for better growth. A PSB Culture packet dissolves the
phosphorus of D.A.P. and increases the water-holding capacity of soil. They also spoke about
the importance of soil and water testing before sowing crops.
6. Plantation: On 14th August, 2004 at village Babugarh, 360 different fruit plants were
distributed among the farmers of 5 villages i.e. Hanumangarhi, Babugarh, Nagla Sakaraya,
Nagla Surir and Gonda Atas.
7. Strengthening of village committees - Health Committees A workshop was arranged to
strengthen the village level health committees of 5 villages at village Gonda Atas on 14th
January, 2004. The main objectives of these committees were to improve health services in
the village through NIRPHAD or through Govt. programmes.
8. Irrigation Committees - A training workshop on water shed management for irrigation
committees of 5 villages was organized at Chhatikara Centre on 16th January, 2004. The
resource persons were Dr. S.K. Mishra from KVK, Mr. Yash Pal Singh (Bhoomi Sarashan
Adhikari) and Jwala Sharan Gaud (Junior Engineer, Agriculture). They informed about the
storage of rainwater through building ponds and farm bunds. Deep furrow plowing with tractor
enables water to seep deep into the soil and also helped conserve rainwater in to the fields.
Dr. Mishra suggested sowing of crops which require less water, as in the case of barley.
9. Livestock Committees:An exposure visit was organized to Veterinary University, Mathura
for members of 5 village live stock committees on 20th February, 2004. Dr. H.N. Singh (Dean
of the University), Dr. Aditya Kumar, Dr. S.D. Sharma and Dr. S.D. Singh were the resource
persons and explained how to increase milk production and proper methods of milk collection.
10. Training in General Health / Animal husbandry / employment: Mr. Sahab Singh and Mr.
Asgar from village Gonda Atas received training in general health from 31st March, 2004-
duration was 6 months at Chhatikra. The topics were community eye care, routine lab tests
for common diseases and MCH at field level. Mr. Chandan Singh S/o Ganeshi Lal from village
Nagla Sakaraya also received training in animal husbandry.
Mr. Asgar was employed as ward boy in Methodist Hospital and Mr. Sahab Singh was
employed as VLW at NIRPHAD Chhatikara under SIFPSA project and Chandan Singh was in
private practice and earned Rs. 2500 per month.
A. KVK Demonstration: Under this programme an exposure visit was organized for farmers
to Raya Agriculture and Research Centre on 22nd January, 2004. The resource persons
were Dr. L.N. Tiwari (Agra) and Dr. R.D. Saxena from Bharatpur (Rajasthan). 43 farmers
drove in 2 tractors to the site and discussed-soil testing, proper use of manure by NADEP
method and vermi compost; how to reduce salinity of water, watershed model, soil
conservation and control of insects/ parasites by organic methods.
B. NADEP method: To increase the number of organisms (and earth worms) in the soil and
percentage of carbon dioxide and nitrates this method of preparing of manure was
preferable. In this method a tank was built with the following dimensions-10 feet long, 6
feet wide and 3 feet deep by honey comb masonry design, to encourage bacterial growth
by aerobic reaction. The manure matures within 90 days. 4 demonstrations were provided
within 3 villages i.e.
Bahadhur Singh – Gonda Atas
Virjo – Nagla Surir
Devi Singh – Babugarh
Tulla – Babugarh
12. Exposure Visits
A. CHHARORA AGRICULTURE FARM: An exposure visit was organized to Chharora
Agriculture farm on 07/01/2004. Dr. Jitendra Kumar Tomar talked to the farmers to use
less chemical fertilizers. He also stressed more use of organic fertilizers because they
increase water retention capacity of soil.
Dr. S.D.Sharma talked on the importance of testing of soil and water composition. He also
visited a field programme and examined different varieties of wheat and mustard.
B. An exposure visit was organized for farmers of 5 villages to Kanpur Agriculture University,
to attend the Kisan Mela on 4th October 2004. A total of 56 farmers traveled by bus. They
• Diesel Engines of different models and capacities
• Improved Agriculture implements
• Treadle Pumps with a lifting capacity to a height of 20 feet
• Sprinkler irrigation system.
• Generator sets
• Seed stalls(wheat & mustard)
13. Soil Testing: 34 samples were taken from 5 villages for soil testing and estimation of Ph
values of soil, which was performed at Raya Research Centre Laboratory. Maximum soil
samples showed a Ph value of more then 7. The scientists suggested to use in less quantity
of urea and recommended to spray gypsum in the fields to reduce Ph value.
Farm Income generation Programme
A. Two demonstrations were provided on floriculture on 21st September, 2004 of Bela Plants
(Jasmine), which flowers in winter and summer seasons and seedlings were priced at Rs. 30
per Kg. The demonstration was in village Hanumangarhi and Babugarh. This activity was
related to apiary activity. The Jasmine flowers attract bees. 2000 plants were purchased from
Horticulture Department, Mathura and planted in 1.20 acres of land.
B. 1000 Rose plants were purchased from Horticulture Department, Mathura on 19th October,
2004 and planted in village Nagla Sakaraya. The cost of rose flowers was 30-40 rupees per
Kg. and flowers in winter and spring seasons. In summer season flowers do not bloom. Rose
farming is very useful for the apiary programme.
A. An Exposure visit was organized on 11th September, 2004 to the Agriculture Research
Centre, Raya. The beneficiaries observed a demonstration on Vermi Compost. Dr. Omvir
Singh, Deputy Director Agriculture explained to farmers that the rapid use of chemical
fertilizers are a slow poison to ecology and the soil becomes barren within 20 years and yield
will decrease, so the use of organic compost is safer. 20 Kg worms were purchased from
Raya Agriculture Research Centre and distributed to 10 beneficiaries of 5 villages. But only
one farmer Mr. Charan Singh from village Babugarh was producing vermi compost and was
awarded first position in Mathura District. A prize was given by from District Magistrate, to
the highest vermi compost producer.
B. On 19th October, 2004 a Kisan Mela was held in village Bhartiya. 12 bags of vermi compost
were provided to Mr. Bal Kishan of village Gonda Atas as a demonstration. He used the
compost in 1 ¼ bigha of land, without chemical fertilizers. He reaped 10 Qtl. of wheat which is
1.50 times more than the normal yield.
A Kisan Mela was organized on 30th October 2004 at village Nagla Surir. Dr. Balvir Singh, Dy.
Director Agriculture was present as chief guest. He imparted technical knowledge and details of
Govt. policies and stressed that soil is becoming less fertile due to rapid and excessive use of
chemical fertilizers, so as an alternative the use of organic compost must be used to rejuvenate
soil fertility. Dr. B.LYadav (senior scientist from KVK Mathura) informed farmers that C-306
variety of wheat needs only one watering cycle thus enabling water conservation. Farmers also
attended a session on animal husbandry how this discipline can increase their incomes.
Govt. Agriculture Department provided seed of wheat @ Rs. 200 per quintal and subsidy for
spray machines at 50%.
Legal Aid Camp
A legal Aid camp was organized at NIRPHAD Chhatikara Centre on 19th January, 2004. Mr.
M.K.Mittal (District Judge) was present as a chief guest and Mr. Sanjeev Kumar (Civil Judge)
acted as secretary of the camp. Mr. R.D.Nimesh (A.D.J), Mr. Viran Kumar Tyagi (ADJ), Mr.
Umesh Pandey (ADJ) and Mr. Bhagwan Singh (ACJM) were present as resource persons. They
explained in detail dowry, revenue rules and policies,, Motor Vehicle Act, Marriage and
Divorce Acts. The programme was attended by 400 people from 9 villages of unit I and Unit II.
Mr. M.K.Mittal, District Judge suggested to NIRPHAD to organize this type of legal Aid camps to
create awareness in rural public and he also spoke on cooperation with all agencies. H
announced that Public can meet him at his office between 10 a.m. to 5.pm every working day.
Irrigation and Land Development
Irrigation: Under this activity 4 bore wells were constructed including sump well in Village
Gonda Atas, Hanumanagrhi and Babugarh to irrigate the fields. The beneficiaries are –
Mr. Om Prakash - Gonda Atas
Depth of bore well - 70 feet
NIRPHAD expenditure (PVC Pipe + RCC rings) - Rs. 7820/-
Beneficiaries share - Rs. 3800/-
2. Hari Govind S/o Babu Lal - Gonda Atas
NIRPHAD expenditure Rs. 8500/-
Beneficiary share Rs. 4700/-
3. Pooran Singh - Babugarh
NIRPHAD expenditure - Rs. 9520/-
Beneficiary share - Rs. 5450/-
4. Udal Singh - Hanumangarhi
NIRPHAD expenditures - Rs. 6060/-
Beneficiary share - Rs. 4000/-
Land Development Activities:
This activity covered:
1. Land leveling by tractor
2. Building Farm bunds by manual labor
3. Construction of outlets
The land having a slope of more than 2% required leveling by tractor, mounted with scraper. After
leveling, bunds were built to check the fast flowing water in the direction of low areas and thus
prevent soil erosion. To control excess rain water, a “outlet” devise is made which allows water to
pass over from high to lower level. Farm bunds were strengthened with plantation of local Moonj
The total number of beneficiaries from village Gonda Atas was - 38
Total area covered - 62 acres
Number of outlets constructed - 15
The beneficiaries who received out lets - 7
Beneficiaries’ share for all activities = Rs. 58,161/-
Watershed Development Programme:
Two check dams were constructed across the drains under this activity. The main objective is
construction of dams:
• To store rain water in up stream
• To collect rain water into a bore well to increase ground water level.
• To reduce soil erosion
• To reduce water demand during irrigation, losses due to evaporation, seepage, and rapid flow
of rain water in a horizontal direction.
This activity covered:
• Masonry Dam
• Earthen embankments (compaction & consolidation)
• Bore well in up stream.
• Stone boulder pitching in up stream face.
• Plantation on top of embankments
Total number of dams constructed = 2
1st Dam: - Catchment Area = 5 Km2
1. Masonry Dam (head Wall)
Length = 20 feet
Top width = 2’ 6”
Bottom width = 5 feet
Depth of foundation= 5 feet 6 inches
Length of Head wall extension = 15”
Width of wall extension = 1’ 3”
Length of toe wall = 20’
Length of side walls = 20’
2. Earthen embankments
Length of embankments = 123 feet
Height of embankments = 6’ 6”
Top width of embankments = 12’
Bottom Width of embankments = 21’
3. Stone builder pitching
Stone bottom wall = 2’ deep
Length of pitching = 130’
Width of pitching = 13’ 6”
1. Masonry Dam (head Wall)
Length of head wall = 12 feet
Top width of head wall = 2’ 6”
Bottom width of head wall = 5 feet
Depth of foundation = 5 feet 6 inches
Width of foundation = 8’
Length of side walls = 20’
2. Earthen embankments
Length of embankments = 211 feet
Top width of embankments = 11 feet
Bottom Width of embankments = 20 feet
3. Stone pitching
Area covered 74’ x 12’
• Masonry work–material like bricks, cement & sand etc. = Rs. 94,251
• Labor charges & Transportation charges = Rs. 20,214
• Earth filling and compaction of embankments = Rs. 16,385
• Labor charges and consolidation of embankments = Rs. 20,110
Bore well in upstream phase 2 No. = Rs. 19,809
• Stone pitching = Rs. 34,650
• Other related works = Rs. 3,762
Total = Rs. 2,09,181
Beneficiaries share = Rs. 64,020
Total cost = Rs. 2,73,201
Income generation Programme (from farm)
Bee Keeping (Apiary)
Two apiary units were set up, on 30th November, 2004 in village Babugarh and Nagla Sakaraya.
Each unit contained 20 boxes with 4 colonies and 1 honey extruder.
The members of Babugarh Unit:
1. Dr. Charan Singh
2. Mr. Jamuni S/o Parashu Ram
3. Mr. Subhash S/o Shiv Ram
4. Ms. Sunita W/o Dadhichi Kumar
The members of Nagla Sakaraya Unit:
1. Mr. Sundar Singh S/o Bhik Chand
2. Mr. Bhikkad S/o Ram Swaroop
3. Sh. Malikhan S/o Shiv Ram
4. Sh. Bhoja S/o Sunder Das
Upto March, 2005, 330 Kg of honey was extruded by both units
Cost of one unit = Rs. 49,850/-
For this programme village Nagla Sakaraya Pond was chosen and Mr. Mul Chand S/o Shambho
Singh with village NGO (Registered body) secured a “Patta”(Lease) or he is leaseholder through
Gram Panchayat. NIRPHAD provided only fish seed whose cost was Rs. 2400 and feed for fish
costing Rs. 4250. The pond was also renovated.
The village NGO was responsible for other related activities. 25% of total sale of fish NGO would
be utilized for a drinking water scheme in village Nagla Sakaraya. The Fisheries Department,
Mathura promised technical support when needed.
SUCCESS STORY: CANDLE MAKING - GONDA ATAS, BOX MAKING - N-SURIR
CASE STUDIES - FOSTER CHILDREN FROM VILLAGE GONDA ATAS
There is light in each house of village Gonda Atas. This is not “Sun or Moon Light” but a “Candle
light” which is spread by the self-help group women of “Gonda Atas Mahila Bachat Sangh”(save
the women union). Gonda Atas is a multi-caste village situated on the banks of Holy Jamuna and
is 6 Kms. away from the Holy city of Vrindaban. The women of this village are very enthusiastic,
aware and they have a desire to do something in life and contribute towards village development.
In the Year 2000 NIRPHAD (Naujhil Integrated Rural Project for Health and Development) formed
a self help group, “Gonda Atas Mahila Bachat Sangh”. The 15 members contribute Rs. 100/ per
month as a saving. The Group has a savings bank account in the State Bank of India, Vrindaban
Branch. The group was linked with the bank and twice received loans, which were utilized for
urgent consumption items. This is one of the committed and outstanding groups, where members
are very particular about savings and loan repayment.
In the year March, 2004 NIRPHAD conducted skill training programme for Candle making in the
village Gonda Atas and five members of Gonda Atas Mahila Bachat Sangh participated in the
training. After completing the training the members decided to utilize the acquired skill. The
trained members were provided loans of Rs. 6,000 from NIRPHAD under “Seed money” scheme.
The loan amount was utilized for purchasing candle moulds, raw material and candle-making unit
was set up in the village. When women started their unit they received a very good response
from the community and everybody appreciated the women’s effort. Women slowly shouldered
marketing responsibility and started selling candles in the adjacent town and in nearby villages,
thereby giving more emphasis to advertising their product. Today this group is, which was poor
has a very good local market and earning handsome profit and their quality of life index has
improved (now they are above poverty line). From November, 2004–February, 2005 they have
earned Rs. 8,000 by selling candles. One of the members of the group, Kamal says, that
“Everybody buys their candles in their own village and people from surrounding villages are also
purchasing the candles and gave orders in advance. They have hard cash in hand over which
they have absolute control”.
Thus each member is earning Rs. 500-700 per month which is an extra income for the family.
Apart from monitory gain the women have developed self-confidence, decision-making capacity,
courage to travel alone and market their product. Bargaining power and ability to compete with
market forces and acquired necessary knowledge to maintain a small business, which deserve
appreciation. Now the women are also participating in local melas/functions organized by
government departments and NGO’s on different occasions. They arrange stalls and sell candles.
They are spreading light but they still have to eradicate darkness/ frustrations of ignorance,
economic dependency, and of low status of women in the society. These women are very hopeful
about their future and their dream is to expand the unit and to join other women in this endeavour.
They want to be given economic independence and proper status in the society. This is one step
towards “women’s empowerment”.
The need of the hour is to break the muted voice of years of silence of women (women and
children form the silent majority) and ensure their participation in the development process. NGOs
are playing a crucial role by implementing IGPs for women, to make them self reliant and address
their needs to the society. By formation of SHGs is one step in this direction. The process for this
Nagala Surir is a small hamlet situated in the interior part of the Mathura District. It is a schedule
caste village. This village is adopted by NIRPHAD. There are two women SHGs formed by
NIRPHAD. In the current year NIRPHAD received financial assistance from NABARD, Lucknow
under REDP scheme and beneficiaries were selected by interview and SHG members were given
top priority. Mr. Om Prakash, AGM NABARD, SBI District Coordinator, Coordinator and Manager
of NIRPHAD (implementing Agency) conducted interviews. 30 beneficiaries were selected and
were trained for one month. Mr. J.L. Tawate, NABARD, inaugurated the programme. The
objective of the programme was to set up individual or group units of card board box making with
financial assistance from banks. After completion of training the members of “Nagala Surir Mahila
Bachat sangh” decided to form a group unit of card board box making and applied for a loan to
Indian Overseas Bank (IOB) Jait Branch. Bank sanctioned Rs. 25,000 for the SHG. Six members
of the group started a box making unit. Part of the loan was given to the other members of the
group, as a loan for consumption purposes and rest of the loan amount was utilized for
purchasing raw material, equipment, for market survey and as working capital. Cutting machine
was provided by NIRPHAD. In the initial stages NIRPHAD provided market assistance and
introduced group members to the wholesale dealers to sell the finished product. NIRPHAD
Women in a short period captured the local market and their production was increased. They also
involved their husbands in marketing in the beginning but after sometime they realized the
importance of their involvement in marketing the product themselves and started going to the
market and collecting orders. Presently they are getting a good price and continuous orders from
the market, thus increasing their production to meet the market demand. The group is very happy
and satisfied with their work and is earning pretty good income through making boxes. Their
earnings mainly depend upon the turn over in making and selling the product to meet the market
demands. A woman who spends 3-4 hours after finishing their household duties earned at least
Rs.30-50 per day. They are also contacting NGOs/ Govt. institutions for marketing their product.
The groups had repaid bank loans. Women say that they have learned to work in groups and are
helping their families by sharing economic responsibility to some extent. But still there is a long
way to go. They are grateful to NABARD for its assistance.
Case Study: Than Singh S/o Sunder (R.No. 22009/0611) is a resident of village Gonda Atas. He
is attending a private school-Shri Mohan Shiksha Mandir at Village Gonda Atas. Than Singh is a
very intelligent boy and always stands first in the class. He likes to study and is less interested in
extra curricular activities. He belongs to a poor family. The ECCEC activity gave him an
opportunity to enroll himself at school and his strong education foundation was laid in the
ECCEC. He received special attention and follow up from ECCEC teacher. Than Singh will have
a bright future if he will get good guidance from his teachers. His foster parents’ generous support
really helped him.
Dharmendra S/o Balkishan (R.No. 22009/0620) is a resident of Village Gonda Atas and is
attending a private school at Gonda Atas-Shri Mohan Shiksha Mandir. He started his education
from ECCEC and was promoted to the Private school. His teacher says that Dharmendra is a
very disciplined and an intelligent boy and always stands first in the class. He has deep interest in
sports and always participates in sports competitions organized occasionally and is awarded for
best performance. This was possible only because of ECCEC activity, which is supported by the
Laxmi D/o Laxman (R.No. 22009/0642) is a resident of village Gonda Atas and is studying in a
private school in a village. Laxmi is a very happy and enthusiastic girl and is interested in sports
and cultural activities. She always participated in the cultural programmes that were organized
during her tenure in ECCEC. She always participated in cultural programme that were organized
in the school and always won prizes for best performance. Laxmi says that she has no stage fear
and she has developed confidence when she was in ECCEC. Her teacher always encouraged
her and her hidden talents bloomed. Laxmi also participated in the HCDI 10th Anniversary
programme organized at Delhi and explained the details of the stall items to the visitors from
Germany and all over India. A good example, as to how the foster parents’ assistance had really
helped the child to develop her personality and further developed hidden potential to greater
NIRPHAD has trained 2 youth Mr. Sahab Singh and Mr. Asgar from village Gonda Atas in
general health for 6 months from August, 2003 to January, 2004. Both had previous training of
one month at Pachod (Maharastra), in community health. Mr. Sahab Singh was employed after
training in SIFPSA Project as a Supervisor in the month of May, 2004 and Mr. Asgar was
employed in Methodist Hospital, Mathura.
To reduce the practice of using chemical fertilizers by farmers, an exposure visit was organized
on 11th September 2004 at Agriculture Research Centre, Raya where scientists explained the
importance of organic farming and ill effects of chemical fertilizers. Vermi compost and
interaction of worms with dung was demonstrated. NIRPHAD provided worms for preparing vermi
compost in their villages to 10 farmers. Worms died due to poor maintenance of optimum
temperature inside the worm’s bed. But Mr. Charan Singh from Babugarh village enlarged his
production of vermi compost and on 23rd December, 2004 at Kisan Mela Raya, and was selected
as the biggest producer of vermi compost in the District of Mathura, by Dr. Omvir Singh, Dy.
Director of Agriculture Research and Mr. Sudhir Kumar Srivastava, District Magistrate gave him a
prize (Shield and Shawl). A demonstration of Vermi Compost was given by Mr. Babu Lal of village
Gonda Atas and he was given 100 Kg Vermi compost from Kisan Mela, Bhartiya, on 19th October
2004. Babu Lall used this compost in 1.25 bigha and did not use any other fertilizers. Production
was 10 Qtls. of wheat and the yield is comparatively higher, approximately, by 1.50 times than the
farmers who used chemical fertilizers. Now the demand of wheat, which was produced by using
of vermi compost, is very high for domestic use and Mr. Babu Lal is selling the vermin compost in
In the month of November 2004 two units of honey production (apiary) was established in
village Babugarh and Nagla Sakaraya. Both units have produced 320 Kg. of honey.
Advertisement of honey was done with posters and pamphlets. 55 Kg. of honey has been sold
from Chhatikara and SJSH up to 10th April 2005. Beneficiaries collected on sales of honey, Rs.
60/-per Kg. Rs. 10 per Kg was commission for sales man. Establishment of apiary units also
increased the mustard crop by 12%.
NIRPHAD had done land leveling and built farm bunds which had a slope of more than 2%. Due
to the slope top fertile soil was washed away with the flow of rain water. To reduce soil erosion
and save the fertile soil leveling operation by tractors was done and to check the rain water farm
bunds were to be built, as a necessity. In village Nagla Surir 31.28 acres of land was leveled in
the year 2003-2004 and to irrigate the land, one community tube well was installed in the same
year. 62 acres of land of 38 farmers was irrigated in 2004-2005 in village Gonda Atas. The yield
has increased up to 2 to 2.50 times in village Gonda Atas and in village Nagla Surir yield has
increased more than 3 times due to irrigation facilities. The President of farmers group of village
Nagla Surir Mr. Birjo who works in Faridabad factory as a laborer and lived in his village for only 2
months in a year, now he is wholly involved in agriculture which provides good crops and
sufficient income and sees no need to go to Faridabad to hunt for a Job. After installation of a
tube well and leveling operation the yield has increased 5 times, so he purchased a tractor after
one year and his income had increased.
Programme Impact: Child focused community development programme has really helped the
children and community in socio economic and personality development. The ECCEC centres
laid the foundation to child’s education and a new concept of early Childhood Education through
the play way method was introduced. Children between the age group of 3-5 were taught basic
manners (etiquette), cleanliness, sharing with friends and moral values etc. The home visits took
place in a friendly, homely environment helped to establish rapport between the teacher and
parents for better understanding of the children. Nutritional programme helped to introduce
healthy food habits to the children. Picnics and, sports were of great help for the children to get
an opportunity to establish social relationship with their peers and received an exposure to the
outer World to widen their horizons of knowledge. Teacher’s meetings provided an opportunity for
collective problem-solving and decision-making, for exchange of ideas and experiences to make
the programme more effective. CFCDP programme brought qualitative changes in the life style of
children who are the future generation, through envisaged interventions in the different age
groups of children. Self Help Group programme was accepted by the community and they have
realized that SHG is the only alternative for eradication of poverty. The increasing number of
SHGs in adopted villages proves the fact. Community has realized the importance of micro credit
programme. SHG women members are relieved from the tension of borrowing from village
moneylenders or their co-villagers, at prohibitive rates compound of interest. Others have sought
loans from banks and the SHG, for starting IGP, so as to increase their family income. SHG
programme has developed in the members, who are illiterate women, a strong feeling to manage
their own financial matters and work in cooperation with their fellow women.
Individual Dairy, Goat and Pig rearing programmes helped to increase awareness, knowledge
and experience regarding milch animals and animal rearing. It promoted beneficiaries’ knowledge
regarding animal feed, home remedies for illness in animals. The Community accepted this
programme as an income generation programme to increase socio economic standards of the
beneficiaries. Seed money activity helped the trained women beneficiaries to utilize their acquired
skills by setting up group or individual IGP units. This programme enabled economic
empowerment of women. It also provided business facilities for unemployed youth/ villagers.
Parents Day, Grahini Training were new activities introduced this year which helped women/girls
to learn new techniques and an opportunity for exposure and social get together. These
programmes were really appreciated by the community and requested that it be continued.
CHILD FOCUSSED COMMUNITY DEVELOPMENT PROGRAMME – ACTION PLAN FOR THE
YEAR 2004-2005 FOR CFCDP UNIT 1st (22009)
S.No Activities / Programme Date/ Duration of Remarks – Status on 31st March
Planned for the year Implementation
1. Purchasing of Teaching July and August,2004 Teaching material was purchased
Material in time. Dari (mat), slates,
educational charts etc. were
2. Learning material July and August,2004 Learning material was provided to
the children. Children were given
school bags, pencil box, books etc.
to enhance learning process.
3. Play Material July and August, 2004 Before purchasing play material a
list of required material for outdoor
and indoor play was prepared by
the teachers in the meeting and
playing material including tricycles,
skipping rope, cricket set etc. was
purchased from Mathura by
4. Social Development- August to In the month of August
Cultural Show Picnic/ October,2004 and Independence Day of India was
Sports etc. January 2005 celebrated enthusiastically at each
ECCEC. In the month of September
a picnic for ECCEC children was
organized and children were taken
to the near by picnic spot–Shri
Banke Bihari Gaushala. In the
month of October on 2nd October
Gandhi Jayanti was celebrated at
Gonda Atas. ECCEC children
presented cultural programme and
sports were arranged for foster
children and 1st, 2nd, 3 winners were
given prizes. 26th January Republic
day was also celebrated at each
5. Dress/ Uniform July and August,2004 Dresses for ECCEC Children were
given in the month of July and
August. VSHG members selected a
local tailor and an order was given
for 250 children were given to him.
Thus village economy was
maintained in the village.
6. Nutritional Care for Regular activity for 11 Nutritional Care is provided 11
ECCEC Children months months according to the season
and available budget. During this
year there was marked changed in
nutrition menu due to over
expenditure on milk and also
according to the suggestion given
by VSHG members and emphasis
was given on to collect local
donations to support nutrition
7. Health Care- Medical 11 months in a year Once in a month each child was
Check up of ECCEC and excluding summer given medical check up facility by
Foster Children attending vacation. It is a regular the medical team and complicated
Govt./ private School activity cases were referred to SJSH-
Swarn Jayanti Samudaik Hospital
8. Village Education Regular Activity Meetings were organized regularly
Committee/Parents on monthly basis. But parents
gathering gathering programmes were
scheduled in the month of January
but due to some reason it was
delayed and parents gatherings
were organized in the month of
March,2005. Actually Project
Manager was supposed to conduct
the activity, but due to health
problem she was on leave in the
month of January,2005.
9. Grahini training September, October Grahini training programme was
and November,2004 scheduled in three months time, but
it was conducted in the month of
February. The time period was
changed because we were not very
clear about the course content of
Grahini Training, so the course
content was collected from Indian
Social Institute- Delhi and Lucknow
who conducts Grahini programme
B. ECONOMIC DEVELOPMENT PROGRAM
S. No Activity Activity Status of Peoples Reasons of success
Planned in programme as on Participation or failure or delayed
Action Plan March 31 2005 / non
1. Educational July 2004 August, 2004 Rs. 15 from -
material each child
2. Social August to October, 2004 & - -
Development November, February, 05
Sports/ Cultural 04
3. Fees for primary Regular Regular Rs. 10 per -
school going month per
4. Library Regular Regular - -
5. Vocational Regular October 2004 to - Non availability of
training March, 2005 youth (April to
September due to
6. Awareness September to June, Sept., 2004 Makes space -
Programme on December, and February, available with
health 2004 2005 tea and
7. Capacity July 2004 June, August, - Farmers are using
building/ and January, September, foundation seed
Training/ 2005 October and purchased from
Exposure November, 2004 Agriculture
8. Floriculture August & September & Own transport 40%- 50% plants are
October, October 2004 arrangement alive
9. Vermi Compost June to September & NIRPHAD Yields have received
October 2004 October, 2004. provide only by using vermi
worms and compost 1.5 times
other more than ordinary
expenses like compost or chemical
dung labor fertilizers.
etc. is from
10. Kisan Mela November, 30 October,2004 Space Availability of different
2004 provided with kinds of seeds
water facility (foundation seed) at
subsidy rate by Govt.
11. Irrigation and May and May to Rs. 58,161 in Reason of success is
Land June, 2004 November,2004 the form of to increase of yield
Development labor more than 3 times.
12. Bee Keeping June & Bee Keeping done Rs. 1600 for Honey is produced
November, in November,2004 transport. 320 Kg and selling
2004 Rs. 70 per Kg.
13. Fisheries June, 2004 Not Complete Rs. 3,000 for Reason of delaying is
filling pond to non cooperation by
and annual Govt. officers (SDM)
14. Watershed June to May to Rs. 64,020 in Success due – to
Development October, September,2004 the form of increase in under
Programme 2004 labour ground water level up
to 3 feet and reduced
Submitted by: Neel Prabha (Incharge Unit I.) / Girish Agrawal (Agriculture Engineer)
2.1.2 Unit II
• Implementing Agency : NIRPHAD
• Registration Number of the project : 22013
Dear Foster Parents,
The routine included in the action plan for Unit II in 4 villages- Jonai, Nagla Moji, Nagla Sumera
and Bhartiya are being implemented meticulously. The teachers by the play method taught the
children how to express their feelings and learn to read and write.
In the ECCEC centres after selection of children who were above 5 years were sent the to the
govt. school. In Jonai out of 51 foster children, 30 children were promoted. In Nagla Sumera- out
of 49 children, 29 of them were selected, in Nagla Moji out of a total 60 children- 35 were
admitted to Govt. school. In order to fill the gap in the ECCEC Centres, new Children in the age
group of 3-5 years were selected. The teachers visited the govt. school and contacted the
principal and instructed him to maintain ECCEC record separately from the other students
Teaching & educational material: The teachers recorded the purchase of chart paper, booklets,
storybooks, tatpattis (carpets), copies, stationary, blackboard chalks, and slates. In the month of
July and August these items were purchased for the winter season. Dress code included shirt,
pant, socks and shoes which were distributed to all the Centres. The learning and educational
items enabled children to grasp the contents easily.
Birthday of the foster child: On 15th August, 2004 a birthday party was celebrated at village
Bhartiya of Brijesh S/o Doril Lal R.No. 22013/117. The foster parents sent sufficient money to
celebrate the child’s birthday. Brijesh’s family members and village Pradhan were invited. All the
ECCEC Children sang a song and wished by saying “Janam Din Mubarak Hoi” (Happy birthday to
you), also showered the birthday boy with gifts. A birthday cake was cut by the child. Delicious
food was prepared and it was a joyous and happy occasion. A photograph was taken of the entire
group. The pre-school building was decorated.
Parents Meeting: The monthly meetings of parents were conducted at the convenience of
parents. By giving advance information the date and place was confirmed. Parents were informed
and involved in the meeting. Different problems/issues were discussed related to ECCEC Centre.
All suggestions and new ideas were examined to improve the functioning of the Centre. Many
ideas were used as instruments for future follow up discussions. All parents were helped to
solve their children’s problems and all doubts were clarified with the help of the Supervisor.
Teachers Meeting: The teachers combined monthly meeting of Unit I and Unit II took place at
the Base Centre. The aim of conducting joint meetings with the teacher is to share their
experience and to find mutually acceptable solutions. The basic points discussed in the meetings
were related to selection of new children, fees, annual letters, preparation of lesson plans and
menus. The manager gave a demonstration of low cost educational materials. Teachers also
learnt the newer and more effective methodologies of communication. Experiences of Unit I
teachers were shared with Unit II. Agenda was made and circulated among the teachers and
lesson plans and low cost educational aids were prepared using innovative ideas. The teachers
used role play for effectively teaching the pupils. The tape recorder was used extensively for
teaching different action- songs.
Home visits: The home visits were done by the teacher Daily, after school, the teacher went for
home visits. The teacher maintained a register and records of each child. 10 children’s home
were visited by the teacher every day. The teacher thus developed closer rapport with the child’s
family. During these visits, the child’s real life situation was revealed for better understanding to
solve pestering problems, if any. The living conditions and their background enabled the teacher
to delve at depth into the reasons for the existing problems. Important indicators noted were
health (physical, mental, emotional and spiritual), economic and social status of the child.
Picnic for ECCEC Children: Picnics for ECCEC children were arranged in the month of August,
to visit Bankey Bihari Goushala (home for abandoned cows) at Vrindaban Road. It was planned
to take children of the two Centres to provide an opportunity for them to known each other. The
children’s contribution was Rs. 10. Vehicle of NIRPHAD was used for transportation. The children
enjoyed the picnic very much and received a gift packet.
Educational Material: 160 children were supported from all the villages of Unit II- including
Jonai, Nagla Sumera, N-Moji and Bhartiya. They were provided 9 notebooks: 3 English copies, 3
Mathematics and 3 Hindi. The books were received from the govt. school and the school bags
were distributed as follows to the promoted children:
Jonai - 32
N-Sumera - 39
N-Moji - 14
Bhartiya - 30
Extra Tuition: Extra tuition, started from October 2004 to March 2005. Pupils were selected for
the tuition from class V and also children who were to appear for the Board examination. A locally
educated teacher was appointed. The list of candidates for tuition was finalized by the govt.
school principal and they received special tuition from January 1st 2004 to 31st March 2004. The
number of candidates who received tuition is as follows:
Jonai - 16, N- Sumera - 13, N-Moji - 22 and Bhartiya - 14. The total was 65 children. The children
received tuition bags and notebooks. The tutor was paid Rs. 500 monthly.
SHG Meetings: The Self Help groups meetings were held in the village itself and pressing
issues were on the agenda. The group President and Secretary were selected. The meeting was
organized in the adopted villages N- Moji, Jonai, Bharitya and Nagla Sumera. The ledger,
minutes and savings books were checked. Some SHGs were newly organized. As each SHGs
had completed six months i.e. 1st step of SHG, the members wanted to know about the second
step, which is mobilization of groups and inter-loaning. Project Manager asked the members to
start inter-loaning process to link SHGs with banks for sustainability of IGP programme. The
SHGs invited the VCL members to attend and give their suggestions and plan the activities
according to their priority. The ECCEC activities were also discussed and members were asked
to involve themselves in the SHG meetings. The register with details about collecting money and
its utilization was checked.
Related to IGP programme, training sessions were organized at NIRPHAD. Suggestions and
activities were planned according to the members’ talents and interest. The teacher kept a record
of monthly SHG meetings. The groups of Nagla Moji, Sumera and Bhartiya have started securing
loans and inter-loaning.
Training programme-SHGs: SHG training was completed for the 4 centres at Chattikara, which
included problem-solving, maintenance of records and other social and economic related issues.
Mr. Khan (DDM NABARD) was the resource person for the 2 day programme. The programme
included both male and female groups of Unit I and II. Few groups were 7 years old and some
were new. The new groups received useful tips from the experience of old groups, as to how to
maintain records and conduct meetings. Mr. Khan explained in detail about the major role of the
President and secretary and scheduling the timing and dates of the meeting to be held on a
regular basis. He stressed on total participation and training related to IGP. The women from the
older groups explained about other advantages of forming Self-Help Groups.
Exposure visit sports & games: A friendly cricket match was organized between Bharitya and
Jonai on 25th May, 2004. The match was of 16 overs and Team Bhartiya won the match. Mr.
Samir Maganji awarded Rs. 599 to the winning team. Jonai team received Rs. 50 for each player.
On 7th December, 2004 another cricket tournament was organized at village Bhartiya among 4
villages. The team of Babugarh and Bhartiya team played and Bhartiya team won the match.
Next day 8th December, 2004 Jonai and Nagla Sumera team played a match and Jonai team won
Final cricket match was between Jonai and Bhartiya team and the winner was again Bhartiya.
The tournament was organized and inaugurated by Tikam Chand Pradhan of Bhartiya. The
Pradhan gave away the prizes of Rs. 551 cash to the winning team. Mr. Sultan Singh was the
man of the match.
Meetings with adolescent groups: The meetings were held with adolescent girls. Problems
related to menstrual cycle were discussed. The meetings were conducted at the convenience of
the participants, educational environment and responsibilities with a target, was emphasized.
For the male adolescents, sports competition and cricket matches were arranged to develop a
sense of camaraderie and bonhomie to bring them together.
Vocational training: Meetings were held with adolescent group of boys to the find out their
interests in vocational training for self-employment. The duration of the programme was
December 2004 to 31st March, 2005. The names of youth who were trained in different skills are
1. Brij Mohan S/o Om Prakash
Village - Nagla Sumera
Duration - December 2004 to March 2005
Trade: Motor binding by Mr. Sahir Hussain
2. Satish S/o Bacchu Singh
Village - N Sumera
Duration - December 2004 to March 2005
Trade - Scooter and motorcycle repair from Chhatikara
3. Yogesh S/o Giriaj Singh
Village - Nagla Sumera
Duration January 2005 to March 2005
Trade - Electronic repair, TV.
4. Sanju S/o Amar Singh
Village Nagla Sumera
Duration - January 2005 to March 2005
Trade - Motor cycle repair work at Chhatikara
5. Ved Pal S/o Tejvir Singh
Village - Nagla Sumera
Duration - January 2005 to March 2005
Trade - Electronic repair, TV
6. Naresh S/o Nem Singh
Duration January, 2004 to March, 2004
Trade - Motor cycle repair
7. Dharmendra S/o Jasaraam
Village N - Moji
Duration 1/3/2004 to 31/3/2004
Trade - Motor biding at Nav Bharat
All these children in the age group of 12-18 years received vocational training in order to pursue a
career in a spirit of entrepreneurship for self-employment.
Adult Education programme: Meetings were arranged with Self Help groups and they were
interested in adult education. Miss Manju who was educated up to class X taught 15 to 20 women
at a time and they showed great enthusiasm to learn and made rapid progress. They are in the
age group of 17 to 40 years.
A Brief report on the Christmas programmes - Unit II
1. Village Nagla Moji: A Christmas programme was organized at village Nagla Moji on 11th
December, 2004 -11AM to 3 PM. This was the first NIRPHAD programme. The chief guest of
this programme was Mr. Rajeev Pandey, Tehsildar of Sadar, Mathura and Special guest was
Mr. Makkhan Lal, Dy. Tehsildar Mathura. The Children of ECCEC welcomed the guests and
garland them. The ECCEC teacher Mrs. Radha Rani organized a cultural programme by
ECCEC Children, 6-10 years age and adolescents of both sexes. Mr. M. D. Agrawal,
Coordinator introduced NIRPHAD staff to the chief guest and explained in detail the activities
completed in village Nagla Moji in the current year (12 months). Mr. Rajeev Pandey exhorted
that we should learn from the life of God, Ishu (Jesus Christ) and try to adopt His good
precepts. He praised NIRPHAD’s good work in organizing this type of function in remote
areas. He was ready to give any help within his power for the NIRPHAD programs and the
Mr. Rajeev Pandey distributed gifts to children consisting of a pant, shirt, shoes and socks
and school bags, to 14 promoted children and 23 children, who were receiving tuitions. A
cardigan (pullover) was presented to the cook and helper and 200 sweet boxes were
distributed among children & villagers.
2. Village Nagla Sumera: A Christmas programme was organized in village Nagla Sumera on
14th December, 2004 from 11AM to 3 PM. The chief Guest of this programme was Mr. and
Mrs. (Rev) Ashok Singh from Central Methodist Church, Mathura. The ECCEC Children
welcomed the guests and garlanded them. The special guests were Dr. E.B.Sundaram,
Director NIRPHAD and Mrs. Sheila Sundaram. Mr. Ashok Singh prayed to God and described
the life story of Jesus. He mentioned that this was the right way to do God’s will and to make
Him happy we should do our work honestly and love the poor and needy. Mr. M.D. Agrawal,
Coordinator NIRPHAD described in detail the activities undertaken in this village by
NIRPHAD. Mr. M.D .Agrawal urged the people to cooperate in developmental activities for
their benefit otherwise there is no difference between the Govt. and NGO. Public participation
was very necessary to attain quality performance. The farmers of this village presented a skit
indicating the advantages of vermi compost and bio-fertilizers and their importance. A drama
by adolescents on HIV/AIDS was most informative and the audience was spell-bound. The
ECCEC Children Neelam, Indira, Kavita, Mala and Vasanti presented a role play through
dance and songs.
Chief Guest distributed gifts-consisting of a pant, shirt, shoes and socks to 42 ECCEC
Children and school bags to 39 promoted children and 15 children, who are getting tuition
classes. 200 sweet boxes were distributed among ECCEC Children, promoted and children
attending tuition classes, farmers groups, youth groups and SHG members. Mrs. Mamta
Sharma, ECCEC Teacher, organized and managed the programme. The vice Pradhan Mrs.
Sunita Devi chaired this programme.
3. Village Bhartiya: A Christmas programme was organized in village Bhartiya on 16th
December, 2004 from 11am to 3 PM. The chief guest of this programme was Mr. P.P.Lal
administrator of Methodist Hospital Mathura. This programme was chaired by Mr. Tikam
Chand village Pradhan. The ECCEC Children sang a song and welcomed the chief guest and
garlanded him. Mr. P.P.Lal led in prayer and while explaining the life of Jesus and explained
how we can emulate the life of Jesus. Mr. P.P.Lal was very happy with this function and made
special mention there are no Christians in this village but all the villagers are celebrating the
birth of Jesus, in numbers. Mr. M.D.Agrawal Coordinator introduced NIRPHAD staff to the
chief guest and informed of the activities of NIRPHAD being carried out in this village.
ECCEC teacher Mrs. Poonam Kumari, with the ECCEC Children, promoted children, and
adolescents organized a very good cultural programme. The village Pradhan thanked Mr.
P.P. Lal the chief guest for attending and chairing the function. The chief guest distributed
gifts-consisting of one pant, shirts, shoes, shocks to ECCEC children (40) and school bags to
promoted and tuition class children (40) and 200 sweet boxes were distributed among
children and villagers (SHG members, farmers and youth groups).
4. Village Jonai: A Christmas programme was organized in village Jonai on 18th December,
2004 from 11 AM to 3 PM. The chief Guest of this programme was Mr. Kishan Chaturvedi,
Bureau Chief of Daily newspaper “Amar Ujala”. Mr. Kishan Chaturvedi emphasized that youth
are the backbone of Country. Youth development is commensurate with development of the
Country. Youth should strive to be good entrepreneurs. He praised NIRPHAD’s good work in
children’s education as important as illiteracy darkens human life. He urged children to attend
school daily and parents should give more attention to children’s education. He encouraged
girls to go to schools as the girl’s literacy rate is very low. He also encouraged women to
come forward and cooperate in village development. Mr. M.D.Agrawal, Coordinator delved
into details to the chief guest the activities performed by NIRPHAD in this village. Mr. Kishan
Chaturvedi distributed one pant, shirts, shoes and socks to 65 ECCEC Children and school
bags to 40 promoted and tuition class children. 200 sweet boxes were distributed to ECCEC
Children, promoted children, adolescents, farmer’s group & SHG members.
ECCEC teacher Miss Rekha Rani organized a cultural progranne. ECCEC children,
adolescents and female SHGs staged a role play in dance, songs and dramas.
Mr. Nek Singh village Pradhan chaired this programme and thanked all the guests for their
enthusiastic participation which made the function a grand success.
Health and Nutrition Care:
In order to implement the health programme at village level certain strategies were adopted.
Every Monday a doctor visits one of the Centres along with a health worker and ANM. Advance
information was given to the village staff and target group about the impending doctor’s visit. The
Doctor completes Road to health cards and documents weights and results of the medical check-
up of the ECCEC Children. General patients of the village are also examined at minimal fees of
Rs. 2. Free medicines were distributed as per medical rules. The health worker visits each home
to complete a follow up medical check up and enquire about any other health problem and gives
the necessary advice. Doctors are instructed to complete the medical register at ECCEC Centre.
During the reporting period 12 visits took place by the team to the ECCEC centre. Medical
treatment was given to patients and complicated cases were referred to NIRPHAD or Swarn
Jayanti Samudaik Hospital.
Mobile team visits one centre in one village once in a month. Doctor examines all the children
(foster and those supported by HCDI).
Immunization & Medicines:
GOVT. ANM gives immunization to infants below the age of one year and NIRPHAD Supervisor
provides BCG, DPT, Polio, Measles, booster and all pregnant women are taken care of by the
Supervisor. Each village has one TBA (Traditional Birth Attendant). 38 pregnant women
delivered from October to December 2004 and post and pre-natal check up services were
provided by Dais.
Post and Pre-Natal Care:
Pre-natal care includes 3 doses of TT immunization, 3 check ups (physicals-including growth and
lie of the foetus, during pregnancy) which includes measuring weight, blood test, urine test,
dietary advice and distribution of 100 iron-folic acid tablets. All complicated patients, the Dais,
referred to NIRPHAD/SJSH Hospital.
From October to December, 2004–RTI cases diagnosed were 4 in 4 villages (grossly under
reported), births were 15, deaths-2, condom users-90 and oral pills users-21.
In the year January to March, 2005, 7 women received post- natal care and to prevent infection
the mothers were advised to use sterile sanitary pads. 25 sanitary pads in each village were
provided to Dais and to the local centre teacher. In Nagla Moji health survey showed that 20 men,
were using condoms and 2 women oral pills. In village Nagla Sumera 7 males were using
condoms and 4 women oral pills and 5 females were sterilized. In Jonai the number of Condom
users were 3 and 1 male accepted sterilization (NSV).
Special care was taken regarding nutrition care of the children of ECCEC Centres. All teachers
were instructed to give more importance to nutrition in the child’s health. Menu was prepared
according to the health status of the ECCEC Child. The cooks were given orientation about
hygienic preparation of food.
In order to improve heath children were given Protein X supplements with milk. Fruit were added
to the menu and lunch included green vegetables and vegetable proteins-Dal (millets/pulses).
The pre-school attendance of children increased after the addition of fruit to the menu.
• A health awareness programme was organized at village Jonai on 12th June, 2004. Dr.
C.M.Mavar, Dy. CMO, Mathura was the resource person. He delivered a lecture on
HYV/AIDS-its transmission and the precautions to be taken to avoid this disease. He also
discussed Non- scalpel Vasectomy (NSV).
• A health mela was organized in village Bhartiya on 30th September in a large, open space. Dr.
D.N.Tripathi, CMO Mathura was the chief guest and Mr. Kishan Chaturvedi, Chief Bureau of
Amar Ujala Newspaper inaugurated the programme. 800 patients were examined by Dr.
Ashok Agrawal (Child Specialist), Dr. Sujoy Bhattacharya (Orthopedics), Dr. Dhiraj Chhaparia
(Eye surgeon) and Dr. Nishtha Arora (Gynecologist). NIRPHAD SIFPSA distributed
contraceptives and Dr. Basant Singh Veterinary Doctor examined 25 animals.
• A health awareness camp was organized on 3rd December, 2004 at village Nagla Sumera. A
film show for adolescent girls, entitled “Savita Ki Shart” (Savita’s bet) based on adolescent
literacy and marriage rights. After that Dr. Nutan spelled out tips about nutritious diet for
pregnant women and importance of IFA tablets, which prevents anemia. She stressed regular
immunization and advised if any RTI cases were reported the doctor should be consulted
• A health awareness camp was organized at Jonai on 17th February, 2005. Dr. P.C.
Kanoongo, Dy. CMO and Mr. Kamlesh Misra, Assistant Project Manager SIFPSA attended
this camp. Dr. Kanoongo talked with women regarding anemia during pregnancy and
mentioned importance of IFA (Iron-Folic acid Tablets), of T.T and 3 physical check-ups during
pregnancy. Mr. Misra talked about spacing between 2 children and adopting family planning
methods with special reference to NSV as a simpler procedure than female sterilization. After
the camp, the next day, one male agreed for NSV and 3 women for tubectomy.
Health training programme for Community Health Workers (CHW):
One training programme was conducted at base centre NIRPHAD, in each quarter, for health
workers (Dai, ANM & Health Supervisors). The health workers recorded monthly family planning
statistics and purchases of sanitary pads at the rate of Rs. 5. All age groups from 13 to 45 were
trained in the proper use of the pads. In the training programme capacity building techniques to
improve RCH output, with quality care by Dai and indicators for referral to NIRPHAD or Swarn
Jayanti Smaudaik Hospital were taught.
Supervisor conducted a meting in the community and explained the importance of hygiene and
sanitation for a healthy life.
The first impact was that 3 toilets were recommended by the village committee.
The first preference was given for constructing at the Supervisors residence, as she is
permanently residing in the village Jonai and the toilet can be show-cased as a demonstration.
One toilet was constructed in the premises of the school and the contribution was Rs. 2900.
Third toilet was recommended for the Govt. School, as the VLC and Pradhan mentioned the need
for a toilet for the girls. Mr. Tej Pal Singh of Nagla Sumera contributed Rs. 4,500.
Strengthening of village institution:
Each VLC has 11 to 12 members in each village. All the activities carried out by the Supervisor
have prior permission of the VLC Committee e.g. Land development/ Renovation of Ponds,
construction of toilets. In depth discussions were held using SWOT analysis related to ECCEC
VLC meetings were organized during the reporting period. Members were given orientation about
the current activities and their role of monitoring and supervising all programmes. During
discussions members prioritized and made a tentative list of the programmes to be undertaken
for the year 2005-2006.
An exposure programme was organized for the VLC members of Unit II of village N-Sumera and
Jonai. They visited a check dam of village Gonda Atas. This group interacted with the VLC in
Babugarh. The VLC of Babugarh explained how the ground level of water increased by 4 feet due
to the construction of the dam. The VLC members were pleased to get ideas as to how to collect
rainwater by farm bunding. They visited Babugarh and observed vermi compost and Bee Keeping
A workshop for VLC members was organized in village Nagla Sumera on 1st March, 2005. Mrs.
Pratima Nimesh block development officer of Mathura block attended the workshop as a chief
guest and explained about Govt. projects, which are being implemented in the villages through
Panchayats. They also collected information regarding the low cost housing, old age schemes
and benefits for widows and discussed drainage system of village.
The VLC members used their prerogative to visit the ECCEC centre and checked teaching
methods, nutrition services or any related issues. They were motivated to participate by giving
their inputs in planning, organizing, implementing, control and monitoring of the Centre.
Formation & promotion of farmers groups:
A combined meeting was organized at NIRPHAD Growth Center at Chhatikara on 8th May 2004
and all farmers from four villages participated. Coordinator explained to them actual meaning of
formation of farmer’s group and the role of farmers as the backbone of the Nation. Improving
quality of the farmer’s technology and providing them knowledge 0f the latest technology through
awareness programme was the main theme of the meeting.
An exposure visit was organized at Kisan Mela (farmers fair) held at Raya Agriculture Reserach
Centre for the farmers of 4 villages N-Moji, Bhartiya, Jonai and Nagla Sumera. District Magistrate
inaugurated the Kisan Mela. NIRPHAD arranged a stall of female Self-help Groups and
demonstrated candle making, hand printing and stone carving. Many farmers purchased
pesticides for the mustard crop and spray machines. Mr. Charan Singh, a farmer from village
Babugarh was chosen as best farmer by District Magistrate and was awarded a shield and one
woolen shawl. Mrs. Raj Kumar won the first prize for stone carving.
Legal Aid Camps:
A Camp for legal aid was organized at NIRPHAD Growth Centre, Chhatikara on 8th August, 2004
and 450 villagers participated. Mr. K.P.Misra (District Judge) was the chief guest and other
resource persons were Mr. S.P.Misra (Civil Judge) Madher Singh Agrawal (DOC Civil) Chandra
Mohan Agarwal (DOC Revenue), A.K.Mathura (Additional Judge), Mr. Bhagwan Singh (AJM), Mr.
Gyanendra Dubey (Senior Advocate), Mr. Avinash Sharma (ADM). The Judge engaged in a lively
question/answer session. Mr. K.P.Misra suggested to NIRPHAD to organize such legal camps
from time to time to increase awareness in human rights.
Capacity Building/ Training/ Exposure
Capacity building covered 3 types and steps
1. Demonstration of Kitchen Garden seeds: The seeds of different types of vegetables were
distributed through ECCEC Centre. Priority was given to pregnant women to promote growing
of green vegetables.. NIRPHAD distributed seasonal seeds and vegetables to every SHG
member, encouraging them to grow in their kitchen gardens and utilize them for better health.
All the seeds were kept in ECCEC centre and were distributed to villagers by teachers in the
month of October.
2. Exposure visit to Raya Agriculture Research Centre: An exposure visit to Raya
Agriculture Research Centre was organized on 11th September, 2004 for farmers groups of all
the 4 villages. This was the only research centre in Agra region. Dr. Om Vir Singh (Dy.
Director) talked to the farmers about the importance of Vermi Compost. Vermi Compost is the
best controller against destructive worm infestation. The quality of vermi compost required in
1 hector is 40 quintals. The Worms multiplies thrice within 45 days. He explained the concept
of preparing NADEP method and also mentioned that the yield increases by 15 to 20% by
organic farming and using of Raisobram culture for purification of seed. Many demonstrations
were given to the farmers on live crops.
3. Demonstration of High Yield variety seeds: 12 farmers received mustard oil and Rohini
variety of seed from Agriculture section which was available in the awareness camp, which
was held at village Nagla Sakaraya on 25th September, 2004.
The names of the recipients who received seeds are:
1. Hari Babu S/o Pyarelal - 5Kg
2. Kisan Singh S/o Mangla - 5 Kg
3. Devi Singh S/o Gopi Ram - 5Kg
4. Bhagwan Singh S/o Totaram - 5Kg
Village Nagla Moji
1. Raju S/o Sumeet - 5 Kg
2. Raspal S/o Chaturvey - 5 Kg
3. Goral S/o Bani Ram - 5 Kg
4. Karan S/o Ram Dayal - 5Kg
Village Nagla Sumera
1. Jagvir Singh S/o Chandan Singh - 5Kg
2. Ram Prasad S/o Chhiddi - 5 Kg
3. Mahar Singh S/o Babulal - 5 Kg
4. Sunhery S/o Chiddi - 5 Kg,
And the High Yield variety of wheat No.343 was from the Govt. Agriculture Department.
The list of beneficiaries is:
Niranjan S/o Hari Singh - 40 Kg
Brij Pal S/o Pooran - 40 Kg
Charan Singh S/o Ajay - 40 Kg
Shyam Lal S/o Gidha - 40 Kg
Murari S/o Dharam - 40 Kg
Raju S/o Patiram - 40 Kg
Kthery S/o Shandu - 40 Kg
Shyam S/o Murari - 40 Kg
Phool S/o Manohar - 40 Kg
Nanak S/o Khachera - 40 Kg.
Murari S/o Dharma - 40 Kg.
Agriculture, Horticulture / Agro Forestry
An awareness camp on horticulture was organized in village Jonai on 18th August, 2004. The
Resource person was Mr. P.C. Gupta (Asian Director, District Horticulture officer). He said that
the strategy should be to get a higher yield with less expenditure through horticulture. He
explained the importance of orchards in human cycle. 1460 Plants of different type were
distributed among the farmers. An awareness camp for agriculture was organized and resource
persons were Dr. Shayam Sunder Sharma (agronomist) and Mr. R.S. Khushwaha and discussed
merits of mustard crop Rohini, no. 59 and Urvasi which were the suitable types for this area. 5
Kg seed per hct. is sufficient to reap 25-28 qnts. per hct. They explained NADEP method and
importance of soil and water.
An exposure visit to Kanpur Kisan Mela was organized on 4th October, 2004. The beneficiaries
were from village Bhartiya- 12, Nagla Moji-12, N-Sumera- 11, Jonai-13. A total of 48 farmers went
to Kanpur. Mr. R.S.Pathak (Senior Researcher) from Agriculture Department accompanied us, to
guide farmers about purchasing seed etc. Many farmers purchased seed etc. Main attraction of
• Demonstration of diesel engines of different models and capacity
• Improved agriculture implements
• Treadle pump to lift the water from a depth of 20 feet.
• Sump well irrigation system
• Different models of generator sets
Irrigation & Land Development
To complete this activity two villages were selected i.e. Jonai and Nagla Moji. Leveling operations
by tractor was completed with a proper slope for water irrigation. Farm bunding was completed by
manual labor. The bunding checks the rainwater from washing away the top soil. Preference in
selection of beneficiaries was given to farmers children who were enrolled in the ECCEC.
Beneficiary share was 25% of the total cost. Village Level Committee supervised and analyzed
Kisan Mela: A Kisan mela was organized on 19th January, 2004 at village Bhartiya. Ms. Ellen
Goodell from US inaugurated the mela. Director Dr. E.B.Sundaram and Mrs. Sheila Sundaram
accompanied Ms. Ellen. They visited each stall. Agriculture Department (seed stall-wheat, Barely
and mustard) was available for sale at a discount of Rs. 200 per mond. Mustard seed was Rs.
800 per 100 Kg. Agriculture department gave a demonstration of High Yield Variety of seed.
Stalls for community Eye Care, SIFPSA (FP), Gynecology and SHG’s were on display
The Chief Guest of the Mela was Mr. Sudhir Srivastava, DM, and he explained to the farmers
about the use of vermi compost and asked them to reduce the practice of using chemical
Agronomy Camp: Two awareness camps at village Nagla Sumera were held on 25th February
2005 and village Jonai 26th February 2005.
Dr. S.K.Mishra and Dr. Arvind Singh attended these camps as resource persons. They talked to
the farmers to destroy the weeds and practice crop rotation, to increase crop yield. By leaving the
land fallow, in the month of May & June, and rotation of the soil, due to sun’s rays, the weeds and
harmful parasites will be destroyed.. They also discussed organized farming and made a field
visit to a mustard farm. Resource persons indicated that the distance between two plants should
be a minimum 15cms and row to row distance should be 45cm or more.
Demonstration of NADEP method: A demonstration tank made by bricks through honey comb
masonry, having a size of 10 feet length and 6 feet wide and 3 feet height was filled by garbage.
The top was filled by cow dung and a soil layer 2” thick. All the garbage was converted to organic
compost within 90 days by aerobic reaction. This type of compost is 3 times more powerful than
Watershed Development Programme: Three ponds were renovated under this activity in the
village of Jonai and Nagla Moji, Bharitya and N-Sumera. 3 demonstrations with boring and filter to
drain water to seep into the subsoil water strata. Since the farmers did not clean the filter it got
clogged. This issue needs to be discussed with the farmers.
1. Pond - Village Jonai
The surface area of Pond was 3000 square feet.
Water capacity was up to height - 5 feet
Water will be retained up to a height - 5 feet.
Volume of water (full level) - 4285 KL
Capacity of Ponds - 4285 Kilo Litre
No. of cattle paths completed - 2
The cost of 2 paths - Rs. 20,045
Length of earth embankment - 772 feet
Average height of embankments - 7 feet
Cost of earth volume in embankments and excavation of soil - Rs. 35,527
Consolidation of embankment - Rs. 24,295
Total renovation cost-expended by NIRPHAD - Rs. 81,887
2. Pond - Nagla Moji
Surface area of Pond - 41400 sq feet
Water retained up to height - 4 feet
Capacity of Pond - 4693 KL
Length of embankment - 547 feet
Total earth volume in embankment - Cu.ft. 20514
Excavation of soil cost - Rs. 10,800
Consolidation of embankment - Rs. 10.700
Beneficiaries share - Rs. 20.030
3. Brick wall
Length of Brick Wall - 68 feet
Total Brick work - 918 feet
4. Hand pump platform -18’ x 40’ 6”
Culvert - material and labor cost Rs. 48,505
Renovation cost - Rs. 70.005 (Expended by NIRPHAD)
Beneficiary share - Rs. 20.030
Total Project Cost - Rs. 90.035
5. Pond - Village Bhartiya
Surface area of Pond - 21750 sq. feet
Water retained up to height 5 feet
Capacity of Pond - 3082 KL
Length of Earthen embankment - 460 feet
Height of embankment - 8 feet
Average depth of excavation of soil - 4’3”
Volume of earth excavation by JCB - 92429 Cu.ft.
Volume of soil transported from the pond Cu.ft. 71269
Excavation of soil, compaction & consolidation of embankments Rs. 28.260
Cost of Plantation on Embankment – Rs. 5975
Extension of cattle path–Rs. 18,060
NIRPHAD had organized two awareness camps on agronomy in village Nagla Sumera. Dr. S.K.
Misra stressed minimizing the use of chemical fertilizers to improve the fertility of soil. Only one
farmer, Mr. Hari Singh adopted that idea and he did not use any chemical fertilizers like DAP,
Urea’s etc. He used only cow dung compost & compost prepared by NADEP method and
received 20% more yield of wheat 20% than other farmers who used chemical fertilizers. The
farmers after noticing the results of Hari Singh, they are considering to replicate his method. They
are eager to manufacture vermi compost and compost by NADEP method and to apply to the
NIRPHAD has installed a hand pump in village Jonai for drinking purposes, in sweet water zone
area, because of the problem of brackish water in many places. After installation of the hand
pump NIRPHAD it was handed over to the village Panchayat. After one year of installation the
hand pump failed to lift water due to collapse of the cavity. The villagers approached Mr. Nek
Singh, village Pradhan and requested him to get the pump repaired. Executive Engineer (Jal
Nigam) re-bored with the help of Jal Nigam and due to collaboration with Govt. Departments the
village drinking water scheme is functioning smoothly. In contrast 4 hand pumps in the same
village are not in working order.
Initially the labour contribution of the beneficiaries was estimated at Rs. 2000/-. NIRPHAD has
provided 15 units of she goats (each unit has 2 she goats), under the scheme of ‘pass on gift’
scheme to 15 beneficiaries in 4 villages. But Mr. Kehri singh from village Nagla Summera and
Mrs. Ganga from village Jonai have 15 and 12 she goats respectively, within two years. The
selling price for 15 she goats @ Rs.1500/-each=Rs. 22,500 and from 12 She goats Mrs. Ganga
would receive Rs. 12 x 1500 = 18,000/-. Rajender received 2 she goats and Ram Dhir an equal
number from the above beneficiaries.
During the year of 2004-2005 NIRPHAD completed farm bunds and leveling operations of 96.70
acres of land in village Jonai and 80.70 acre of land in village Nagla Moji. Mr. Durgpal and Mr.
Prem Singh from village Jonai, found that their land had a slope of more than 2.5% and was
leveled by scraper mounted with tractor. Both farmers have a good yield of wheat which is 4
times more than previous years. Mr. Babu Lal, Niroti, Ram Babu and Katar Singh have increased
the area of land due to leveling because their land along the road was below 3 to 4 feet and
farming was not possible in that portion of land. After leveling 4 farmers increased their land area
of 10% and also 3 to 4 times of yield of wheat. Farmers from village Jonai and 36 farmers from
village Nagla Moji also benefited under farm bunds activity. Due to farm bunds the rain water
stayed in the fields and due to vertical seepage of water moisture, the water requirement to
irrigate the fields was reduced, thus saving on diesel.
TECHINICIAL REPORT OF UNIT II
S.No. Activities Planned Status 31st Participation Reasons
action Plan March, success/failure/
’05 delayed/ Non-
A 2.01 Educational July & August Done on 10th Rs. 10 from -
material August,04 each child
A 2.02 Extra tuition October 04 to Complete Rs. 500 per Parents were not
March 05 month per child interested to send their
children to tuition
A 2.03 Social August,2004 & Done on 26th - A Picnic programme in
Development January,05 January,05 & August 2004 was not
sports / cultural 12th organized due to
programme February,05 discount not available
by Mela organized like
last year i.e. 40%
A 2.05 Library June to completed - Reason for delay is
March,05 Dec.04 to searching of a hawker
March,05 for newspaper to supply
in 4 villages.
A 4.01 Vocational June 04 to Jan Dec. 04 to - Reason for delay is
training 2005 March,05 youth not aware about
the benefits of training.
A 4.02 Exposure visit/ August, 2004 Done in 25th - Very high interest in
sports and & Jan 2005 May,05 and cricket by youth.
games 7th Dec.,2004
A 5.00 Xmas G Dec, 04 completed in All age groups In spite of being non-
December,04 participated in christian all participated
programs- with fervour.
B 2.01 Awareness June, August Done in 12th Arrangement for The cause of delay –
Programme & June,04 30th place, audience the programme was
Community October,2004 Sept. 3rd Dec. and resource organized on demand
Health and 17th persons. of SIFPSA staff in
February,05 village Jonai only 2
motivated April,2004 to
SIFPSA staff agreed for
camp. After camp on
17th February, 3
operations (1 NSV & 2
from same village
2.02 Health training Regular Regular - The women of village
for CHVs Program Whole year capable in health
activities after training.
2.04 Environmental May & June Not achieve Rs. 11,100/- The target of
Sanitation 2004 the target upto constructing toilet was
March,05 4, but 4th toilet in
village Nagla Moji is
(50% work completed).
balance not completed
due to shortage of time
or harvesting season.
C 1.02 For strong April & Done in 22nd - Awareness takes time
village Oct,2004 January,05 for VLC functions and
institutions and 11th job responsibilities.
C 1.03 Strengthening Regular Regular up to Tea and This was planned as
of youth clubs activity January,05 transport facility regular activity by
for players giving tea & snacks to
youth in their meetings
regularly, but youth told
to invest that money by
C 1.04 Formation & June, Done in Farmers took The District magistrate
Promotion of November,04 August & part after leaving Mathura gave a prize to
farmers group & Jan,05 December,04 their routine one farmer as biggest
work. produce of vermi
compost in whole
C 1.05 Legal Aids June 2004 Done in - In the month of June
August,2004 there was Summer
vacation in courts so
the resource persons
were not available.
D 1.00 Capacity August to Done in Rs. 1700/- cash The farmers aware
building/ October,2004 September about organic farming
training / and October
D 2.01 Agriculture/ May to Done in Rs. 2800/- cash The programme was
Horticulture & November,200 October,04 to & Kinds delayed due to
Agro forestry 4 February,05 demands by farmers to
organize a awareness
camp in the month of
February, 2005 to see
the impact of Rabu
2.02 Irrigation and May & Done in May Rs. 59,796 in After completion of this
Land June,2004 to kinds (labor activity farmers got
Development August,2004 form) 20% increased yield.
2.03 Kisan Mela October,2004 October,2004 - Farmers received High
yield variety seeds of
wheat & Mustard on
4.00 Watershed May & Done in May Rs. 53,948 in The provision of
development June,2004 to the form of labor providing filters to drain
Programme September,04 off dirty water in to the
bore well after filtration
in village Bhartiya is
failure due to choking of
filter by mud layer and
no provision of
desolating them by
Nutan (Incharge Unit II) / Girish Agrawal (Agriculture Engineer)
2.2 Annual Report of NIRPHAD Growth Centre, Bajna for the period 1st April, 2004 to 31st
Anil Kumar Gupta, Accountant/ In charge of NIRPHAD Growth Centre, Bajna, Mathura joined
NIRPHAD on 2nd August, 1980.
Checking and making of vouchers
Eye Recovery OPD & Field
Jeep Maintenance and Motorcycle maintenance
Generator and electricity log book
CMO office work at Aligarh
General Manager of all activities at the Bajna Growth Center - including arranging schedules for
all activities - RCH II and Eye Program
Liaison with the Coordinator, NIRPHAD Growth Center
Attend all Executive, Finance and Board Meetings of NIRPHAD
Compile reports of all activities for Donor Agencies and Annual Report
Total Recovery 4,08,882.00
Eye OPD (Field) 2,052.00
Eye OPD (Clinic) 23,365.00
IOL, Cataract (Referral) 2,72,021.00
CMO Donation, Aligarh 1,07,669.00
Veterinary Department 55.00
Window Glass Donations 3,000.00
Chairs and Tables Donations 495.00
Old materials (Sale of old mattresses) 225.00
Total Operation (Paid) 208
Total OPD Patients 8069
Baseline clinic Bajna (Patients) 4728
Field clinic Jattari (Patients) 1081
Camps (27 nos.) 2260
Total Operation (Free) 385
• Visit by Director and Coordinator is minimal
• Improper functioning of Jeep/ Car
• Lack of permanent eye surgeon (at the time of writing report, a surgeon has been appointed)
• Scarcity of Pre and post natal medicine
• Shortage of trained staff
• Safety of Building/ maintenance
• Irregular salaries
• Less field visit due to non availability of vehicle
• Medicines were not given to the patient
• Spectacles supply and distribution problems
The reason for decline in statistics: Last year one Shri Yogendra Pal Singh made a complaint
to DM that after surgery he did not get a good result. On examination by NIRPHAD’s team of
experts it was diagnosed as postoperative conjunctivitis and the patient went to another hospital
for treatment, where he was misguided. On the other hand, if he came to NIRPHAD Bajna
Growth Centre he could have been treated properly.
NIRPHAD’s experts subsequently examined the patient and he was found to have received 6/12
This incident created a false rumor among the community and for several months the patients
refused to seek eye care at the Center. Subsequently, NIRPHAD experts visited the DM’s Office
who had cancelled NIRPHAD’s Eye Camps and after explanation he was satisfied and the
number of patients seeking eye care have now begun to gradually increase.
Mr. Anil Kumar Gupta (Accountant / In charge)
Mr. Subhash Singh
Mr. Kshterapal Singh
Mr. Satyaveer Singh
Mr. Mahesh Chand
Mr. K.L. Gupta
One watch man
Dr. Shanti Pandey
Dr. Suvrat Arora
Dr. Dhiraj Chhaparia
Mr. Hemvir Singh
Mr. Anil Kumar Gupta
2.3 Annual Report on Family Planning for NIRPHAD-SIFPSA for the period April, 2004 to
Project Title : A Community Based Reproductive Child Health Project
Block : Mathura
Distt. : Mathura
Project Duration : 24 Months (March, 2004 to February, 2006)
Location of the Project : Mathura Block (CBD Component) and entire Distt, for ISMP’s
Objective (Expected out comes)
• CBD Component
o F.P: to increase CPR by 10%.
o To reduce IMR & MMR
o To sustain existing spacing users.
o Supply of CSM brands: to 40% base-line pill & Condom clients and 75% for new pill and
condom clients by the end of the project.
o ANC Services to all pregnant women with at least 80% receiving two doses of TT (4929)
and 60% receiving 100 FA Tabs, in project area.
• Infant Immunization
o Complete Immunization of 85% out of 5237 infants in the project area.
• Child Immunization
o Complete Immunization of 60% (1 to 5 Years) i.e. 13555 Children in project area.
o To spread health awareness for target group
• ISMP’s Component
o Exhaustive baseline for all blocks and urban areas to identify and select ISMPs .
o Train 200 qualified and registered ISMP’s.
o 200 ISMP’s to be followed-up, at least two or three times.
o To organize, regular, bi-monthly monitoring of all the ISMPs.
o 10 PHC workshops organized and at least 70% ISMPs linked with ANM.
o At least 8 regular spacing clients on an average per ISMP
o At least 70% ISMP’s to have sufficient free supply and CSM Stock
o Establish effective CSM network.
o Insure record maintenance by at least 85% ISMP’s.
o Loud speaker messages repeated in each block and 100 Village Hats.
o Manpower sanctioned - 20 Staff & 103 CBD’s
o Project Cost by SIFPSA - 56, 49,875 (Excluding CSM revolving fund 50,000)
• Staff Recruitment
1. Project Coordinator - B.R. Yadav
2. Lady Medical Officer - Dr. Nishtha Arora (1st May 2004 to 31st Jan 2005)
- Dr. Shikha Gupta (22nd Feb. 2005 onwards)
3. MIS/Accountant - Mr. Raj Kumar Garg
4. Asst. Project Coordinator - Mr. Deepak Agrawal
5. Do - Miss. Akbari Bagem
6. Trainers - M. Neeraj Gupta
7. Do - Mr. Pawan Choudhary
8. Programme Asst. - Mr. Navneet Kuamr Gola
9. Community Health Visitor - Smt. Pratibha
- Smt. Manju Rani
- Smt. Shree Ja Sharma (Till Nov. 2004)
- Smt. Kamlesh Samadhia
- Miss. M.V. Sindhu
• Health Supervisors
10. Mr. Surender Singh Chouhan
11. Mr. Dev Kumar
12. Mr. Hari Kishor Lawaniya
13. Mr. Harbeer Singh
14. Mr. Narottam Prasad
15. Mr. Hari Kishan Gautam
16. Mr. Vipin Kumar
17. Mr. Vijay Singh
18. Mr. Sahab Singh
19. Mr. Sambhu Ghos
20. Mr. Gyanendra Pratap
21. Mr. Uday Veer Singh
22. Miss. Manju Lata Verma
• Office Assitants
23. Mr. Hari Babu (Till Sep. 2004)
Mr. Rajender Singh (From Oct. 2004 onwards)
103 CBD’s in different villages.
• Staff Training
1st Training - IP Infection Prevention
(Both clinical based for the SJSH & MCH & Eye rural Health Staff).
S.No. Batch Venue Participant Date Training
1 1st Batch SJSH 20 Clinical Staff of 1st to 2nd May Intra Health
2 2nd Batch MCH & Eye 20 MCH & NIRPHAD 3rd to 4th May Intra Health
Clinical Staff Staff 2004
3 APC Training PPRC Lucknow 2 APC 8 Days from 1st PPRC
to 8th June Lucknow
4 Supervisors PPRC Lucknow 10 HS 6 Day from 14th PPRC
June to 19th Lucknow
5 Training of NIRPHAD 6 Participants 6 Days from Intra Health
Trainers Chhatikara 2 Trainer 21st June to
1 PA 26th June 2004
CBD Training - 103 CBD, 6 Days Training
1st Batch - 35 CBD, 3 Days MIS + 3 Days RCH from 21st June to 26th June.
2nd Batch - 34 CBD, 3 Days MIS + 3 Days RCH from 24th June to 29th June.
3rd Batch - 34 CBD, 3 Days MIS + 3 Days RCH from 27th June to 2nd July.
• Community Health Visitor’s Training
4 CHV & 1 LMO 6 Days Training - NIRPHAD Chhatikara By Dr. Shikha Srivastava (Intra
Health) & Mrs. Jaya Laxmi Rajan , Agra)
CBDs Training - Days after Baseline Survey
103 CBDs - 3 Batch From Sept 21st to Sept. 28th 2004
CBD Exposure Visit. - 103 CBDs+ 13 Field Supervisors + 2 APC + 1 PC.
02/11/04 - NIRPHAD Bichpuri Agra field with PPRC staff Lucknow
09/11/04 - NIRPHAD Bichpuri Agra field with PPRC staff Lucknow
• Mis/Accountant’s Training:
Date Place Participant Training Given
28, 29, 30 Sep 2004 PPRC Lucknow One PPRC Lucknow
• ISMP Component:
TOT-21st June to 26th June 2004 (6 Days)
Training of ISMP’s
Batch Block Date No. of Participants
1st Batch Mathura 21st July to 24th July 2004 12
2nd Batch Goverdhan 5th Aug. to 8th Aug. 2004 13
3rd Batch Farah 18th Aug. to 21 Aug. 2004 19
4th Batch Baldev 18th Sept. to 21st Sept. 2004 12
5th Batch Mant 27th Sept. to 30 Sept. 2004 11
6th Batch Raya 6th Oct. to 9th Oct. 2004 15
7th Batch Naujhil 18th Oct. to 21st Oct. 2004 11
8th Batch Chomuha 27th Oct. to 30th Oct. 2004 20
9th Batch Chhata 28th Nov. to 1st Dec. 2004 17
10th Batch Nandgaon 13th Dec. to 16th Dec. 2004 7
• PHC Workshop:
Batch Block Date No. of Partcipant
1 Batch Mathura 13 Oct. 2004 58
2nd Batch Goverdhan 9th Nov. 2004 56
3rd Batch Farah 18th Nov. 2004 58
4th Batch Baldev 20th Jan. 2005 60
5th Batch Mant 4th Jan. 2005 58
6th Batch Raya 24th Dec. 2004 55
7th Batch Naujhil 3rd Jan. 2005 61
8th Batch Chomuha 14th Feb. 2005 61
9th Batch Chhata 24th Jan. 2005 53
10th Batch Nandgaon 8th Feb. 2005 61
• Base Line Survey:
After CBD’s Training started on 1st July 2004, the Base Line survey started, and on 15th Aug.
2004 Base line survey was completed.
• Proposed Statistical Data
Block Mathura - 66 Gram Sabhas
Population - 20, 5377
Total Eligible Couples - 34914
Total Children (0-1 Year) - 6161
Total Children (1-5 Year) - 22592
Pregnant Women - 6161
CPR - 18.9%, Spacing - 5.1% & Sterilization- 3.8%
• After Baseline
Total Villages - 96 Revenue Villages + 73 Majra, Hamlets
i.e., 69 Villages
Total Population - 215525
Total No. Houses - 28052
Total Eligible Couples - 35811
Pregnant Women - 5899
Infant Children (0-1) - 6382
1-5 Year Children - 23061
CPR - 20.76%
• Outcome/ Progress:
o CBD Component:
Sterilization (Male) NSV - 25 males
Sterilization (Female) LTO + Mini Lap - 645 patients
Copper - T - 77 Clients
Condom - 3 Free Supply & 557 CSM
Pills - 1 Free Supply & 440 CSM
Pregnant Women (Two Doses TT) - 2977
Infant + Children (0-1) Year - 3736
(Vaccination = BCG + 3 DPT/Polio/ Measles)
1 - 5 Year Children - 8792
First - 3711
Second - 2979
Third - 2763
IFA Tabs Distribution - 2722
Group Meeting - 214
ORCs - OPD (LMO Field Visits) - 1064 Patients, 103 ORC Visits
IEC wall writing advertising for simple health messages was prepared in 169 villages with
the help of community participating.
o ISMPs Component:
After training in survey techniques, the whole district of Mathura, for Degree & diploma
holders Unani & Ayurvedic Indigenous Private Practitioners, were checked out. 340
ISMP’s were identified. 137 ISMP’s were trained in 10 Blocks.
137 ISMPs monthly follow-up, monitoring & record keeping were completed.
ISMPs were trained to motivate & counsel temporary FP clients and after 2 children, for
permanent family planning methods.
Total statistics: No. of LTO NSV Copper-T Condom Pills
298 74 7 17 110 90
o Impact of the Program
Total 103 women CBDs were selected out of which 5 CBDs were divorced. When the
divorced were employed the family members accepted the women and took them back.
Thus because of the economic empowerment the women gained social status in their
respective families and were respected as an earning member. The educated women
after marriage were expected to do house hold work only and thus became economically
dependent on their spouses.
The SIFPSA Project provided an opportunity to the literate women to utilize their
education and also those who were below poverty line were benefited. Even the literate
women from the below poverty line were economically benefited.
• Staff Supervision and Monitoring
Under each Supervisor 7-8 CBDs form a team to provide services to the target area. The
supervisor develops HRD goals and objectives.
These 13 field supervisors, are in-charge of an average, two APCs + 4 CHVs, where the
supervision channel pathway was- PC to Coordinator & to Directors , The qualifications and
style of functioning brought out of inherit qualities of CBDs to work as a team.
• Log Books
All supervisors and APC, CHV, Trainer, Staff maintained a logbook. The staff received new
Mopeds & Motorcycles. All staff was allowed Rs. 1.00 /Km and old mopeds Rs. 1.20/Km to
enable them to tour during the month, for all official work.
• Recording Reporting System
All the records and reports were developed as per norms of SIFPSA Project, which are as
o CBDs Supervisors, APC, PC - NGO
o Staff attendance register
o Movement Register
o Assets Register
o Stock Register
o Cash book
o Ledger, Register
o Cheque book issue register
o Salary payment book
o Salary register
o Campus fund register
o OPD Register, ORC Center
o CBD Attendance Register
o Baseline survey Register
o CBD Monthly Meeting Register
o PHC/CHC Monthly Co-ordination Register
o CBDs / Supervisors/APC/PC Monthly progress report
o Staff daily dairy
o RCH Registration Register
o Dispatch Register
o CSM & Free Stock Register
o Group Meeting Register
o Staff Meeting Register
o Pathology Testing Register
o Medicine Stock Register
o Vaccination Record Register
o OPD Register
o Cu-T Insertion Register
o Delivery Register
o ANC 2 Register
o MTP & DNC Register
2.4 Animal Husbandry (Veterinary and Animal Husbandry Department)
I, Dr. Basant Singh, BVSc & AH, MVSc Ph.D., Joined NIRPHAD Organization on 19th July 2004
after the retirement of Mr. D.N. Chaudhary.
Previously I served the College of Veterinary Science, now Veterinary University Mathura in
different capacities for 37 years and retired as a professor & Head of the poultry science
Thereafter, I got the opportunity to serve as a Professor and Head of the Department of Animal
Genetics & Breeding and officer in charge of the ICAR’s All India Continental Research Project
on Buffalos at the College of Veterinary Science & AH, ND University of Agriculture &
Technology, Kumar Ganj, Faizabad for a period of one year (Contract Services).
The Veterinary Hospital- cum artificial insemination centre is located in one of the rooms of the
MCH Chhatikara and provides services from 9 to 16 hours daily. The hospital possesses primary
infrastructure just sufficient to meet the basic requirements of a veterinary clinic.
Sick animals belonging to almost all species of the domestic livestock are brought to the clinic by
the farmers, are thoroughly examined and then proper treatment is provided. But cattle and
especially buffalos, the main milk producing animals belonging to almost all types of socio-
economic status are brought to the centre in large number as compared to other species of
animals. Out of these, a major number belong to the neighbouring villages i.e Chhatikara, Jait,
Nagla Ramtal, Allahpur, Gopalgarh, Charora and Maghera etc. and only few cases come from
the distant villages on account of the financial involvement in their transportation.
A few far distantly located villages too, have been benefited by the services of this clinic.
A total of no. of 1598 animals was examined during the year 2004-05. These include 86
gynecological (Mastitis, metritis, pyometria, prolapse of Uterus and retention of placenta etc.)
63 Sub fertility, included (Anoestious, repeated breeding, Nymphomania etc.), cases.
33 eye ailments and 10 surgical operations (Tail ampulations).Others were of routine type of
Field visits services were provided to the farmers at their residence. Only Nagla Surir,
Hanumangarhi and Radhey shyam colony Mathura were visited as they offered to pay for the
fuel charges to NIRPHAD.
This year a sum of Rs. 5/- only is charged from each case as registration charges and additional
cost of injections has been provided at the hospital as well as in Melas organized at the village
Artificial insemination centre obtains frozen semen of pedigreed bulls of high sere indices from
the UP Animal Husbandry department. At present centre maintains frozen semen of Haryana
breed only as per the cattle breeding policy of the State government. Murrah buffalo semen is not
maintained as the owners do not like to artificially breed their buffaloes. In general, farmers still
prefer to get their animals naturally served rather than artificial breeding. A large number of cows
which fail to conceive by previous natural services, or cows with nervous temperament, not
cooperating with the bulls even during heat period, during non-availability of the balls, request for
They are examined clinically for estrous and those found in proper heat and in sound
reproductive status are inseminated with high quality semen at the proper time of the estrous. In
addition to A1, facilities for pregnancy diagnosis and treatment of various reproductive disorders
and sub-fertility facilities are also made available to farmers. During the year 115 cows and
buffaloes have been inseminated artificially.
• Financial constraint was the main hurdle in providing various services, to the community. We
could not purchase good quality latest medicines for the hospital and for the Melas. Several
people contacted the undersigned for clinical examination and treatment of their seriously sick
buffaloes at their villages but they could not be attended on account of the fact the owners
could not pay even for the cost of fuel for transportation.
• Most of the time, non-availability of the vehicle was the main constraint.
Although most of the farmers come to this hospital with the hope of availing free veterinary
services, free treatment, free medicines and free visit of the doctor as was practiced previously.
The members of SHGS groups who own buffaloes/goats purchased out of the loan amount
distributed by NIRPHAD were particularly reluctant to bear even for the cost of medicines of their
sick animals. Under pressure only once a sick buffalo was treated free of cost at Nagla Surir. The
poor farmers left with no alternative except to avail services of the quacks, unqualified, self-styled
veterinary practitioners available at their village.
The A.I centre is solely dependent on the Department of Animal Husbandry UP for the supply of
semen and liquid nitrogen. At times the Dept. could not maintain the regular supply which
hampered the A1 operations.
Cattle and Buffaloes vaccinated against Hemorrhage Septicemia (HS) and Foot &
Mouth Disease (FMD)
S.no. Village H.S. (no.s) F.M.D no
1. Alahpur - 603
2. Babugarh & 580
Hanumangarhi 62 435
3. Charora - 400
4. Chhatikara - 477
5. Bariatas 440 560
6. Devi Atas 100 400
7. Gonda Atas - 500
8. Gopalgarhi - 142
9. Jaint - 1010
10. Kota - 475
11. Jonai 172 450
12. N-Sakaraya 230 500
13. N-Surir 60 186
14. N-Ramtal - 247
15. N-Narayanpur 104 120
16. N-Jatan 90 100
17. N-Bihari 120 220
18. Tehra - 458
19. Maghera - 500
S.NO. PARTICULARS CLINICS
1. Working days of the Veterinary clinic 300
(whose animals treated)
2. Village visits 6
3. Animals treated 1598
4. Castrations performed 5
5. Artificial Inseminations done 115
6. Pregnancy diagnosis 14
7. Camps attended 3
8. Villages Covered 59
a. Technical and extension education services to the members of SHGs and other rural groups.
Educational programmes can be launched to increase awareness in the community
• The prevention and control of the diseases, particularly contagious type, to save the
community’s monetary loss, which occurs on account of the morbidity and mortality in
• Management & feeding of young, adult, lactating, pregnant and care of calves at birth and
its dam at parturition to check financial losses occurring on account of negligence/
innocence of the farmers.
• Community health programme:
(i) Biological values of foods obtained from the animal origin to prevent existing
malnutrition deficiencies in the community, and
(ii) Prevention & care from the zoonotic diseases in the community.
b. Genetic development of cattle, buffalo, goats for generating additional income for the poor
c. Periodic special treatment camps can be organized at remote villages adopted by the
NIRPHAD in order to provide better services to the community at their doorsteps.
d. Establishment of a small veterinary diagnosis laboratory for conducting tests to arrive and
authenticate diagnosis of diseases.
e. Upgrade the clinic with latest equipment, instruments and medicines etc. to provide better
services to the seriously sick animals and even to undertake surgical operations.
f. Training of the staff to upgrade their technical skill at par with international level.
Dr. Basant Singh
2.5 Activities at Chhatikara Growth Center
Joined on 22nd July, 2005 as LMO in SIFPSA Project
• Conduct ORC’s in which I examined patients.
• Organized group meetings to motivate patient for LTO, NSVs use of contraceptives, role of
Oral Contraceptive Pills.
• Myths regarding Cu.T.
• Available to answer clients queries regarding post-operative problems, IUDs and regarding
• Attend LTO Camps.
• After performing mini-laps every Friday at SJSH there are transportation delays.
• 3 days a week attend OPD in NIRPHAD Chhatikara Clinic.
No. Of mini-laps: Paid cases for SIFPSA since 22nd July 2005 were 10-15
Difficulties: In SIFPSA no major issues, except some minor problems:
• In OPD, in general medicines are limited
• Communication gap between CBD & Villagers
• On Friday after mini-laps there is delay in accessing transportation and this delay is also
noted after laparoscopy camps
• MCH could not do follow ups of MTP’s and Deliveries
• Lack of cleanliness (at the time of writing, new arrangements have been made for additional
staff to do weekly thorough cleaning of the Centers)
• Lack of rubber sheets
• Should have one extra delivery table
Months Deliveries MTPs
April, 04 6 21
May, 04 13 13
June, 04 13 19
July, 04 11 17
August, 04 11 10
September, 04 15 20
October, 04 23 17
November, 04 11 15
December, 04 8 33
January, 05 7 30
February, 05 4 22
March, 05 8 30
CuT from April, 2004 to March, 2005 is 38
2.6 Laboratory (Mr. Anup)
I, Anup Barun Rauth, B.Sc., DMLT joined the NIRPHAD MCH Chhatikara as Laboratory
Technician on 15.07.2001 and am continuing since then. I am the only person responsible for the
maintenance of this laboratory and conduct various types of blood, urine, stool and sputum tests
required by the MCH & Eye Hospital of the NIRPHAD Growth Centre. Laparoscopy tubectomy
(LT) camps were organized three days in week & Direct Observation treatment (DOT)
programmes were sponsored by the State Governments, District Hospital and the local private
practitioners. The process involves collection of samples, testing step by step, arriving at a
results, conclusion and reporting.
I regularly conduct all pathological lab tests which are a vital activity for diagnosis in eye hospitals
and MCH Centers. Based on the number of tests conducted my total income per annum is Rs. 1,
23,935.00. So, far this year my expenditure has been Rs. 22, 658.00. I receive a salary of Rs.
2,904.00 p.m. from NIRPHAD and no other facilities. Based on qualifications & experience, the
salary offered by VBN / Chhatikara, Mathura for a lab technician is in the range of Rs. 4,500 to
Rs. 6000 p.m. Yet I have job satisfaction as I am working in my chosen profession. I am serving
needy patients from rural areas with a low economic status.
A lot of difficulties are faced on account the work load. Particularly on the days Dr. Shankuntala
Srivastav visits the MCH. The days camps are organized by eye hospitals and LTO, on account
of rush of the patients asking for immediate testing and for submitting the reports by 13.00 hours,
the routine becomes quite hectic. My other responsibilities are:
• Proper disposal of the waste.
• Quality check of the chemicals and standardization of the equipment periodically.
• Maintenance of the records.
• Lab. possesses monocular microscope, centrifuge, reagents, machine auto analyzer and all
types of chemicals required for aforesaid tests.
• I am regularly receiving quality control training from Dr. Britt, twice a year to improve my
• Some times difficulties are faced on account of the outdated equipment’ like monocular
• Non-availability of facilities, special kits like HIV testing, Australian, antigen etc.
Opportunities: The income of the MCH & eye hospital can be enhanced by:
• With the appointment of Dr. Shikha, as a full time qualified doctor, the
Income can be increased.
• By purchasing latest equipment, special kits for testing HIV or Bio chemical tests.
• DOT programme should be conducted in separate room by another trained lab technician in
order to avoid T.B. infection in healthy personnel and the visiting patients suffering with other
• Lab Technician should be provided refresher training to acquaint him with the latest methods
of testing different diseases.
• Lab Technician should be adequately paid so that he may concentrate to work without
thinking of higher salary offers at other lab.
• Timely payment of salary, which causes problems for outsiders.
Considerable number of increase in the number of patients tested during the year compared with
the last five years clearly indicates the popularity of this lab in the community.
I have attended three refresher-training programmes.
• Infection prevention training at Chhatikara and
• DOT programme, DOT Centre Mathura
• Personality development by Ms. S. Almelu
Comparative Yearly Pathological Report
2002 –2003 2003-2004 2004-2005(months)
Hb (Hemo-Q) 03
Hemoglobin 721 416 712
Total Count 37 48 38
Differential Count 51 53 40
ESR 42 39 30
Malaria Parasites 232 267 225
Widal test 144 214 320
Urine Routine 372 458 295
Urine sugar 668 72 802
Urine Pregnancy 782 789 724
Bleeding time 03 22 12
Clotting time 03 21 15
Blood grouping 145 156 143
Semen Analysis 36 27 33
Stool routine 20 07 04
VDRL 24 42 82
Urine sugar & Albumin 249 212 744
S/ Cholesterol 04
S/ Bilirubin 04 02
Platelets Count 01
General Blood profile 02 02 02
Blood Sugar 1205 1587 1448
Bile Salt & Pigment - 02 12
Blood Sugar (By - 149
Sputum for AFB - - 13
TOTAL 4745 5076 5834
Anup Barun Rauth
2.7 Ophthalmology Department
2.7.1 Dr. Pandey
“After God Gave Light to World, he looked down on his creation and saw that light was
(Book of Genesis)
Objectives of the Report
o To describe performance of the eye department at Chhatikara
o Recognizing hurdles and problems in delivering services and suggestions to improve
o Narrative and Statistical performance of community Eye programme
Catchment area is from three sources:
o Patients directly, seeking treatment at the base hospital, Chhatikara
o Those patients being referred from camps, and
o field visits
o Approximately 60% of the OPD patients seek treatment at the base hospital, without
any reference from any one.
o Rest 40% OPD patients comes through camps and fields (20% each)
Process involved in performance
o Planning was very integral part of eye camps
o Dates of the camps were planned from August to March
o Permission from district medical authority was sought prior to the camps
o Selection of location of the camps was important - priority was given to un-served and
under served areas
o Care was taken to avoid clash of dates of camps with other charitable organizations
o Availability of staff, staff on leave and festivals, were also taken into consideration
o Motivation and orientation of staff was essential.
o Unnecessary leave was not allowed during surgery season
o Cooperation/help from the local leaders and community was crucial
o Stock of instruments/supplies was checked at the time of planning.
o Implementation of plans depended on human and material resources of NIRPHAD
o Often it was necessary to coordinate and seek help from second ophthalmologist.
Manpower and tools
• Staffing pattern
Refractionists, OT Technicians (2 each), ward sister, receptionist, peon, driver and sweeper
Dr. Chhaparia assists 3 days a week (for 3 days he visits Bajna Eye centre).
• OPD: Ophthalmoscope (direct), indirect Ophthalmoscope, slit lamp, tonometer, sinaptophore,
retinoscope, perimeter, refraction box and auto refractionate, Keratometer, A-scan.
• O.T.U.: Two operating microscopes, autoclave, hot air oven, formalin chamber and instrument
Adequacy of staff / instruments
• The Dept. worked with bare minimum staff, which is sometimes very difficult, especially if a
staff member was sick and took leave.
• Phacoemulsification machine was not available, which was available in other charitable
organizations, which gives them an edge.
Detail of activities
• The Head of the Dept. is the senior surgeon and resumed duties on 1st September, 2004
after Dr. Suvrat Arora resigned post because of personal problems.
• The Dept. is fortunate that this year Dr. Chhaparia can assist for 3 days and the other 3
days, he visited Bajna Eye centre.
• Dr. Shalini Sood, resident in ophthalmology from School of Ophthalmology, University of
Illinois, at Chicago was provided exposure in tropical ophthalmology. She enjoyed working
in the Dept.
• As Head of the Dept. represented NIRPHAD at an International Seminar, on the occasion
of World Sight Day (14-16th September), 2004 held at Delhi. A paper on Community
participation in eye the programme was presented and interacted with delegates from
different parts of the Country. Distributed copies of presentation and brochure of
NIRPHAD, for the delegates to better understand NIRPHAD’s community eye programme
and appreciate the efforts of the clinical and administrative staff.
• Also attended DOS and VPOS conferences.
o Total number of OPD patients seen: 24,907
o Total number of patients seen at the Base Hospital, Chhatikara was 14,751
o Total number of OPD patients seen in field was 5586
o Total no of patients seen in camps were 4570
Total number of Patients seen in the year April 2004-March 2005
1 2 3 4 5 6
o Total no. of refractions were 6874
o Total no paid refraction in base Hospital were 5668 (Out of which 671 were by auto
refractometer and 4997 were manually.
o 200 patients had free (unpaid) refractions at base Hospital.
o Total number of refractions done at the field was 232.
o Total number of refractions in camp OPD were -774
o Total number of camps organized - 27
o Total number of weekly clinics -153
o Total number of free spectacles distributed in camps - 415
o Total no. of operations - 392, at Chhatikara Hospital
o Total no. of IOL operations at Chhatikara - 959
o Total no. of plain cataract surgery at Chhatikara were - 286
o Total no of glaucoma surgery - 39
o Other surgeries such as DCR, Entropion, Ectoprion, FB removal were 108.
Table showing statistics of eye operations done in Chhatikara during 2004-2005
Cataract Glaucoma Other Total
IOL Plain Hospital Camp Hospital Camp Hospital Camp
Hospital Camp Hospital Camp
April 10 - 8 - 1 - 2 - 21 -
May 10 - 2 - - - 2 - 14 -
June 13 - 9 - - - 2 - 24 -
July 16 - 11 - - - 1 - 28 -
Aug. 14 - 5 - - - 3 - 22 -
Sept. 64 78 8 6 6 2 13 6 91 92
Oct. 53 1 4 22 3 - 9 - 69 23
Nov. 57 25 9 13 1 2 6 1 73 41
Dec. 109 28 9 85 3 - 5 7 126 120
Jan. 72 97 6 36 5 5 4 8 87 146
Feb. 80 76 13 18 7 - 11 8 111 102
March 98 58 6 16 3 1 18 2 125 77
Total 596 303 90 196 29 10 76 32 791 601
c. Financial Analysis
• Total income generated during financial year 2004-2005 was Rs.13,72050.00
• Total no. of patients who paid for IOL during this period-553 patients
• Total no. of patients who paid for plain (SICS) cataract operations-180 patients
• Total no. of patients who paid for refraction by Auto refractor-671
• Total no. Of patients who paid for manual refraction-4997
Problems and Hurdles
• Surgery and delivering eye care is a team work, and the team leader must try to guide,
motivate and coordinate the staff so that every one works in unison and singleness of
purpose. But several times it is not possible because of inadequate staff during peak winter
• Average age of the team is 40 + (while in Swarn Jayanti Samudaik it is 25- 30), so probably
enthusiasm, energy, zeal to learn new things and tolerance to heavy schedules is less, which
affects outcome, whereas in key areas, requires young energetic staff.
• There is cut throat competition among charitable organizations, so NIRPHAD staff have to
deliver their best.
• NIRPHAD does not have a phacoemulsification machine & Yeag laser which many other
• Maintenance of hospital building, inverter, especially in wards during power cuts, repair of
water coolers and above all cleanliness are the other problems.
• Emoluments - adequate but should be revised annually.
• Housing - good
• Needs to be improved, specially the coordination with the staff.
• The volume and variety of patients is satisfactory
• support of my colleagues leaves much to be desired
• Interpersonal relations with all staff members are excellent.
• In fighting among some staff, jealousy and lack of integrity are serious problems.
• The Administration always helped in difficult situations, and encouraged hard work to improve
• The challenge to make the Department self-reliant (graded) is necessary, but can be
achieved if all the staff try to do their best.
Dr. Shalini Sood, 1st year Ophthalmology Resident, University of Illinois, at Chicago, USA, joined
the Eye Dept from 26th December, 2004 to 10th January, 2005 for exposure on Tropical
ophthalmology. All the staff tried to give her maximum training and exposure in ophthalmology
during this period.
The Dept. was part of health Mela organized to deliver health education to masses. It was
organized in the Hospital. On this occasion many dignitaries-DM, CMO and leading doctors of
city were present.
2.7.2 Dr. Chapparia
• Evaluate the performance of eye department of Bajna both narrative and statistical.
• To review the obstacles faced in performance.
Materials and Methods
Patients are seen in Base clinic, Field clinics and Camps.
The input of patients in my department is through various channels (shown by a bar diagram
• Process involved in performance of activities.
• As the centre is located in a very rural area and most of the patients are below poverty line,
they cannot pay and are examined in the camps. So planning of camps is a very important
integral part of the activities.
• Camp seasons start from August to April.
• Before planning for a camp there are certain points which are given special attention:
o Permission from District CMO
o Location of camp.
o Availability to surgical staff
• Implementation of the plan is done with in the resources of NIRPHAD.
• Proper follow up of the patients is assured so that people have faith in the Organization.
Staff is minimal in the Centre:
1. Dr. Dhiraj Chhaparia - Ophthalmologist
2. Mr. Anil Gupta (Administrator)
3. Mr. Subhash Singh (Refractionist)
4. Satayavir Singh- Paramedics
5. Mahesh Chandra
6. K.C.Gupta (transferred in 2005)
8. Sweeper & Watchman
2. Slit lamp (which is not working)
5. Hot air oven
6. Formalin Chamber
To be very frank, the staff, which I have, is not adequate or properly trained. Equipment too is
Details of Activities
Dr. Dhiraj Chhaparia joined Bajna from 1st July. Dr. Suvrat Arora left the job in September 2004
and Dr. Pandey joined at the Chhatikara Centre. The two centres at Chhatikara and Bajna are
under the management of NIRPHAD. I visit Bajna for three days.
I receive adequate help from Dr. Pandey and staff at Chhatikara. If there are any problems -
surgical or clinical - Dr. Pandey is always ready to help me. I also receive help from the main
centre i.e. Chhatikara in the form of instruments, I.O.Ls, staff, vehicle and medicines
The total OPD at Bajna Growth Center was 8069. Out of this, 4728 were at the Base Hospital
and 3341 were at the field clinics and camps (27).
Table showing statistics of operations done in Bajna Clinic during 2004-2005
Paid Free Total
IOL Cat Gla Others Total IOL Cat Gla Others Total
Apr 01 04 - 02 07 - 03 - 02 05 12
May 01 08 - 02 11 - - - - - 11
Jun 02 05 - 06 13 - - - - - 13
Jul 01 04 - 02 07 - - - - - 07
Aug 02 03 - 01 06 - 05 - - 05 11
Sep 11 02 - - 13 - 13 - - 13 26
Oct 27 01 - - 28 02 41 0 04 47 75
Nov 21 05 - 04 30 02 21 - 03 26 56
Dec 21 2 - 07 30 01 37 - - 38 68
Jan 13 03 - - 16 - 07 - - 07 23
Feb 13 01 - - 14 07 89 - 05 101 115
Mar 25 07 - 01 33 15 119 - 09 143 176
Total 138 45 - 25 208 27 335 - 23 385 593
1. Non-availability of vehicle
2. Non-availability of good working equipment
3. Scarcity of pre and post of medicines.
4. Shortage of trained staff
5. Centre is in a very rural area so serious patients cannot be handled and have to be referred.
6. Aligarh is near by and the centre of Ophthalmology.
2.8 Assistant Administrator (Mr. N.L. Mishra), NIRPHAD Eye Hospital, Chhatikara
Out Patient Department
Dr. Shanti Pandey and Dr. Dhiraj Chhaparia attend OPD and in their absence Mr. Mishra attends
OPD. Mr. Hembir Singh and Smt. Roseline assists during OPD.
The General wards have 24 beds and an extra 30 beds. Mrs. Asha Samuel, Staff Nurse is
responsible for wards, taking care of the patients. There are three Private wards with A.C.
Mr. Om Prakash and Mr. Ram Kishore Lawania both are assisting O.T.
Instruments needs to be repaired
Two operating microscopes are in functioning but suction machine and close circuit camera is
Refractometer. Slit lamp, A Scan and Keratometer.
Low vision clinic start from next month August, 2005 and fee will be Rs. 100. Dr. Shanti Pandey,
Dr. Dhiraj Chhaparia, Mr. N.L.Mishra and Mr. Hembir received training in Low Vision clinic.
OPD Rs. 5
Emergency Rs. 25
SL IOL = Rs. 3,000/-
IOL = Rs. 1,800/-
Cataract = Rs. 800/-
Glaucoma = Rs. 800/-
Refraction = Rs. 10/-
Private rooms = Rs. 450/- for three days
D.Sanus = Rs. 3500/-
Ptgeriun = Rs. 350/-
F.B. = Rs. 50/-
Certificates = Rs. 50/-
Calizun = Rs. 350/-
Camp - Only OPD Camp held 27 in this hospital. Patients transport facility is provided for pick
Income during the year (1st April,2004 to 31st March,2005)
Rs. 2,20,000.00 from Patients brought for the camp
Rs. 3,21,000.00 Bill sanctioned DBCS and passed but not received yet.
Rs. 61,000.00 Donations
Rs. 2,45,100.00 (Expenses for the year)
Rs. 3,56,900.00 (Profit from Camps)
Expenses of Camps
Publicity- Loudspeaker 600.00
Hand Bill 2,500.00
Vehicle Expenses for 60 days (as per market rate) 60,000.00
Staff for 60 days (2 staff members involved) 30,000.00
Surgeon Salary and OT Staff Salary 30 days 35,000.00
Medicine expenses 80,000.00
Diesel for Generator 15,000.00
Cloth Washing 5,000.00
T.A. field scooter allowance 6,000.00
Cooking gas 6,000.00
Weekly Clinic and monthly clinic
Weekly and monthly clinics were organized at Kosi, Shonkh, Raya and Jugsana with the help
of the local community. The camps at Kosi and Sonkh were supported by Agrawal Samaj and the
camps at Jugsana by Baba Ganga Ram Charitable Trust who provide refreshments for the staff
and patients in cash and kind.
From the weekly clinic a total of 192 patients from the camp were brought to the Base clinic for
cataract operations. 101 patients paid @ Rs. 2500, 43 patients paid @ Rs. 1500 and 48 paid @
School Screening Programme
The National Programme for school children was not held this year as staff did not cooperate.
Only 4800 children were screened during the weekly clinic and no extra school programmes
Functioning of medical store starts from 3rd February, 2005
Spectacle shop was opened, but due to non-cooperation of staff only Rs. 3500 was the profit in 2
months. Placed order for new machine. Plywood is there to make partition for the shop.
1. Vehicle problems are the main problem, Mr. M.D. Agrawal and Mr. Ramesh Sarasawat did
not think that eye hospital work is important.
2. Staff did not cooperate, as they are not receiving field allowance for the fieldwork.
3. SIFPSA staff is using private rooms, patients are avoided to provide private room facility.
4. Electricity (generator expenses) is more.
Mr. N.L. Mishra
Mobile Clinics (Rajendra)
Patients seen during the year April 2004 to March 2005
Month Team A Team B
April,04 1205 1195
May,04 1302 1701
June,04 1815 1124
July,04 1118 1549
August,04 1389 1375
September,04 1920 1767
October,04 1287 1514
November,04 1678 1552
December,04 1630 1656
January,05 2057 1729
February,05 1155 1607
March,05 1190 1269
TOTAL 17746 18038
2.9 Field Office (Archana)
The field office is the nerve centre for coordinating the programmes of NIRPHAD, Bajna Growth
Centre, SJSH, EHP with the strategies evolved with the Head Quarters in Delhi.
There are many inputs and interactions and several development organizations in Delhi and
donor agencies from abroad, providing important inputs, such as innovative ideas, progressive
experiments and cost-effective strategies which have been successful in other programmes, both
National and International. These multifarious pieces of information have to be sorted out for their
relevance to the overall NIRPHAD programmes by the Headquarters, which in turn passes the
information for further discussion with the field office and staff.
These lines of communication is made possible by the field office and the full responsibility of
getting the information, paper work, reports, audit both financial and programmatic is the
responsibility of Documentation Officer.
Large amount of information is received by the field office and in a milieu of democracy the office
has to entertain the trivial, boring and important items of information necessary for the
programme. To use a metaphor in the garden of information it is important for the office and the
staff to control the weeds while letting even wild flowers to flourish.
To summarize, the functions of the Documentation officer are as follows:
• Attend meetings of Board, Society, Finance meetings, act as minute’s secretary.
• Prepare agenda for the Board /Society/staff meetings.
• Help my seniors and colleagues / peers to write their reports as and when required.
• Help in preparing project proposals.
• Provide information to all the Donors/ Visitors in absence of my seniors or colleagues.
• Attend weekly meetings with the Director and provide updated information of the week.
• Take care of the office in absence of Mr. Rajkumar, Accountant.
• Help to make schedule for the visitors.
• Prepare monthly, quarterly, yearly reports and financial statements for the donors with office
copies and responsible for safe keeping and retrieval when necessary.
• Attend all official phone calls and conveys the messages to the concerned persons.
• Keep individual record of the staff.
• Responsible for computer typing for Bajna, (AUHP) EHP, Eye hospital and SIFPSA
• Impart training to the accountant whenever required.
• Attend training / workshops organized by funding agency to improve my skills.
• Help Manageress and Supervisor to write Annual thank you letters of 450 children.
• Translate reports of my colleagues and juniors from Hindi to English.
• Work from 8-12 man hours
• Received two days training course at UPVHA Lucknow sponsored by VHAI, Delhi on how to
complete computerized data for Baseline survey.
• Completed Baseline survey forms of 8 FNGOs. The proposal to be submitted to Govt. of U.P.,
Ministry of Health and Family Welfare (RCH II). Also trained Ms. Ruchi Shukla and Mrs. Pooja
how to complete computerized data of Baseline forms.
• Always seeks help from my seniors, colleagues when necessary.
• Receiving time to time guidance on various issues from Director, Mr. B. Lal, Mr. Arjun, Mr.
M.D. Agrawal and Ms. Neela.
• Interested in learning web designing from Arjun if Director permits.
• Visits field when there is an internal monitoring and evaluation.
• Helps Auditor to finalize internal audit and external audit.
Contribution of my section to the field office
My role in the whole project is very crucial. I am the focal point of field as well as head office as
all the records are kept by me. My assistance in formation of project proposals, monthly,
quarterly and annual reports is important for field office. If I am not there the field staff will be
deprived of guidance and necessary technical assistance. In the absence of my section field and
individual staff will have to maintain the records which will result in ineffectiveness in conducting
assigned duties, as without training and facilities they will not be able to cope with the task.
Especially for the field staff, it will be highly impossible to keep records along with the field duties.
To conclude without documentation officer, the project will be like “a boat without a rudder”
How to improve the section
• Documentation Officer needs training to update knowledge and skill.
• Phone line is always too busy and is not only a disturbance but hampers official calls and
hence office needs a separate phone line.
• Office routine is disturbed as the office has become a public place and there is need of a
3. Annual Report of Swarn Jayanti Samudaik Hosptial Period - April 01st, 2004 to March 31st, 2005
By: Hemant Bhatnagar
(MHA Hospital Administration)
PRIDE > CONFIDENCE > TEAMWORK > ANTICIPATION
To the great satisfaction of the staff, these four simple words most ably describe the celebratory
air at the Swarn Jayanti Samudaik Hospital (SJSH), as the performance was reviewed and
substantial accomplishment of financial year (FY) 2004- 2005.
SJSH embarked on a journey powered by the mandate of Hon’ble Supreme Court, mutual
commitment and common goal of IOCL (Indian Oil Corporation Ltd) and NIRPHAD (Naujhil
Integrated Rural Project for Health and Development) in the year 1999. The year 2004-2005
marked the fifth anniversary of SJSH. For the staff of SJSH it was a year of both celebration and
reflection. We commemorate the hospital’s many achievements, its growth as one of the premier
health care institutions, and its main objectives to the spirit of community services.
The heart and soul of this sixth operational year is the staff of SJS Hospital, including doctors,
nurses, paramedics and administrative personnel. SJSH is what it is today because they devoted
their talents, knowledge, passion and skills to achieve a single goal: of excellence in patient care.
This commitment was reflected in the welfare of the general community.
Looking to the future of SJSH, we recognize that the staff who will write the next chapter in its
history-the man power who will take SJSH into its new era–are among us today. While the names
and faces of only a few of them appear in these pages, each and every one is an essential part of
the diverse ingredients of the health care delivery system.
“The path to our destination is not always a straight one. We go down the wrong road, we
get lost and we turn back. Maybe it doesn't matter which road we embark on. Maybe, what
matters is that we embark.”
- Barbara Hall, Northern Exposure, Rosebud, 1993
The following section has been developed with an objective to become instrumental in setting the
stage, for the reader, and provide a better appreciation of the milestones set by SJS Hospital.
On 7th August, 1996, the Hon’ble Supreme Court of India in a writ petition ordered
Indian Oil Corporation Ltd. (IOCL) to set-up a minimum, of 50 bed hospital at the
outskirts of Mathura town, fully equipped with latest medical equipment and Doctors in
particular to deal with Respiratory problems. The IOCL, Mathura Refinery was also
asked to operate in the rural area to render all medical assistance to the people as
compensation to the community whose lands have been acquired.
A time stipulation was given by Hon’ble Supreme Court for the completion of the
hospital. The project commenced on October 1st, 1996. On March 26th, 1999 the public
sector IOCL filed an application stating that IOCL, Mathura Refinery had completed the
50-bed hospital project within the specified time frame.
To manage newly built SJSH, after wide-ranging market appraisal ranging with
renowned corporate healthcare providers to government institutions like the UP
Government all the institutions expressed their inability to manage SJSH.
NIRPHAD was finally chosen on the recommendation of IOCL to the Supreme Court to
manage new SJS Hospital.
In the year 1999 IOCL had entered into an agreement with NIRPHAD to manage the
SJSH was started on 1st April 1999 with all diagnostic treatment facilities including
Respiratory lab and Emergency care.
Facility expansion was completed by adding specialties- Burns unit, and Physiotherapy
Avg. Bed Occupancy
July 17th, 1999, merely two and a half months after the opening of SJSH, 2614 (GT
Express) the Grand Trunk Express, rammed into a goods train. 174 patients were
brought to SJSH.
National and International experts visited SJSH for evaluation, training and
improvement, namely Dr. Ashok Shah, Consultant, New Delhi, Mr. Nitish Kumar,
Railway Minister, Dr. Henry Perry Jr, International Health Consultant, USA, Dr.Juergen
Toennissen, Germany, Mr. A.K. Arora (Director Refineries), Dr.R. Britt, UK, Ms. Helene
Jorgensen, Denmark, Mr. Kalyanasundaram, Director – IOCL, to name a few.
For the second year NIRPHAD was given a contract to manage SJS Hospital with an
Average Bed Occupancy
operational budget of about Rs. 1. 48. crore.
The Supreme Court monitoring committee expressed full satisfaction on the working of
the hospital and placed on record its appreciation.
Dr. Henry was appointed as Dy. Director for the forward planning and management of
On May 3rd, 2000 the village Berry witnessed a grave fire tragedy and hundreds
succumbed. 53 patients were admitted to the SJSH, the largest (63%) number when
compared to any other hospital in the District.
Vendors meet was organized at SJSH with equipment suppliers, HSCC and MOR for
evaluation and purchase of new equipment.
SJSH conducted a free medical camp at Anoop Nagar, Post. Uspar.
SJSH started providing charity services to Ramakrishna Mission Sevashrama,
Vrindaban on a weekly basis.
Average Bed Occupancy
The Assistant Provident Fund Commissioner, Agra sent two notices to SJSH to submit
Exemption under section 17(1) (A) according to the revised Income Tax Act for
receiving PF deposits of the employees of SJSH.
SJSH participated in the “Pulse Polio Immunization Programme” of the Government
and 1557 children received Polio vaccine drops.
SJSH helped the U.P Govt. by providing a team of experts for an eye camp. 60
patients were sent from the NIRPHAD community health programme for cataract
SJSH started developing plans with the IOCL, MR for the future of SJSH, whether to
completely hand over the hospital to NIRPHAD, or to have a long term management
Dr. Britt from UK visited SJSH and provided training on quality control for the
A five year Agreement between NIRPHAD and IOCL was submitted.
In order to stream line the administrative structure, a policy document was submitted to
the IOCL, MR for ratification of the Monitoring committee.
Mr. Hemant Bhatnagar, MHA joined as the Administrator, Mr. Gajendra Gaur, joined as
the Finance Officer. Dr. Alok Mathur, rejoined as Gen. Surgeon and later was made
the Medical Superintendent.
Provident Fund of SJSH employees transferred from Bombay All Indian Provident
Fund - Methodist Church of India (AIPF-MCI) to the Assistant Provident fund
Commissioner, GOI, Agra.
Well defined poor patients policy including residential certificate and poverty
certification was instituted.
Help the Aged Canada (HTAC), interns Ms. Maneesha and Ms. Julie from Canada
completed their training in the laboratory and the physiotherapy department. Based on
the performance Ms. Maneesha received Medical college admission at the prestigious
Queens Medical College, Canada.
NIRPHAD adjudged as a finalist in the Health Section of the Stockholm Challenge out
of 72 projects from 91 countries.
Dr. Henry Perry from USA visited SJSH for training and evaluation.
In June 2003, the Hon’ble Supreme Court on recommendation of IOCL Monitoring
Committee extended the Management contract of SJSH to NIRPHAD for a period of
Five years. An Agreement between NIRPHAD and IOCL was signed completing a
series of negotiations as to how NIRPHAD would manage SJSH.
NIRPHAD was again selected as a finalist in the Health Sector by an International Jury
out of 101 Projects from 60 Countries for the Stockholm Challenge award in 2004
Average Bed Occupancy
Dr. Pradeep Henry, Dy. Director left on sabbatical leave. Dr. Mathur was given
additional charge of Medical Superintendent.
Dr. Sanjay Nanda was recruited as a full time Pediatrician fulfilling a long-standing
need of the community.
SJSH initiated legal action against Mr. Raiborde, Treasures, AIPF-MCI, Bombay to
return both shares of the contribution sent to AIPFS of MCI from 1st April 99 to June
2002 along with interest and damages.
In-house training sessions on (CPR) Cardio-Pulmonary Resuscitation with an NGO
from Delhi; training on (HAI) Hospital Acquired Infection with SIPSA and training on
Hospital Waste Management by St. Stephens Hospital.
Monitoring committee recommended comparing and revising SJSH charges to attain
graded self reliance.
No complaints regarding concessions for free patients at SJSH.
SJSH crossed the milestone of one lakh new OPD case registration.
THE YEAR IN RETROSPECT
“Every day you may make progress. Every step may be fruitful. Yet there will stretch out
before you an ever-lengthening, ever-ascending, ever-improving path. You know you will
never get to the end of the journey. But this, so far from discouraging, only adds to the joy
and glory of the climb”.
- Sir Winston Churchill (1874 - 1965)
“THERE ARE MANY NEW HORIZONS TO CROSS”
As an example, the first step after severe Road Traffic Accident (RTA) case with multiple
fractures and a life threatening situation, a bottle of blood, prompt and adequate surgical or
orthopedic treatment by a group of dedicated doctors and staff-a life is saved. This one activity a
layman would consider a miracle but is a routine activity at SJSH which makes all the effort and
hard work worthwhile. The quality of care provided by SJSH cannot be equaled by any of the
Institutions in the area. This also gives the strength and motivation to support the Vision and
Mission for future growth of the Institution.
During the fiscal year 2004-05, SJSH has shown significant changes. Certain of them are
particularly strategic. The following section will give an overview of what has been achieved
during the FY 2004-05, and lists the goals for the next year.
INCINERATOR (DISPOSAL OF HOSPITAL BIO-MEDICAL WASTE)
The issue of disposal of Bio-Medical Waste was one of the major concerns since inception as
the SJSH incinerator had functioned below expectations with many insurmountable problems.
The situation became more vexing with the stringent Central Pollution Control Board (CPCB)
norms and frequent notifications by the UP Pollution Control Board (better known as a corrupt
Board by the Supreme Court of India), to ensure proper disposal of contagious bio-medical
waste. The issue was pending from quite a long to find out a suitable, cost-effective and
statutorily approved solution.
Sincere attempts were made and the issue was solved by identifying a common Bio Medical
Treatment Facility (CTF) at Agra. A committee involving members from SJSH and IOCL, MR
went for an inspection of the plant launched by M/s Datt Enterprises, Agra. The CTF plant has
authorization for disposal of Bio-Medical Waste by Agra Nagar Nigam and U. P. Pollution
Control Board. A contract with M/s Datt Enterprises has been signed on April 21, 2005 thus a
professional tie-up was accomplished with M/ Datt Enterprises, Agra for the disposal of bio
medical waste of SJSH.
Before starting the programme a training session was organized with M/s Datt Enterprises on
tools and techniques of Hospital Waste Disposal. On similar terms, the IOCL, Mathura
Refinery Hospital (MRH) has also signed an agreement with M/s Datt Enterprises joining CTF
for disposal of MRH Bio-Medical Waste. The above professional arrangement of Common
Bio-Medical Disposal Treatment Facility has now ruled out the need of running a separate
incinerator requiring hefty operational disbursements. The new contract with Ms. Datt was
extremely cost-effective, statutorily approved option. The recently held monitoring committee
placed on record its appreciation for the initiative taken by SJSH.
An old adage states that an organization’s efficacy is as good as its training component.
SJSH has always depended on the excellence of its human resources. With this in mind the
development of human resources, giving value to their contribution and increasing level of
satisfaction in the workplace, an in-house training programme was organized with Global
Career Academy, Lucknow on ‘positive attitude-In search of excellence’. Primarily with a
motive to train SJSH personnel to fine tune their skill to ensure effective and efficient work
culture with a positive attitude. It is the first time in the history of SJSH when, except for
emergency services, routine services were to put on hold for a few hours, but without
interrupting any services, this exciting programme was attended by all sections of the staff
from SJSH and chattikara Hospital, NIRPHAD.
On request of the staff an extension of the above session, with elaborate coverage and
inclusion of new topics of customer satisfaction has been organized for July 2005.
Another milestone of hospital registration was achieved during the financial year 2004-05.
SJSH has now become a registered entity. On July 11th, 20004 SJSH was registered with the
CMO’s office. The registration number of SJSH is A- 178.
PATIENT SATISFACTION QUESTIONNAIRE
“As you sow so shall you reap”-with this operational objective an evaluation of patients’
satisfaction and effectiveness of services provided was formatted. It included the introduction
of segment-wise patient satisfaction questionnaire.
The original questionnaire was presented to the External Monitoring Committee in September
2004, which after few alterations was approved for implementation. It may be relevant to
quote that at the time of writing this report an analysis of available data revealed that services
of SJS Hospital have been rated as ‘good’. Similarly, by means of an open ended question on
an average SJSH services have been rated as 85 marks out of 100.
LEAVE NORMS, HOSTEL RULES - HOSPITAL STANDING ORDERS
Aiming at correcting internal operational problems; the drafting of SJS Hospital Standing
Orders, under the Industrial employment Act, were certified and registered in the FY 2003-04.
In a similar context detailed and relevant leave norms and hostel rules were finalized during
the review year. This will not only facilitate an employee but will define with sufficient
precision the terms and conditions of employment with SJSH/NIRPHAD.
“Why blame the mirror, it remains the same, it is you who look different when seen from
different angles”. In order to have value management style which is mobilizing and to ensure
the respect of ones’ role, communication, accountability, responsibility and recognition of
excellence, performance appraisal forms have been designed. The appraisal forms have
been designed on the basis of 360* appraisal technique and try to draw a conclusion about
the nature and the character of an individual’s work. It will estimate the value and degree of
excellence and the process and the outcome of an employee’s implementation of roles and
responsibilities. The system will be implemented in the next financial year. It will be an
effective tool for transparent and accountable assessment.
SJSH PERFORMANCE REVIEW – EXTERNAL MONITORING COMMITTEE
The IOCL called for an annual external monitoring meeting in September 2004. A review of
the performance of SJSH and NIRPHAD was presented. The Monitoring Committee lauded
the efforts and performance of SJSH/NIRPHAD. The dossier illustrating activities of
SJSH/NIRPHAD was presented. The committee requested to add sections on SJSH future
plans, SWOT analysis, catchments area and poor patient statistics. A dossier with these
amendments has been prepared. It is relevant to quote that on approval by the monitoring
committee the dossier will be formally published and presented before the Hon’ble Supreme
Court of India so as to record the yeomen services rendered to the community by SJSH and
NIRPHAD. Meanwhile the IOCL, MR had applied for Golden Peacock award and under the
healthcare services section and excerpts from the dossier were incorporated.
PATIENT BED MATTRESS
SJSH had requested IOCL, MR for replacement of mattresses, additional visitor’s chairs
and urgent requirement of equipment. At the time of writing the report SJSH is in process
of receiving forty six new mattresses.
Procurement of 150 new visitor’s chairs is in final stages and it is believed that by July
2005 the chairs would be delivered to SJSH.
During the review year a new Genius 500 m.A X-ray control panel was replaced. The
replacement was done under the buy back scheme from M/s Wipro GE Capital for Rs. 90,
000 /- . This has now overcome the frequent problems of breakdown of x-ray control
panel. Similarly a new ECG machine, BPL model for Rs. 30, 000 was also installed in the
A new Traction machine costing Rs30000/- was installed in the Physiotherapy
department. With the new machine the department is now having provision for separate
treatment facility for cervical and lumbar traction.
However, due to heavy usage equipment for short-wave diathermy (SWD) treatment and
interferential treatment (IFT) are giving frequent problems. Quotations have been called
for their repair or replacement with an advanced version in the new financial year. Plans
are under way for expansion of services by adding new equipment and few civil alterations
in the physiotherapy department.
During the financial year 2004-05, SJSH Laboratory had to endure frequent problems with
the auto analyzers, an important mechanical unit used for conducting most of the
biochemistry investigations. An annual maintenance contract (AMC) was signed with M/s
Ozone Bio-Medicals, a Delhi based bio medical equipment company. But except for a few
visits the company engineers have never turned up, either for rectifying the defects or for
scheduled maintenance visits. A letter, giving details of sloppy services was sent to the
company, requesting a reimbursement equivalent to the AMC value. A reminder in the
similar context was recently sent to the company.
SJSH legal adviser has been consulted and plans are under way to initiate legal action, if
no satisfactory response will be received by the company.
During the review year pending problem of deep water tube-well was solved. SJSH received
approval for both options of either to install a new deep water tube well costing Rs. 1, 72,
000/- or by making the existing tube well operational, costing Rs. 20, 000, in case of failure.
SJSH was fortunate by getting 3.5 Kilo liters per hour of water, almost 85% of the actual
capacity from the repaired tube well. The job was completed by M/s U.P. State Agra and
expenditures incurred have been reimbursed by IOCL, MR.
Pending demand of computers from IOCL, MR was met during the FY 2004-05. As a forward
step these computers were installed in the Medical Records, Pharmacy, Conference areas
and in the Laboratory department. Plans are underway to install dedicated, user defined,
software for these department. A session with M/s Busy Soft, Delhi was organized to explore
flow of information and identify users need to design software accordingly. It is anticipated by
the next financial year, these department would fully be connected with computers paving
way for the further phased development of Local Area Net (LAN) based Hospital
Management Information System (HMIS).
During the review year several modifications were made to reform and strengthen functioning
of administration and finance interdepartmental co-ordination and enhanced functioning.
Briefly, with the help of a well qualified Finance Officer we have improved accounting systems
designed and implemented to provide the management with significant detail about financial
activity relating to the budgetary provisions or a service entity. This has enabled SJSH
management to perform ad hoc queries to answer virtually any financial question, and to
make sound operational decisions based upon rationale that can be understood.
Reforms have been made and formats were introduced to strengthen and make the system
more transparent and accountable. Dedicated Employee Service Number, Employee wise
service record, inter-office communication system, protocol for maintenance of complaint
book, periodic wards inventory schedule and reporting forms, visitors pass, installation of
central directional signs etc. were completed.
SJSH under auspices of IOCL, MR and in liaison with District Administration conducted family
planning camps. During these camps 250 (patients were motivated by the CBDs and
supervisors of the NIRPHAD-SIFPSA community health staff) tubal litigation operations were
performed for family planning. The District Hospital surgeons performed the laparoscopy. The
success of these camps and coordination by various specialists was well recognized and
lauded by District Administrative Authorities. The recently held monitoring committee also
placed on record its appreciation.
CAMP FOR CLEFT PALATE TREATMENT
As a new venture by Dr. Mathur, Surgeon Medical Superintendent, a camp on cleft palate
was organized in liaison with Sir Ganga Ram Hospital, Delhi, who extended help to poor
patients by offering free treatment and hospitalization at Sir Ganga Ram Hospital, Delhi.
The programme is continuing for screening and referral of patients and to date a total of
thirty patients have benefited.
CASE OF PROVIDENT FUND
A criminal case was lodged against Mr. Raiborde, Treasures, All India Provident Fund
Scheme of the Methodist Church of India (AIPF-MCI), which is pending with the CJM,
Mathura court. Evidence has been provided to the court stating that Rs. 12 lacs are yet to
be received from Mr. Raiborde.
On January 19, 2005 the CJM, Mathura court had issued a Non-bail Warrant (NBW)
against Mr. Raiborde. Mr. Raiborde had obtained stay from the High Court, Allahabad.
Meanwhile, the Provident Fund Commissioner levied a fine, for about Rs. 12 lacs as
interest and damages on delayed deposits to the Government Provident Fund Scheme.
An appeal in this regard was filed with the Appellate Tribunal, New Delhi for clemency to
waive this fine. The Appellate Tribunal considered the reputation and community services
of SJSH/ NIRPHAD and granted a stay on the recovery of the amount of interest and
damages. The Tribunal has directed SJSH initially to deposit 50% of the amount. SJSH
has deposited the fifty percent amount and the case is fixed for reply by the Provident
Fund Department on July 22, 2005.
Till the last date of hearing a reply was not received by the Asstt. Provident Fund
Commissioner, Agra. An ex-parte decision is expected if no reply is received by the
Tribunal from APFC, Agra.
CONSUMER PROTECTION CASE
A case of medical negligence (error and diagnosis) is pending with the National Consumer
Forum demanding a compensation of Rs. 30 lacs. SJSH being one of the parties had
submitted all necessary explanation and evidence to the Court, stating hat he patient died
two days after leaving the Hospital. Summons were issued to two doctors (who clinically
handled the case) and were made a party to the case.
At the time of writing this report, the Hon’ble court has proceeded ex-parte against one of
the doctors and the other doctor has appeared before the Hon’ble court but is yet to
submit a reply in affidavit. The next of hearing is August 30th, 2005 and is fixed for
furnishing evidence by way of an affidavit by the complainant.
SJSH has already taken an Errors and Omission Policy professional indemnity insurance
from United India Insurance Co. Ltd. Professional support services of Dockland. India Pvt.
Ltd. was contracted for legal and administrative support.
NATIONAL HUMAN RIGHTS COMMISSION (NHRC)
SJSH had to contest an enquiry and submitted a reply to NHRC for an alleged complaint
of negligence at SJSH in the year 2000. Taking cognizance of the complaint the NHRC,
directed the DM, Mathura to examine the matter and submit a report.
An inspection by CMO, Mathura in this regard was conducted to examine the matter and
verification of records. Relevant records including Bed Head Tickets and emergency
records were perused by CMO, Mathura and were found adequate and found no grounds
for negligence on the part of SJSH. A reply with the above findings, were submitted to
NHRC, Delhi, by the CMO, Mathura.
RELIANCE CELL PHONE TOWER
Barely 50 meters from the SJS Hospital M/s Reliance had erected a call phone tower of
an approximate height of 18 meters. After referring to the operator’s manuals of medical
equipment, it was noted that the proximity of the tower might cause interference to the
proper functioning of the delicate life saving equipment due to electro-magnetic radiation
and High Radio Frequency energy (RF waves). Attempts were made to request safety
information from the company, who did not divulge any information. The concern of
possible deleterious effects of radiations on sophisticated, life saving equipment was
shared with SDM Court, Mathura. The SDM Court showed their willingness to help the
hospital, in the interest of public, by withholding operations by the tower, by its judgment:
u/s 142 Cr. pc. & u/s 33. SJS Hospital was to get an expert opinion and evaluation of the
The United States Federal communications Commission was approached for an expert
advice. On the basis of the guidelines by United States Federal Communications
Commission after examining the safe distance, height of the tower and shielded by the
building it was indicated that there would be no danger to the equipment. A representative
met the Reliance Regional Director, in Agra, the case was withdrawn from the SDM Court
on January who assured that there are many towers in Delhi and some of them mounted
on top of the Hospital buildings with no adverse affects on the equipment. Based on these
finding s the case was withdrawn from the SDM’s Court on 28, 2005.
OVERVIEW - ROLE OF HOSPITAL ADMINISTRATION
As Hospital Administrator I perform a staff management role to the Hospital Director, advising
on a wide range of operational issues. This further includes functional responsibilities for
organizational design, personnel management, fiscal management; to be within the budgetary
stipulations, development and coordination, facilities management, liaison with Govt.
agencies, legal bodies and IOCL, MR, performance review before the Supreme Court
Monitoring Committee and day-to-day administration.
PROBLEMS AND HURDLES / JOB SATISFACTION
To put it in a nutshell, I would like to state that Hospital administration is a complex task and
requires in-depth planning, organization, control and evaluation. It is has a built process of
pulls/pressures and tension, as it is a dynamic process and deals with staff, patients and
some un-reasonable relatives. Untoward situations happen in spite of the best rules.
Problems do not respect rules, regulations, or procedures. Often it happens that insolvable-
looking problems melts away with surprising ease, like the shadow at dawn and problems,
which look small and simple, sometimes snowball into extremely difficult issues. Thus often
having situations of either win-win, win–lose or lose-lose, which are beyond one’s control.
But, failure is a part of human experience and I see this as a challenge. Therefore, I found
that it is actually a step on the road to success and personal growth. Further to put it in a right
perspective and truly in accordance to the views of George Clemencheau, the French
statesman: "to fail is not unworthy, since it implies that one had attempted something”.
In terms of job satisfaction SJSH offers challenging and learning work environment with good
housing facilities and average emoluments. Nevertheless, recreational activities, advance
training hierarchical growth opportunities are some of the areas of concern which needs to be
discussed with MOR. The above activities allow an employee to fulfill some of the basic
human aspirations which results in performing to one’s full potential.
While, there are grounds for self-congratulations, there are also considerable issues that
need further examination and improvement, like:-
EXPANSION OF SERVICES
SJSH should expand its array of service with Obstetrics and gynecology, which is the felt
and real need of the community, as 50% of the population are women and if infants and
children are included, this group becomes the ‘silent majority’. Also expanding services
with Ob. & Gynecology will boost revenue generation, thereby laying the foundation for
LONG TERM ASSOCIATION OF SKILLED PERSONNEL
Attract, retain and nurture specialists with excellence in clinical and para-clinical discipline.
As SJSH gets older, we are seeing a corresponding rise in maintenance cost, both
medical and non-medical. The real challenge will be to keep costs down and have all the
equipment fully functional. Equipment that has served its life and are irreparable must be
discarded and replaced with cost-effective, efficient and reliable equipment, which have
good warranty and after-sales services. Sincere efforts have been made in this regard and
a team of experts from Hospital Service Consultancy Company (HSCC) are expected to
review the entire status of the Hospital.
HMIS (COMPUTERIZATION )
The preliminary assessment of LAN (Local Area Network) has been done and
computers have been installed in few departments. More computers should be installed to
finally link the entire hospital on LAN, thus helping expeditious services and generate
Despite significant increase in the patient load, SJSH has been able to acquit itself well and
continues to strive to provide quality care to all, at very affordable prices. The work ethic has
been well received by the community, and when translated to patient satisfaction, there were
minimal number of complaints received during the year.
In Conclusion I would like to state that SJS Hospital would not have been able to achieve, the
performance noted in this report with out the hard work and committed cooperation of every
member of the staff, IOCL and the community. It is the significant to mention here that this
cooperation and team work and enthusiasm should continue so as to achieve new vistas of
P E R F O R M AN C E D U R I N G F I N AN C I AL Y E AR 2004- 05
Statistical review - At a glance
TABLE – I
Facility Mix Financial Year Average Financial Year Increase / Decrease
2004-2005 2004-2005 2003-2004 From last year
OPD Patients 49870 4156 43703 6167 ↑
IPD Patients 2896 241 2347 549 ↑
Bed Occupancy 73% - 69% 4% ↑
Total no. of X-rays 11138 928 10197 941 ↑
Laboratory no. of 10290 858 7538 2752 ↑
Physiotherapy no. of 5064 422 5624 560 ↓
Total No. of
Ultrasound 664 55 426 238 ↑
FY 2003-04 FY 2004-05
S.No Department Revenue Generated Revenue Generated Increase/
(Rs.) (Rs.) Decrease
1 Registration 200430 244540 22
2 IPD 1288160 1366755 6
3 X-Ray 466660 589370 26
4 Pathology 705215 986965 40
5 Physiotherapy 300485 282745 -6
6 Operations 505395 601325 19
7 USG 115110 155325 35
8 ECG 62730 100170 60
9 Plaster 88650 97805 10
10 Dressing 143380 148945 4
11 Oxygen 117225 106685 -9
12 Others 506899 1853194 266
13 Ambulance 57087 67646 18
14 Income contract 88030 109650 25
Total 4645456 6711120
PERCENTILE INCREASE 144%
TABLE – I I - Specialty wise no. of patients
SWARN JAYANTI SAMUDAIK HOSPITAL
SWARN JAYANTI SAMUDAIK HOSPITAL
SPECIALITYWISE NO. OF OUT-DOOR PTIENTS[2004-
SPECIALITYWISE NO. OF INDOOR PATIENTS[2004-
T A B L E – III Mortality rate
SWARN JAYANTI SAMUDAIK
PERIOD APRIL 2004 – MARCH
Medicine Pediatrics Gn. Surgery Ortho. Surgery
No. of patients =987 No. of patients =327 No. of patients =811 No. of patients =771
No. of Deaths = 58 No. of Deaths = 3 No. of Deaths = 42 No. of Deaths = 13
Mortality rate =5.87% Mortality rate = 0.92% Mortality rate = Mortality rate =1.68%
3.1 Medical Superintendent’s Report - Dr.Alok V. Mathur
i. Liasoning between the administration and medical professionals to ensure that the
objectives of the hospitals are met with and the professionals also remain satisfied, thereby
improving the efficiency of the system.
ii. Recruitment of junior doctors and staff nurses as and when required.
iii. Application of infection control procedures to ensure that state guidelines are complied with
and hospital infection rates are maintained at lowest levels
iv. Organization of CME activities for doctors and nurses to improve the professional skills of
v. Organization of educative and therapeutic camps (for asthma and respiratory diseases,
cleft lip and palate, family planning services) for the community, by liasoning with the state
machinery and pharmaceutical industry at times.
vi. Solve day-to-day problems related to manpower, availability of equipment, bed availability
and medicines in the case of destitute patients.
vii. Attend meetings of the Internal and external monitoring committees, at six monthly intervals.
The presence of a medical person is beneficial at such events as it provides the
distinguished gathering another perspective of the problems faced, and the possible
Overall it may be correct to say that the Medical superintendent attempts to always maintain a
strong route of communication between the employees and the administration, and he provides
the administration with advice on problems on day to day basis, concerning medical issues of his
medical knowledge and wisdom.
Details of activities:
High turnover has been noticed world wide in the dep’t of nursing. This is reflected at SJSH also,
and frequent interviews for nurses are common. By becoming more flexible in interviews (at
times a nurse lands at sjsh looking for a job, and an interview is organized in a couple of hours
and if the candidate is found suitable he or she is immediately recruited, bypassing some
administrative norms, which are later fulfilled), and by regular advertisements we have been able
to match demand and supply.
Most medical professionals, though not all, are today satisfied with the relationship they share
with the administration. Leave has been a common problem in the past and since there is no
back up staff at consultant level there have been problems. Addition of a fifth junior doctor had
reduced the burden at the level of junior doctors and we have almost had no manpower crises at
Infection control is a challenge, considering the rural background in which we work. However
things have changed, and once an infection control nurse is appointed, I should have one more
person to assist me in this field. We have organized two staff training programmes in this field.
CME activities: Three times a CME programme for doctors was started, and I gave the first
Presentation in each series. However since all doctors are from different specialties and due to
the enormous burden of clinical work, often the programs have lost steam mid way through the
We have organized camps for respiratory disorders and training programs for rational antibiotic
choices in tandem with the pharmaceutical industry.
Most staff members have been extremely supportive thereby assisting me in the discharge of my
I have never liked administrative work since it is very difficult to satisfy everybody. However my
clinical work keeps me satisfied.
Contribution to the organization:
i. Better liaison is achieved between the employees and the administration.
ii. Interests of the employees are represented not just before the administrations but also at
Internal and external monitoring committee meets.
iii. Goondaism which was rampant in the emergency has been reduced by a policy of
responding to each act of misbehavior with hospital staff
3.2 Coordinator’s Report - M.D. Agrawal, Coordinator, NIRPHAD
Naujhil Integrated Rural Project for Health and Development (NIRPHAD) is a registered
charitable organization started in September, 1977 for the development of Naujhil block of
District Mathura. For starting the programme, NIRPHAD received Rs. 82,000.00 from the Bread
for World as start-up-grant. Survey of District Mathura was completed by AVARD found that
Naujhil block was most backward block of District Mathura. After the survey of AVARD a micro-
plan was made for the development of the whole block through Agriculture, Animal Husbandry,
Social activities and Health. In 1979 NIRPHAD Society was registered under the Society Act
1860. The activities were initiated at Bajna Centre of Naujhil block. The priorities were Agriculture
and Animal Husbandry because livelihood depended mainly on agriculture. Certified seeds were
not available. The farmers had to use old traditional seeds, which was the main cause of poor
High Yield Variety seeds were introduced as also insecticides, pesticide and compost techniques
(recently “vermi-culture”). In Animal Husbandry training was provided for the use of frozen semen
for increasing milk yield and income.
NIRPHAD tried to create awareness among the target group regarding their health and
NIRPHAD started immunization programmes for children, ante-Natal check up for pregnant
mothers and curative services for the area, as the Govt. programme was inadequate. To
overcome malnutrition a feeding programme was implemented in the first few years and later
was replaced by nutrition education and kitchen garden programs.
Sanitation, drainage and cleanness were very important for a healthy environment so the
emphasis was on drainage, protected water supply and better roads for easy transportation.
EZE Grants were used for better agricultural practices.
In 1980 NIRPHAD started a Eye hospital in Vrindaban, with the help of CBM. Remote areas were
covered through Mobile units. In 1985 the rural development programme was started in
Chhatikara in Mathura block. A grant was received from SIDA. Even though we had other donor
agencies like CIDA, Christian Aid, SAP, PADI, CAPART and SIMAVI efforts were made to
sustain NIRPHAD activities as well as NIRPHAD core staff through community contributions
for establishing a revolving fund, for graded self reliance.
In 1992, a grant was received from USAID (total budget for three years was Rs. 85 lakhs) for
providing primary health services in Mathura block of Mathura District. External funding for the
Bajna Growth centre ceased many years ago. Through the eye programme and the extension to
Aligarh District of the SIFPSA programme by the Bajna Growth Centre which is providing health
& family welfare services to two blocks of Tappal and Khair. To sustain the programmes there is
a need to reduce the recurring fixed expenses by paying minimum salaries to the Doctors, but
with an incentive of payment based on performance. As work load is less in summers and more
Due to scarcity of monsoon there was a great need for a water harvesting programme. A survey
through AFPRO showed that the farmer was using brackish water for agriculture, as sweet water
was not available. Due to scare storage facilities in the short monsoon period the excess water
rushed at great speed and drained into the sea. The aquifers were not recharged. Due to this
phenomenon the depth of under ground water receded. The rain water gushed though at great
speed and crevices (big gorges) were formed by land erosion and the land became uneven.
Farmers were not able to sow good crops on this type of land. Greater dependency was on rain
water. If there was a season of good rains, the harvest was 4-5 mound per bighas (1 mound = 40
kg in a bigha). But if the rains failed the harvest was very poor. So the need for sweet water and
a tube well was installed where sweet water was available and through irrigation channels and
plastic pipes sweet water was brought to brackish water zone.
An exposure visit was arranged to Banaras, Kanpur Agriculture University, Pant Nagar and
Raya to demonstrate better agricultural practices.
Renovation of ponds and tanks for storing the water, leveling of the land were other
demonstrations. These improved agriculture practices increased the crops from one to 3 crops in
a year, with increased output of 25-30 mounds per bighas (1 bigha = 1.2 ha). Nagala Sakaraya is
a good example of transformation of a village through development. In this village before the
programme the families lived in kaccha houses and after the programme started the houses
were converted to pucca houses. There were no small scale industries, but now saw mills and
weekly markets have sprung up. It seems purchasing power has increased. This was the direct
benefit to the community. In the village there was no electricity, as soon as NIRPHAD installed
a tube well and drinking water tanks; electric lines came to the whole village after the installation
of the tube well.
NIRPHAD made a check dam for storing water as well as for the water table to rise. In the
summer season the farmer can use the stored water for agriculture purposes and automatically
water table is recharged. Conservation of rain water and proper use helped in re-charging the
NIRPHAD was chosen as Mother NGO by SCOVA (MHFP- GOI) to develop RCH programmes
in seven Districts. 20% as administrative charges was permitted from the total budget. This
programme continued up to 2003 (three years). From 2004 this scheme was diverted to State
Government family welfare Department Govt. of U.P. Again NIRPHAD was chosen for U.P. for
two districts-Mathura and Agra. Eight FNGOs have been selected for both Districts, and survey
is in process.
After successful completion of a two year project at District Aligarh and 2 year’s project at
Bichpuri, Agra, NIRPHAD was chosen for SIFPSA project in Mathura block of Mathura District.
This project was sanctioned for two years i.e. March, 2004 to February, 2006. The cost of the
project is Rs. 56, 49,875.00. One year has elapsed and NIRPHAD has achieved almost double
of the required targets.
Rural Eye Hospital, Chattikara:
In this fiscal year (2004-2005) 1394 operations were performed at Chattikara Eye Hospital. This
Hospital recovered Rs. 13, 72,410.00 as recovery from the eye surgery and other eye activities,
showing an increase of 3.5% from the previous year.
Present status: Dr. (Mrs.) Shanti Pandey rejoined on 1st September, 2004. Dr. Suvrat Arora had
resigned from NIRPHAD Eye Hospital because he lost interest in the Bajna Centre. With the new
appointment of Dr. Dhiraj Chhaparia, (MS.,) who is visiting Bajna Centre thrice a week, a
semblance of stability at the Centrre was noted.
For the year 2004-2005 CBM grant was Rs. 8, 56,250.00. This year, 2005, CBM stopped the
recurring grant for NIRPHAD Eye Hospital Chhatikara, but will provide a capital grant of Rs. 3,
74,935.00. This is the challenge for the Eye Hospital to raise income that would meet its regular
expenses sans a recurring grant from CBM. This challenge can be met, because at this time
NIRPHAD Eye Hospital is 75% self reliant and has to raise only 25% more. In this year
NIRPHAD received from CMO’s office, Mathura Rs. 1, 83,400.00 against cataract surgery
performed in the rural eye camps.
NIRPHAD expresses its gratitude to the local community for their valuable help in organizing
rural eye camps.
At Bajna Centre total recoveries were Rs.4,08,882.00. Out of this Rs.1,07,69 was received from
District Blind Control Committee (Aligarh). Total eye operations for camp and base was 583, this
recoveries and number of operations are less than the previous year, because for long periods a
surgeon was not available at Bajna and Dr. Dhiraj Chhaparia was too new and was visiting
Bajna Eye centre for only 3 days in a week. Dr. Dhiraj Chhaparia was trained for IOL surgery by
CBM this year at Venu Eye hospital and for small incision training cataract surgery, he will be
sent to Tirucharapalli. After training he will able to provide better eye services and thereby
increase the income.
After completion of SIFPSA project at Bichpuri Agra on 12th December, 2004 a final evaluation
was done by an independent organization appointed by SIFPSA Lucknow, and the received.
Final settlement of the accounts by SIFPSA Lucknow is pending.
NIRPHAD was chosen to implement the Agra Urban Health programme by EHP (Environmental
Health Project) for 12 clusters in Azampada ward of Agra District. In first phase EHP target was a
population of 32,000 and the budget for 4 months was Rs. 4, 26,910.00. The project was
envisaged for five years, but initially EHP released a budget for 4 months, up to August, 2005
and after reviewing to find out if the performance was satisfactory, the project can be extended to
five years. NIRPHAD has made it very clear that if the State Health and FP Dept. cannot ensure
free flow of funds and all transactions are above board, it will not be possible for NIRPHAD to
continue the project. The Agra Office of EPH has assured that it fully understands the concerns
of NIRPHAD, and will ensure that NIRPHAD has nothing to worry about these maters. Of course
NIRPHAD has a mandate to complement and supplement the functions of the Government and if
this experiment is a success it will be a feather in NIRPHAD’s cap.
Chhatikara MCH Centre:
The total income was Rs. 2, 95,117.00, with a decrease of 8%. The reason for this decrease is
due to lack of a full time resident doctor. Only thrice a week Dr. Shakuntala Srivastav is visiting
for 5-6 hours. In SIFPSA Mathura project there is a provision for a full time Lady Doctor.
NIRPHAD appointed lady doctor (Dr.) Shikha Gupta MBBS., DGO, under the SIFPSA Project
and it is hoped if she will give some time at the MCH centre besides the SIFPSA duties, the MCH
coverage and services will improve and subsequently increase the MCH income.
The contract for two mobile van clinics from Refinery will be culminate on 30th April, 2005. This
contract was for one year with a budget of Rs. 12, 60,000.00. For the year 2005-2006 NIRPHAD
signed a contract for one year amounting to Rs. 13, 80,000.00.
Under this head HCDI sanctioned a grant of Rs.15,86,000.00 for the 9 villages of Mathura block,
namely Nagla Sakaraya, Babugarh, Hanumangarhi, Nagla Surir, Gonda Atas, Jonai, Bhartiya,
Nagla Moji and Nagla Sumera. Under this head for the development of the area NIRPHAD
provided the following services: irrigation facilities, land leveling, check dams and pond
renovation for water harvesting also, arranged Kisan Melas for upgrading farmer’s knowledge.
The other activities were exposure visits to Kanpur, Raya and Pant Nagar University, whose
scientists provided latest techniques, by way of demonstration of improved agriculture
implements and high yield variety of seeds (foundation seed).
Two Apiary units was started in village Babugarh and Nagla Sakaraya with an outlay of Rs. 1,
00,000.00 and the third apiary unit was started in 2003-2004, so the total apiary units was three.
Outcome of this scheme had many new outputs: as the farmer’s the crop yield had increased by
25-50%, besides the sale of honey, which had a big margin of direct profit (at the time of writing a
tie up with Health Foods, Delhi, was signed). For supporting the Apiary project NIRPHAD
encouraged farmers in floriculture, so this was additional entrepreneurship, as the farmers had
no conception of floriculture and its advantages.
Under this scheme there is no budget to run the animal husbandry programme, but due to minor
support from the Government and some support from HCDI and NIRPHAD’s ‘own means’ a
animal clinic at Chhatikara was organized. The services provided are curative and preventive.
Due to shortage of funds we were not providing field services in the adopted area. Dr. Basant
Singh was appointed as a Veterinary Doctor (detailed report of this department is included
elsewhere by Dr. Singh and Girish).
NIRPHAD expresses its gratitude to the Veterinary University and KVK Mathura who provided
regular help for organizing various community programmes.
In this programme under HCDI NIRPHAD is running 9 ECCEC Centers (CRECHE) having 475
children, in the age group of 3-5 years. NIRPHAD is providing food, pre- school education,
clothes etc. for them. NIRPHAD also has a programme to support the families of the ECCEC
Children through various activities. We are supporting 300 children (age 6-11) years old in he
Government primary schools. For drinking water a new hand pump was installed, wells
renovated and low cost latrines constructed. NIRPHAD provided 15 Units of she goats (each unit
has 2 she- goats) under ‘Pass on the gift’ scheme.
Training was provided to 7 boys in tractor, scooter, electronics, TV Repairs and motor binding.
NIRPHAD formed 140 SHGs and opened their bank accounts and trying to link for receiving
loans for micro enterprises. In this regard banks are supporting to NIRPHAD to provide the loan
to the SHGs, only SBI Vrindaban is not cooperating with NIRPHAD due to non-cooperation of the
bank managers, who do not have an iota of social responsibility (to put it mildly). NABARD is
providing funds to strengthen the micro credit programme. In this year 2005-2006 NABARD
sanctioned a project for the formation of 50 SHGs in 29 villages of Naujhil block of District
Mathura, which are adopted by Syndicate Bank Bajna. Total cost of the project is Rs. 90,000.00
for 3 years.
Coordinator of NIRPHAD coordinates all programmes including SJSH, for the last 6 years. Main
i. Responsible for all financial transactions including completion of audit and act as second
ii. Attend annual external and internal monitoring committee meetings. Review performance of
SJSH and NIRPHAD.
iii. Interface with Government departments & NGO’s.
iv. Arrange visits for the visitors.
v. Keep Director informed of daily important matters.
vi. Coordinate with the IOCL officers for smooth running of SJSH.
vii. Member of purchase committee
viii. Involved in problem-solving and decision making process.
NIRPHAD has completed 6 years in managing SJSH and the contract ends in 2007-2008. Bed
occupancy is more than 80-90%, as well as OPD load has increased proportionately. In
sanctioning the budget (the budget is fixed and not flexible for 2007-2008), there is no provision
for a proportionate increase in the budget or the rise of the price index has been taken in to
consideration. The recoveries from SJSH, is deposited in the revolving fund account, which is
under the management of IOCL. As the patient load increased, with the rising expenses, was
posing problems for the Management. It was difficult to balance the budget especially for
supplies, equipment and daily maintenance. IOCL/MOR has contacted HSCC for reviewing the
status of building maintenance and medical equipment and instruments.
Grant/ Donation/ Recovery
1st April, 2004 to 31st March, 2005 (Un-audited )
SIFPSA Mathura 17,35,000.00
SIFPSA Agra 5,90,000.00
HCDI I and II 34,48,657.00
CBM Recurring and Non Recurring 3,23,407.80
Mobile clinic (MOR) 13,17,500.00
CMO Aligarh (DBC) 1,07,669.00
Recovery from Bajna 3,02,213.00
Recovery from Chhatikara 3,27,346.00
Recovery from Eye Hospital 13,72,410.00
CMO Mathura (D.B.C.) 1,83,400.00
Foreign Donation 1,99,495.00
Problem Solving and Trouble Shooting:
Is one of the important and a difficult chore. As a Coordinator I am responsible to solve the
problems of the staff to ensure smooth running of the different programmes.
Problems are classified as programme related problems, staff problems, administrative /
management level problems and financial problems.
i. NIRPHAD is managing different programme in health, agriculture, animal husbandry, social
development etc. Each programme is supervised by a senior official and while implementing
programme sometimes many problems occur at initial stage and with the help of senior and
field level staff, by a method of discussion and consensus, solve the problems by conducting
meetings with staff and community leaders.
ii. Sometimes the staff have their own problems related to work, interpersonal relation ship,
personal problems etc. and it is the Coordinators duty to help them to solve the problems by
conducting individual meetings or by counseling.
iii. Administrative and management level problems are solved in the weekly meetings with
Director NIRPHAD and senior staff. Weekly, fortnightly and monthly meetings are also
conducted for problem solving. Group discussion methodology is used for problem solving,
sometimes if needed brain storming sessions are conducted. Every effort is made for
collective problem solving.
iv. Strategies have evolved in dealing with the demands of the community, as sometimes the
anti-opinion leaders are unreasonable and even violent. Group action of the staff and even
police help is sought, so that law and order is maintained.
Being a Coordinator for the programmes under different heads viz RCH, Health, Social
development etc. I am supposed to make decisions with the Director for final approval. I am also
responsible to make decisions in day to day working of NIRPHAD Chhatikara and rural eye
programmes Chhatikara, jointly with the section heads.
At SJSH I conduct meetings with the Administrator and senior officers, so that all decisions are
within the MoU of SJSH and the Standing Orders. The Coordinator’s inputs in taking decisions,
for staff recruiting, finalizing project proposals and also at meetings/ workshops with donor
agencies, as representative of NIRPHAD is vital.
Distribution of Blankets (Quilts):
NIRPHAD receives blankets from CASA for the last five years. This year 200 blankets from CASA
were received to be distributed amongst poor. The blankets were distributed to the 200 poor
people from 10 villages on 28th December, 2004 at NIRPHAD Growth Centre Chhatikara. The
beneficiaries were selected jointly by the Gram Pradhan and NIRPHAD field level staff. The
village Pradhan and NIPHAD staff finalized the list of 30. SDM Mathura was invited as a Chief
Guest for quilt distribution at a small function. Dr. E.B.Sundaram, Director NIRPHAD and Madam
Sundaram were present at the function. SDM Mathura appreciated NIRPHAD’s efforts to
distribute blankets at the peak freezing weather of winter season. He also praised the selection of
beneficiaries and said that the blankets were distributed to the needy, poor people. He also said
that helping poor people is worth appreciation. He also promised on this auspicious occasion that
in future he will help NIRPHAD and villagers. He mentioned that NIRPHAD is always helping poor
e through its different welfare schemes is a creditable activity, which must be emulated by all who
believe in altruism.
NIRPHAD gives more emphasis on collecting local donations to sustain all the programmes. This
is an important ingredient of local participation in the programme. NIRPHAD rural eye programme
received donations in cash and kind in terms of cash, food grains, medicines etc. Wealthy
citizens sponsor eye camps in which free spectacles, medicines & food is supplied to the
patients. In child focused community development programmes villagers contribute milk,
vegetables, wheat, other grains and honey etc. It helps to give nutritious diet to the poor children.
In awareness camps accommodation is provided by the villagers. Even when health clinics are
conducted at village level villagers provide space for conducting clinics and make necessary
arrangements for patients. Rotary and Lions Club provides medical care to the children and
distribute medicines free of cost to the patients.
NIRPHAD’s different programmes have definite local impact. NIRPHAD Rural Eye Programme is
one of the best examples of not only of meeting a real and felt need but also of local participation
in fully supporting the programme. From the year 2005 i.e. current year CBM donation for Eye
programme has been severely curtailed, but NIRPHAD is able to support the staff and continue
the services to the community, from the recoveries (fee for services rendered). NIRPHAD doctors
received training from CBM and this helped to update the skill of the doctor and the quality of
services to the patients has markedly improved. As the effective medical services were provided
there was increase in number of patients and the results were satisfactory. As effective medical
services were provided there was increase in number of patients. This year the number of paying
patients increased. The Eye Hospital is receiving more patients from adjacent, distant cities like
Bharatpur and Aligarh. The field programmes has very good impact and the community and
business people are supporting and sponsoring the eye camps. School eye programmes helped
to prevent eye defects, diseases and referral for prompt treatment to the school children, thereby
providing quality service at the door step. This programme was accepted by the community and
they were fully satisfied. School teachers are cooperating in this programme and make it
sustainable by implementing strategies such as reducing field visits to minimize travel expenses,
training medical and para medical staff and increasing service charges.
A. Child focused Community Development Programme has a very good local impact. This
programme has helped to realize the importance of Early Child hood Education to the parents
and to inculcate healthy habits, balanced nutrition, moral education for the children between
the age group of 3-5 years. Through this programme the ‘girl child’ received preference for
education. Exposure visits has helped to expand the horizons of their knowledge with the
surrounding of World.
B. Socio-economic programmes. The CFCDP has helped to raise the economic standards of
the community. NIRPHAD is in a position of handover this programme to the community for
continuing the programme, after NIRPHAD and funding agencies withdrawal. The community
based organizations (CBOs) such as VSHGs and VLCs were formed for sustainability.
Intense, continuous training is provided to these committees and the response seems
satisfactory. After 2006 the funds for CFCDP, Unit I, from HCDI (KNH) will dry up, but
NIRPHAD will be in a position to continue the programme even after HCDI stops funding.
NIRPHAD has developed a revolving fund of Rs. 4, 00,000 through different IGPs under
CFCDP for sustainability of the programme.
C. SIFPSA programme has a very good impact on the community. The Project has completed
two year’s target in one year. Non-Scalpel Vasectomy (NSV), a new concept was introduced
in the community and initial response to NSV is heartening. The field staff has succeeded to
motivate men to come forward and accept NSV and participate equally with women in the
family planning programme. 30% of NSV patients in District were motivated by NIRPHAD.
D. There was an increase in the formation of Self Help Groups. At present 130 SHGS are
functioning in 33 villages. The formation and acceptance of this programme has resulted in
Federation, where rural women will be trained to organize into an independent organization.
This programme has helped to stop exploitation of rural poor by money lenders and it has
provided a common platform for women to discuss their ideas, thoughts and social issues for
eradication of social evils. Women were able to implement IGP for economic uplifting and
gain absolute control of their domestic economy.
E. Mobile clinic programme is an extra boon to the community. This year NIRPHAD received
more funds for this activity based on performance as compared to last year. This programme
can be self sufficient programme as long as IOCL/MOR supports it. This programme has
created limited mass health awareness in the community, but needs more intense application
of the present programmes after evaluation.
F. In MCH programme the results are improving, but can make a better impact if adequate staff
is employed. At present the part time lady doctor is insufficient. The SIFPSA Lady Doctor also
conducted OPD for 3 days in a week. But she has to leave the OPD when she is on call for
SIFPSA duties, so there is no regularity in clinic services. The expenses are more than
income. There is a need for additional financial support to update medical services.
NIRPHAD is providing two mobile dispensaries for Community Health programme sponsored by
Two medical teams will visit each villages once a week for providing medical assistance i.e.
medical check up, diagnosis, prescribing medicines, tests and distribution of emergency
medicines to the villagers.
This programme is especially for the surrounding villages of Mathura Refinery. The medical
teams consist of one doctor, one nurse, and one helper/ Dai and one Health Educator visits the
The visiting schedules of the medical teams are as follows:
Team I Villages to be covered
Tuesday Baad & Dhana Samadabad
Wednesday Raunchi Bangar & Azampur
Thursday Mohanpur, Aduki & Koyala Alipur
Friday Dhana Teja and Aganpura
Saturday Chhadgoan and Bhainsa
Tuesday Dhana Teja and Aganpura
Wednesday Chhadgoan and Bhainsa
Thursday Baad and Dhana Shamsabad
Friday Raunchi Bangar & Azampur
Saturday Mohanpur Aduki and Koyala Alipur
At least 4-5 hours each team in spending at each village during every visit, no patient is left out
Doctors are instructed to complete patient curative care, if there is spare time the health educator
is providing health education and home visits.
A notable disease chart is provided to the team to record the patients and disease for the month,
which NIRPHAD used to submit every month to the CMO Mathura Refinery.
Surprise visits by officials from Mathura Refinery / NIRPHAD took place to see the performance
of the teams. Mr. Ramesh Saraswat is monitoring the timings and works of the and the report are
submitted to the Director.
Proper arrangements of medicines should be made
Arrangement of diesel in the evening so that vehicle will not be delayed
Patients seen during the year April 2004 to March 2005
Month Team A Team B
April,04 1205 1195
May,04 1302 1701
June,04 1815 1124
July,04 1118 1549
August,04 1389 1375
September,04 1920 1767
October,04 1287 1514
November,04 1678 1552
December,04 1630 1656
January,05 2057 1729
February,05 1155 1607
March,05 1190 1269
TOTAL 17746 18038
Mr. M.D. Agrawal
NIRPHAD & SJSH
3.3 Nursing Superintendent - Ms.Vidya MacCune
“YOU CAN GO A LONG WAY WITH A SMILE, YOU CAN GO A LOT FURTHER WITH A
SMILE AND HARD WORK”
- AL CAPONE
STATISTICAL PERFORMANCE OF DEPARTMENT
Capable, sufficient working staff & well planned assignment are essential to good ward
• Total 34 Nurses, out of which 26 are Females and male Nurses, are selected after
assessing at interviews conducted jointly by Medical Superintendent and Nursing
• After orientation exposure, the staff are given independent nursing care opportunities
• To perform better activities in the ward and smooth running of the nursing section.
Assigning of duties made along with specific delegation of all activities which contribute
to patient care. Assignments are closely related to specific duty hours of the nurses.
Categories of staff under the supervision of the nursing department, who directly or indirectly
contribute to the patient care, are 22 ward aides. They are assigned to different parts of the
hospital e.g. emergency section, Wards, OPDs, laboratory, medical record, stores, operation
theatre, electrical Dept., maintenance and administration.
Nursing department has established functional relationship with other departments. Nursing
Department has good co-operation with CO-WORKERS to whom they assign
responsibilities: with doctors in carrying out treatment orders so that the patient can receive
greatest possible benefit.
To maintain smooth running of Nursing department, co-operation and good relationship is
maintained with other departments. Line of authority/proper channels which up dates
supplies, materials and functioning equipment should be readily available for patient care.
These departments are:
• Admission and discharge dept.
Day after day and year after year community around the Hospital are getting more aware of
emerging treatment-burns care, Family Planning activities, better Inpatient care,
Immunization schedule and recently started DOTS programme facility to get concession for
poor in the MOR adopted ten villages. Health needs/issues in the community and the
Nursing Dept., peruses the co-operation of the target group in finding relevant solutions.
Over view role of the department is: being a frontline of the hospital tries to improve and
influence the patient care to improve social health standards in the community.
Material & Methods:
Presently available 54 general and 31 special beds, which is the strength. For patient’s care
sufficient linen, mattresses, blankets, bed side lockers, cardiac monitors(4)pulse
oximeters,O2 concentrators, defibrillator-(1), Ventilators(2), suction machines, glucometers,
distilled water machine, provision of cupboards to store linen and supplies from pharmacy
dept. for use in the care of staff and for poor & needy patients. Many other types of
equipment are provided to implement sufficient care to the patients.
Even though there is an increase of the in and out patients load the management was able
to cope with sufficient supplies.
Compared with the regional institutions, presently Swarn Jayanti Samudaik Hospital is the
outstanding in Mathura city.
Processes Involved in Performance:
Sanctioned number of staff is recruited after proper interviews.
Sufficient time was given for physical & patient orientation.
Nurses are rotated to various wards and departments for varied experience.
Nurses are provided with good semi-furnished twin sharing rooms in the hostel with free
water and electricity. Cooked food supplied through the mess contractor.
Disciplinary action against those who neglect to observe the rules and regulations and
professional standards of behaviour.
Nurses are supervised for their performance.
Service records were maintained, which included nurse’s education, professional and leave
Attitudes of Nurses and ward aid with patients & their relatives and other professionals are
evaluated & informed to the administration.
Professional and family co-ordination is made from time to time.
Probation for 3-6 months is mandatory in the contract of all staff and are evaluated
periodically. Administrator and the medical superintendent are made aware from time to
Verbal and written warning, punishment according to severity of the shortcoming is enforced
after giving the staff an opportunity to improve. Counseling is also done.
Problems / Hurdles:
“Swarn Jayanti Samudaik Hospital” being an average hospital away from the main city, is
unable to retain nursing staff for a long tenure. After receiving some experience the nurses
resign and seek employment in other hospitals. This frequent turn over breaks the continuity
work schedule and the new recruited nurses take time to settle down.
Due to increased clinical activities and attending to a large number of telephone calls, both
inter-departmental and from the patients’ home, precious time of the nurses are
unnecessarily wasted and interferes and compromises patient care.
Delays in making decisions for equipment repairs and supplies.
Non-availability of the fixed number of beds as per capacity which wastes manpower and
Non-availability of fixed number of life saving equipment like cardiac monitors, suction
apparatus etc. and moving them from other departments wastes time, man power and
damages the function of delicate equipment while transporting. The above short comings
compromises patient care, creates frustration among the professionals and relatives and
damages the image of the hospital.
Improper control of visitors, creates a crowd in the wards, interferes with nursing functions,
frequently ending with arguments threats, demands and fights and these unsavory items are
sensationalized in the news papers (yellow journalism) and T.V. Channel.
Insecurity of the female nurses especially from demanding patients/relatives who think that
they should get preference over other patients who may be critically ill.
Good inter personal relationship with patients, attendants and co-workers was found to
Provision by Administration of more junior doctors to attend to the patients in as short a time
To have more life saving equipments.
Provision of a clerk in each ward to handle all telephone calls, to handle
admissions/discharges and other paper work, thereby relieving (giving more time) the nurses
to do more important patient care.
Provision of a ramp which is necessary when elevators are not functioning.
Funds for developing professional activities.
More discipline and control of staff as 90% of the nursing staff are local and they go home
frequently for small reasons and do not return on time, which affects proper coverage.
A sister-tutor for full time teaching and supervision is required, as many of the nurses are
trained from local institutions which do not follow a standardized syllabus and practical
Needs Nursing Supervision/ Assistant nursing Superintendent to cover in the absence of the
N.S and to participate in parallel supervision & teaching of nursing staff.
Performance bonus as an incentive to nurses so that they are better motivated to work with
Provision of having fixed number of beds in the wards as per its capacity to avoid moving
beds from place to place which wastes man power, time and delays patient’s treatment- a
major cause for frustration.
Urgent need for a “Dharamshala” to enable crowd control. Wards will be cleaner and this is
necessary for patients coming from far off distances.
Emoluments-Since the work load has increased and there is no parallel helping hand, the
salary should be competitive with the market, so that staff will continue to make a career in
Quite satisfied from housing part as it provides full security and furniture provided is
Working environment is good and having good co-operation from peers and superiors which
supports all administrative decisions.
Emotional stability is fluctuates especially when the work load is too much, Nursing staff co-
operates when full support is given by Medical Superintendent & Administrator.
Relationship with seniors is very good, healthy and the milieu helps juniors having friendly
relationship. Status at all levels is essential so that the staff do not take undue advantage of
being too close to the Administration.
Professional growth is encouraged by the Institution with the provision of a good stock of books,
cassettes, overhead/multiplex projectors and T.V&VCR. These tools, hones skills and nursing
education. Special sessions are organized from time to time on personal growth, infection
control, proper disposal of biomedical waste and documentation). Newspapers updates as to
what is happening at the National and International level.
4. Clinical Sections of SJSH
4.1 Medical Department
4.1.1 Dr.V.Satyawali - Physician
OBJECTIVE OF REPORT
• Qualitative and quantitative annual assessment of performance.
• Finding ways to improve performance (recognizing problems and hurdles, and
suggestions to tackle same)
• Medicine department acts as a feeder by referrals for many other departments e.g. x-ray,
pathology, USG, surgery etc so the assessment of inter-department activities is also an
objective of this report.
• Assessment of different community awareness campaigns (Respiratory camps and HIV
PROCESS INVOLVED IN PERFORMANCE
Planning the activities, coordinating with different departments and effectively implementing
the activity is an essential part of managing daily routine schedules but also epidemics,
mass disasters and casualties.
In case of mass disasters, accidents and epidemics I worked as a member/leader of triage
MANPOWER AND TOOLS
Staffing pattern – no well defined staffing pattern, I utilize the available staff of different
departments to carry out daily activities.
Equipment used – ultrasound machine, upper GI endoscope, TMT, ABG analyzer,
Inadequate staff in OPD (only one ward boy for busy OPD of around 150 patients daily,
(which has seasonal variations) )
No separate staff for ultrasound
TMT- old model and cannot get suitable programmer, spirometry ABG out of order
DETAIL OF ACTIVITIES
• In OPD all types of medical, skin, psychiatry, and ENT patients are seeking help,
• Respiratory patients form the majority (e.g. COPD, Asthma, tuberculosis, bronchiectasis,
pneumothorax, hydrothorax, pneumonia and lung abscess etc.,)
• Beside these patients with coronary heart disease, HTN, diabetes, infectious diseases,
cirrnhosis, epiplexy, migraine, and psychiatric patients also attend the medical OPD.
• As a policy no medical patient is refused treatment, unless the condition requires
specialized treatment which is not available in SJSH. Often neglected medical patients in
poor general condition are referred, (which includes –MI, Angina, CVA, COPD,
pneumonia, CHF, CRF, Meningitis, GI bleeds, Pancreatitis, Diabetese complications,
Malaria, Hepatitis and its complications).
• Probably the busiest area of the Hospital- because of a heavy patient load.
• Statistics can be improved with better manpower utilization, segregation of old and new
cases, minor and severe cases and introducing private clinics, in the evenings.
• Total number of OPD patients in medicine has increased
• Hours are limited – number is increasing rapidly- what is the solution?
NO. OF OPD P ATIENT S
2002-2003 2003-2004 2004-2005
OPD statistics (2002- 2003 and 2004)
• The Medical OPD received 1998 patients in a month in May 2004, and it is the highest
number of patients seen in any single OPD department in the hospital history in a month.
• Dr. Verma, CMD medicine joined as second Physician on July 2004, and he is of great
• 672 patients were admitted in the indoor department which is higher than the previous
• Many time the bed occupancy was touching 100% forcing referrals to other hospitals
(but try to accommodate very sick patients)
• Indoor occupancy can be more efficient by speedy and planned turn over of patients.
NO OF IPD PATIENTS
2002-2003 2003-2004 2004-2005
Bar diagram of IPD statistics
Total numbers of deaths in year 2004-2005 were 40 patients (approximately 6%)
Comparative study of patient load (OPD + IPD) in medicine department in comparison to other
departments in year 2004-2005
Statistics of ultrasound performed shown in bar diagram
NO. OF ULTRASOUND
2002-2003 2003-2004 2004-2005
No separate record is available for assessment of income / expenditure in medical
Income generated by ultrasound
Cash recovery from USG 140000
I thrive hard to achieve new peak in all my activities, for several activities my approach is
altruistic and the monetary reward.
PROBLEMS / HURDLES
Insufficient time to think, interact and plan various aspects of departments.
Leaves are less, breaks are essential in a monotonous schedule
• Rapidly changing staff (nurses, paramedical and junior doctors)
• Availability of junior doctor is erratic
• Inadequate supplies/repair of machines e.g. ECG, TMT, Spirometry
• Community support is not good; frequently we encounter manhandling, abuse hurled at
staff members by community members. We try our best to deliver – where is the
• Inadequate, lethargic, unplanned disposal of indoor patient at the time of discharge, at
various levels (one discharge take around 4-5 hours)
• needs to be linked with revision of salaries in other areas (e.g Government / semi-
• Post P.G exposure and experience not given any importance.
• Needs over hauling, whitewash, maintenance of furniture and beds
• Adequate space for small / bachelors, but inadequate for large families (4-5 members)
Working environment is good and given full freedom to accomplish the task, without
I work in a good working atmosphere, I am emotionally stable, and satisfied with the quality of
work I am doing. The credit for all these things goes to the administration. “We always stand on
the shoulder of tall men” – EINSTEIN
It is the able guidance, accommodative nature and listening attitude, gives us stimulus to make
NIRPHAD, the best Hospital in this region.
CONTRIBUTION TO THE COMMUNITY
RESPIRATORY CAMP: Besides providing health education at every point in the management
programme, three respiratory camps were organized to give education to respiratory
patients. Respiratory camps in collaboration with pharmaceutical company were organized,
where audio-visual education, film shows, spirometry tests and demonstration of different
AIDS AWARENESS PROGRAMME: I was the part of AIDS awareness programme done in
collaboration with Dr.Suneel Kamara of JALMA Institute of Leprosy, Sahganj, Agra. The
education and awareness programme was directed for medical / paramedical / and general
Rare case of Dermatomyositis – Middle aged lady complained of pain in both thighs and
gluteal muscles, Inability to stand from sitting posture. The patient was having purplish red
rash over the face and proximal muscle weakness, EMG pointed toward myositis, CPR was
high and muscle biopsy was inconclusive. Patient was put on high dose of steroids to which
now she is responding.
Other interesting cases, Eosinophilic pneumonia, horse-shoe kidney and ureterocele
diagnosed by ultrasound.
4.1.2 Dr.Surendra Verma - Physician
The main objective of the report is to look at the performance of SJSH and
department of medicine. This Dept. provides medical services to a very large
segment of the population. The OPD and Indoor patients aggregate 45% of all the
patients who sought medical care.
If previous records are perused years, it will be found that the statistics of patients in
medicine department have markedly increased.
The department provides the best possible care to our patients and provides
treatment for emergency, respiratory, cardiac and infectious diseases.
A proportion of patients are from Firozabad, Aligarh, Moradabad, Haryana and Delhi.
This indicates that the Dept. has built a good reputation in the community.
From 1-4-2004 to 31-3-2005 (excluding the months of May & June when I was not
here), the total number of patients in my OPD was 8417 and indoor patients were
This Hospital has very good departments of Pathology and Radiology which help to
make correct diagnosis.
Problems / Hurdles:
Good as it is and has many facilities, but some problems are also present. Main
problem is of inadequate staff and frequent change of staff. Junior doctors and
nursing staff are regularly changed, due to this turn over, the consultants are not
able train them and those who are trained leave the hospital for better emoluments.
It is reported that social workers and Pradhan create problems during OPD and in
The TMT machine is not in working order therefore cannot be used for cardiac
Spirometer is in working condition but cannot perform spirometry because
disposable mouthpiece is not available.
Process Involved in Performance:
I did not make any long term plans as I work on day to day basis. There is good
coordination with my senior colleague, Dr. V. Satyawali. Sometime I take advice
from him about diagnosis and treatment and he gives good suggestions to me.
Working environment is good. I am satisfied with my job.
Emotional stability keeps fluctuating.
I have very good relations with my seniors and juniors.
Management should consider training specialists, in echocardiography,
bronchoscopy and general endoscopy to improve their knowledge and skills for
better patient health. Reputed monthly medical journals and internet access to
medical sites will improve knowledge in medical specialties.
NUMBER OF OF PATIENTS IN MEDICINE DEPARTMENT
AT SJSH DURING 2004-2005
TOTAL NUMBER OF OPD PATIENTS
IN MEDICINE DEPARTMENT [1999-2005]
N . O O PATIE TS
O F PD
99-00 00-01 01-02 02-03 03-04 04-05
TOTAL NO. OF IPD PATIENTS
IN MEDICINE DEPARTMENT [1999-2005]
800 683 728
O F D ATIE TS
N . O IP P N
99-00 00-01 01-02 02-03 03-04 04-05
4.2 Department Paediatrics - Dr. Nanda
“The goals of care should be patient and family-centered. It is the patient we treat, but it is the
family, of whatever construct, with whom the baby will go home. Indeed, it is the family who
must live with the long term consequences of our daily decisions in caring for their baby”.
Objective of the report
Is to compare and self assessment about the performance of the department after taking
charge of it. Before joining SJSH i.e. about two years back, Pediatrics department had 6-7
pediatricians, in short span of about three years. As a full time pediatrician the Dept. is
more stable and the patient load is steadily rising.
Objective is also to find weaknesses, limited manpower and equipments in a fast changing
technology of medical science.
Objective is also to find opportunities with a large case load which has variety, taking
independent decisions, trying to restrict treatment to what is most needed (essential and
relevant), as most patients are financially weak. Limiting laboratory investigations and using
clinical skills for assessment and treatment, which prevents wastage of resources.
Objective is also to face threats from anti-social elements who like to throw their weight
around. The Dept. must also be aware of other institutions which are providing cost-
Material and Method
I joined this Hospital on 3rd February 2003
Data as compared to previous years.
YEAR OPD PATIENTS IPD PATIENTS MORTALITY RATE
2002-2003 2864 34 -
2003-2004 5745 227 5.2%
2004-2005 7885 325 0.92%
This coverage can be increased further if we have:
a) Separate pediatrics ward.
b) More laboratory facilities
c) Better blood bank facilities
d) More equipments physiotherapy unit, pediatrics ventilators.
e) Obstetric and gynecology department.
SWARN JAYANTI SAMUDAIK HOSPITAL
TOTAL NO. OF OPD PEADRITIC PATIENTS [1999-2005]
NO. OF PATIENTS
99-00 00-01 01-02 02-03 03-04 04-05
SWARN JAYANTI SAMUDAIK HOSPITAL
TOTAL NO. OF IPD PEADRITIC PATIENTS [1999-2005]
N . O IP P TIE TS
O F D A N
99-00 00-01 01-02 02-03 03-04 04-05
SWARN JAYANTI SAMUDAIK HOSPITAL
MONTHWISE NO. OF OPD AND IPD PEADRITIC PATIENTS
800 736 735 738
NO. OFO OPD & IPD PATIENTS
600 539 542
100 35 44 33
30 44 23 29 25 20
16 17 11
Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar
CONTRIBUTION OF PEADRITICS DEPARTMENT IN
SWARN JAYANTI SAMUDAIK HOSPITAL
Year wise Contribution of Peadritic Department in SJSH (compared with total number of patients
1999-2000 2000-2001 2001-2002 2002-2003 2003-2004 2004-2005
OPD 13.2% 12.9% 12.5% 9.3% 12.2% 16%
IPD 13.5% 10.1% 6.6% 2% 9.2% 11.3%
Manpower / Tools
Pediatric department consists of:
a) One Pediatrician with casualty medical officer who assists whenever needed. The junior
doctor can handle minor complaints of inpatients.
b) Nursing care by professionally skilled nurses.
c) A Pharmacist who plays a major role in vaccination by trying to provide vaccines available in
time and proper maintenance of vaccines.
d) Laboratory services managed by a good Pathologist, who is trying to deliver diagnostic tools
in the limited setup.
e) IPD beds for admitting patients, is urgently required, as a separate pediatric ward is not
available. This facility will drastically improve the quality of patient care.
f) There is good support by Surgery department for providing surgical consultation, if needed.
g) An essential plus point is: good electricity and water supply with a maintenance department
back up. Efforts to keep the Hospital clean and in a tidy position.
Daily OPD, except on Sundays and on holidays (gazetted holidays). There is a need to consider
if this service can be extended due to a rapidly increasing number of patients in the OPD.
Routine services are:
a) Vaccination on all Wednesdays of the month.
b) At least two ward rounds in the morning and evening but if sick patients are admitted
afternoon rounds are needed.
c) Attending any call from ward (such as patient’s complaints / placing IV catheter or for some
procedure) and calls from casualty.
There are different factors to job satisfaction like wage structure, nature of work, working group
and working condition, which are fair enough in this place. Moreover as my home is in Agra it is
one of the big reasons for me to join this institution.
I started here with a salary of Rs.10000/- which was increased to Rs.15000/- after three months.
About six month it was increased to Rs.20000/- but still as compared to difference in salaries in
other Government and medical colleges difference between diploma and degree holder needs
rationalization. In other institutions the difference is just Rs.365/ to Rs.500/- per month, but at
SJSH the difference is Rs.5000/- which needs looked into, since the work load is satisfactory. It
is a matter of concern for the management which is interested in fair practices.
Housing, furniture, uninterrupted supply of water and electricity is a boon in this city, as the
latter essential utilities are in short supply in Mathura.
Twenty four hours electricity supply is almost a luxury in this part of the city, as also a clean,
constant water supply delivery system.
Problems and Hurdles
Some of the people in the community are undisciplined being guided by persons who think
they are above the law.
Any purchase/change of equipment or other changes in maintenance needed to be done at
SJSH has to go through a long, complicated red tape. This is obscurantist.
Nursing staff and medical officers by the time they acquire suitable skills to handle patients
satisfactorily, they leave SJSH may be due to low salaries and job uncertainty. Long term
planning is essential.
Some of the equipment is now outdated and some cannot be used as parts are not
available. The initial purchases, leaves much to be desired.
For keeping abreast with improvements in medical care CME is essential. Exposure visits to
suitable institutions must be arranged. Assessment of performance can be documented.
Should have separate beds for pediatric patients especially for neonates.
Proper shed for personal and Hospital vehicles is a crying need especially in the very hot
summers and for reasons of security.
I am having a good relation with all the staff members. Interaction between my seniors and
colleagues is fair because of good understanding among us.
Taking leave seems a problem as there is no supporting Pediatrician to look after the
department when I am not around. The Management should arrange one or two
pediatricians as a permanent panel who can be contacted when I am on leave.
Chanchal (8 yr. old, female child) Reg no. 11492 was admitted with fever and cough-
duration 20 days and respiratory distress for 4-5 days.
• On examination: pallor, shortness of breath, tachypnoeic, slightly comfortable in sitting
position. Cervical nodes +
• Chest – percussion note dull on right side, air entry diminished on right side.
• Cus – s1 s2 P/A diff
• Patient was started on oxygen, 14 antibiotics, nebulizer, fluid and supportive care.
• Investigation sent at the time of admission: - Hb, TLC, DLC, ESR, GBP (Hb 7.9 gm),
7800 N 65, L 34, ESR 60 mm Normocytic hypo chromic; plateless slightly dismissed.
• MP negative
• X-ray chest – right sided hydropnemothorax
• Surgical consultation indicated chest drainage. Chest tube was inserted and 500 ml of
thick purulent fluid was drained. For 1st two days around 20 ml of fluid drained into the
bag. On the 3rd day as no fluid came out, chest tube was clamped over night and next
day it was removed. Repeat x-ray showed expansion of lung.
• Sample of pleural fluid was sent to lab. Total cells = 7500/cmm (80% polymorphs and
18% lymphocytes), Protein 1.6 mg%, glucose 10.4 mg%.
• Culture sensitivity test – sterile
• She was started on anti-tubercular treatment. After chest drainage and treatment her
G/c improved, respiratory rate came to normal. Fever subsided and oral intake
• She was discharged on 8th day. She visited OPD after 3 days for review and has no
complaints except for mild cough. Now she is on treatment for TB on OPD basis.
• Final diagnosis Hydropneumothroax- cause tubercular pleurisy
Chelo a 3 yrs old male child was seen c/o fever for 11/2 months, with pallor
• Child was apparently well 11/2 month ago when he started having low grade fever for
which he was shown to a doctor who after investigations transfused with two units of
• CBD at that time – Hb 3.2 gm%, TLC-7000, DLC-showed lymphocytosis
• He was also given IV antibiotics and anti-malarial course, on treatment his fever
subsidized but 1 week later he again started having fever and vomiting and he was
taken to same doctor and was given some oral medication but as fever continued he
was brought to our OPD.
• o/e pallor-cervical, auxiliary and original lympha-denopathy
• chest-NAD, CMS S1S2
• Investigations – Hb 4 gm%, TLC-32800, GBP-65%, lymphoblasts, platelist adequate.
• x-ray chest
• Bone marrow aspiration-hypercellular marrow showing predominantly lymphoblasts with
diminished Erythroid and megakarryocystic lineage. No hemoparasite seen.
• Final diagnosis – acute lymphoblastic leukemia (L1/L2)
• Patient was referred to AIIMS for further management as SJSH does not have proper
setup for treating such patients.
There is no fixed schedule due to inability of doctors to get together because of busy duty
schedule, but whenever some interesting patient in any department or some general current
topic was discussed on a Saturday.
Some times visiting specialists delivered lectures on thalassemia (Dr. Britt (FRC Pathology,
Although proper library is not available in the in the conference room, books regarding
different subjects are kept and every year some amount is fixed for buying new books.
Computer is also provided in conference room and soon internet facility is going to be
Occasional magazines are also provided.
Last year I completed my post graduate diploma in Hospital Management (PGDHM) also.
4.3 General Surgery - Dr. Alok Vardhan Mathur
Qualification MS General Surgery
The paradox of our times is that we have more degrees but less sense,
More knowledge but less judgment,
More experts but more problems,
More medicine, but less wellness.
We have learned to make a living but not a life,
We have added years to life but not life to years.
Main: Appraise the performance for the Dept. of surgery, from April 2004 to March 2005.
Secondary: Set goals for the future, to plan CME and technical improvements for the
Department and the staff.
Materials and methods:
This report was prepared on the basis of records made available from the Medical Record
Section (OPD and indoor patient data), OT registers and patient case sheets.
Most surgical work in our department is planned about a week in advance. After work-up,
including assessment, on an OPD basis patients are given dates for surgery, which are
generally a few days to a week in advance of surgery.
Low dependency indoor patients are managed in the wards with a patient to nurse ratio of
1:6 generally. High dependency patients may get a ratio of 1:3 to 1:6, at times.
Operation theatres have two nursing staff, two OT technicians and one ward aid to help.
Patients are given appointments for surgery which may range from a few days to a week in
advance. Patients are admitted a day prior to surgery, and though we are performing a
number of da- care surgeries, there is still room for improvement on bed utilization. However
since most patients are from a rural background and not very well connected by good roads,
hence some do like to stay “till the stitches are out”.
Department of Surgery has achieved the highest indoor strength on the basis of this policy
of early discharge, thereby also minimizing chances of hospital acquired infections, and
we are also among the lowest consumers of higher antibiotics.
The Burns ward remains a center for referral for this district. Our policy of early
escharectomy with skin grafting has enabled us to get good results. The problems on this
front are the non-availability of blood or plasma, difficulty in enforcing no visitor policy,
breakdown of skin mesher and electric dermatome, and the refusal of some patients to
undergo early skin grafting. Our department was inspected by Prof. R.K. Khazanchi, Head
Department of Plastic surgery at Sir Ganga Ram Hospital, who felt our efforts were good
and some of our results comparable to good hospitals in Delhi.
Department of Surgery offers services to NIRPHAD for its project regarding family planning
services to the community and organizing family planning camps.
The Dept. of Surgery has ourselves performed 42 tubectomies and non-scalpel
vasectomies and helped organize camps which have benefited about 500 patients by a
Dep’t of Surgery has taken a new initiative in collaboration with Prof. R.K. Khazanchi, Head,
Dept. of Plastic Surgery, Sir Ganga Ram Hospital, New Delhi, and the SMILE project of
WHO, and NIRPHAD has now set up a facility to screen patients with cleft lip and palate
and subsequently send them to Delhi for FREE surgery. This initiative has already benefited
30 patients and many more are on their way.
Department of Surgery is also a good center of laparoscopic surgery, and we are routinely
performing laparoscopic procedures. Besides, the Dept. also offers expertise to other
upcoming centers in the district.
Infection control programme at SJSH has been organized by Dept. of Surgery are we are
proud to say that most of our staff now knows “which waste has to go where”.
Details of Activities:
Total number of OPD patients seen: 6319
Total number of indoor patients admitted: 811
Total number of emergency calls attended: roughly five each day, throughout the year.
Telephonic consultations: Roughly five each 24 hours.
Total number of Operations performed: 448
Family planning procedures: 42
COMPARATIVE NO. OF OPD SURGERY PATIENTS
NO. OF OPD PATIENTS
COMPARATIVE NUMBER OF IPD SURGERY PATIENTS
NO. OF IPD PATIENTS
We are still not at a stage to be able to correctly analyze cost versus earnings. However once
cash recovery and finance is fully computerized we should be able to demonstrate earnings for
There is no system for work related increments or benefits, which makes some workers
susceptible to market related influences. There are no perks, for this non-stop work performed
on 365 days a year, twenty four days a week
Equipment related. Five years or use has rendered most equipment in poor condition and in
need for replacement.
Lack of adequate compensation: Employees of other contractual agencies working for IOCL
like Delhi Public School are paid salaries as per the Sixth Pay Commission norms. However
we are still way behind not just in terms of compensation but also in terms of working hours,
hours off work and CME opportunities. This forces us to seek opportunities for private
Organization and implementation of new programmes like in house CME and Infection
control program has been hindered by non-availability of time and other resources.
Emoluments: Very humble
Housing: Small, Even fitting an air conditioner in the house is out of bonds for us.
Emotional stability: Being a firm believer in God helps to keep one self in good spirits and
have a balanced view of life.
Relationships with colleagues: Good
Leadership qualities: Average, I believe in showing the way by setting a standard but that
does not seem to be the most effective way in today’s time and environment driven solely by
To the organization:
a) SJSH routinely received referred patients from the district, as it is better equipped to
handle by virtue of a superior infrastructure and manpower.
b) CME programme is now operational
c) Medical waste handling has been inculcated in the minds of most personnel.
d) Laparoscopic surgery has been developed.
e) SJSH has become a center for organizing camps since it offers better manpower and
f) The staff have been able to reduce the amount of hooliganism rampant in the
emergency and OPD dep’t (by virtue of our being a community hospital), by sticking to a
policy of responding to every such act within the framework of standard ethics. However
the poor standard of security personnel deployed in the hospital and the uneducated
clientele, who seek to project themselves as messiahs of the public, by indulging in near
acts of extortion, not just at SJSH but also at IOCL make humane acts more difficult, by
placing absurd or nearly impossible demands.
g) Audit concept has been introduced in the hospital.
To the community:
Good quality affordable medical care has been made available to the community. If only the
government of India could do for the nation what the Refinery has done for these villages,
our countrymen would lead a much healthier and productive lives.
Interesting Case Studies:
A 30 year old female patient who presented with a right upper quadrant pain, fever with chills
and mild jaundice. Investigations revealed very high alkaline phosphates, very relatively mild
elevation of serum bilurubin. On ultrasound, she had a stone about 4 cm in size lying
longitudinally in the cbd with a dilated cbd, about 2.5 cm in diameter. We were surprised that
such a large stone was causing such a minor elevation of serum bilurubin. However,
preoperatively the reason for this became clear when it was discovered that there was a
cholecystoduodenal fistula which had been decompressing the biliary tree. The stone was
removed after repair of the cholecystoduodenal fistula and the cbd drained with a t tube. The
patient made an uneventful recovery. It is believed that in the background of a large cbd
stone whenever there is relatively minor elevation of serum bilurubin, a cholecystoduodenal
fistula should be suspected.
Figure 1, two images showing cholecystoduodenal fistula
Figure 3 showing rent in the Figure 2 showing the stone in
duodenum after division of the the cbd after nick given in cbd
fistula (lower artery forceps is in
Figure 4, stone in cbd being Figure 5 cbd closed with t tube
removed in position
Figure 6 cbd stone after removal
adjacent to medium sized Babcock
This case of post burn contracture is a fitting example of how adequate health care denied to
the community at the right time creates more problems to a population already reeling under
the effects of poverty and poor education, flagrant violation of human rights. This lady
suffered a deep burn of the upper chest and neck. She should have had a session of skin
grafting and that would have settled it. However either her family thought that the procedure
would be too costly or some unqualified doctor advised the family that he would be able to
treat the burn by simple dressings, and the contracture produced a major deformity. The
patient’s appearance scared even her children and the salivary drooling made even the task
of eating food difficult. She was an anesthetist’s challenge since the flexed neck would be
impossible to intubate. Local anesthesia was used to divide the contracture and then GA
was administered for skin grafting. (see post op picture), and the patient will need more
sessions of surgery before she is fully fit.
Figure 7 showing pre-op images with severe contracture between neck and chin, an anesthetist’s
Figure 8 early post images showing good correction of the deformity, the surgery worked as a
Post operatively the patient came back after five days seeking help for getting police
protection for her husband, since her family was allegedly beating up her husband who had
helped her through the surgery and his parents thought he had spent too much money (a
few thousand rupees) on her treatment (and was now seeking more money for further
sessions of grafting). It highlighted the problems of the community at large:
• The right care at the right time at the right price is often denied either for lack of finances
or for lack of awareness.
• The patient suffers tremendous physical and emotional consequences further worsening
their suffering and creating more problems for themselves and the community.
• What has been denied is often not prohibitively expensive but since the government
simply looks the other way, it is rendered out of bounds for the poor among the general
• Medical care is hence becoming a private sector enterprise, making things even worse
for those who cannot afford the price.
• There are no women rights groups in Mathura who could help the family. And police
protection was only a farce.
4.4 Orthopaedic Department - Dr.Sujoy Bhattacharjee, Orthopedic Surgeon
The objective is to evaluate performance, growth, achievements, constructive criticism and
analysis of activities done during 2004-2005. During this period, I had done 1049 surgeries, out
of which 317 were major, and OPD patients were 12758 and IPD patients were 771.
Material and method:
This is the fifth consecutive year as the consultant orthopedic surgeon in S.J.S. hospital. The
orthopedic department has shown remarkable progress in three years with the introduction of all
modern and up-to-date trauma surgeries including total hip replacement and spine.
The department was nurtured from its infant stage with dedication, patience and perseverance
and today it has been recognized as one of the best trauma hospitals in the district. Cost is
always a barrier in orthopedic surgery, and in this rural Hospital many time costs became a
hurdle which encouraged innovations. Examples are:
Fibula grafting in neglected fracture of neck of femur - 9
Jess fixation in neglected fracture of supracondy of humerus with minimal invasive
reconstruction of fracture around joints - 25
At the 49th National Conference of Orthopedics presented a paper on, ‘fibula grafting in
neglected fractures of weak femurs’ which was held at Agra in Dec 2004.
This is best work of the Dept. where a bone graft was used in the place of costly replacement
implants in surgeries of the hip.
Neglected orthopedic cases are very common in S.J.S. Hospital, due to irrational treatment and
lack of awareness. These are difficult hurdles to overcome, requiring proper planning, patience
and balanced treatment.
Number of neglected cases operated in S.J.S. Hospital during 2004-2005:
neglected fracture NOF - 9
neglected fracture supracondylar of ulna - 25
neglected fracture long bones - 25
neglected dislocation - 15
Crush injuries are common during harvest season. The challenge is to salvage the limbs. A total
of 8 operations were done during 2004-2005.
primary skin grafting
Poly trauma is the most common emergencies in S.J.S. Hospital. The Dept. provides the best
possible treatment with great care, which is reflected in the death rate. Despite large numbers of
emergencies, including complicated orthopedic surgery the death rate is 1.6 which is
comparable to any of the best trauma centers in India.
Number of surgeries for trauma done during 2004-2005:
Interlocking nailing of long bones - 84
Dynamic hip screw fixation - 28
Dynamic condylar screw fixation - 8
Bond surgery - 25
Long bone nailing - 5
5 cases of nerve repair were done:
Median nerve - 2
Median + ulnar nerve - 2
Radial nerve - 1
Post tibial artery surgery - 1
All cases were associated with tendon and vascular injuries
Amongst specialized surgeries, total hip replacement and two spinal surgeries and 5
neurovascular repairs were done during the reporting period. Due to lack of infrastructure, it was
difficult to undertake more cases.
A female, who was previously operated in Rajasthan had a total hip replacement and Cemented
modular 1NOR total hip implant was used. Patient is doing very well and bearing weight without
Two patients, with neglected TB had spinal decompression (Antero-lateral decompression of
Dorso-lumbar spine), One belonged to Bulandshahar and the other one to Mathura. Both are
doing very well without any residual neurological deficit.
This is the most important factor for organized growth of the Department. Meticulous planning in
every patient is essential as it provides good quality outcome and saves time. Weekly group
discussions with the Administration is helpful.
Swarn Jayanti Samudaik Hospital is having very good and efficient team of specialists. There is
very good co-ordination among all faculties. Most of the trauma cases associated with other
ailments have inputs from other specialists. When there is a critical patient all strive together to
save the patient; sometimes even in the Operation theater.
This Hospital needs one more Orthopedic Specialist to maintain high quality of services
and commitment to the community.
There should be serious consideration to provide basic minimum orthopedic equipment to
cope with increasing number of surgeries.
Cent percent job satisfaction is experienced by all the staff. Despite of many hurdles of a
rural hospital the work ethic and environment are satisfactory
Emoluments – Should be as per market value. It requires serious consideration to keep all
the consultants satisfied.
The Administration is efficient and guides the Dept. during difficult times.
Routine training of staff is the forte of the Dept.- during rounds, or surgery or while handling
emergencies. Training of staff in basic of orthopedics-hands-on with the patients is essential.
The Dept attended a health mela organized by NIRPHAD, where 80 patients were attended to.
This is directly proportional to quality of effort and output. The Department always tries to
maintain quality; keeping in mind, that questions may have to be answered during presentation
at the conferences. Quality has a great impact on services provided.
The CME Programme, 10 AIOCON 2004 was held at Agra and the theme was - ‘Relevant and
rational orthopedics in the Indian scenario’. There were six sessions:
Session I : Pediatric orthopedic
Session II : Rehabilitation of post polio residual analysis
Session III: Caries spine
Session IV: Management of closed fracture of long bones
Session V: Hurdles
Session VI: Emergency Frontiers
The Head of the Dept. has membership of the Indian Orthopedic Association Bombay,
Orthopedic Society and Indian Orthoplasty Society. Being a Life Member, regularly receives
news letters, journals and up-to-date innovations in orthopedics around the world.
Presented a paper in 10 AIOCON 2004, Conference, at Agra
Topic: non vascularized fibular graft in neglected fracture of neck femur
30 patients were operated with good results.
SWARN JAYANTI SAMUDAIK HOSPITAL
COMPARATIVE NO. OF ORTHOPEDIC OPD PATIENTS
NO. OF ORTHO. OPD PATIENTS
SWARN JAYANTI SAMUDAIK HOSPITAL
COMPARATIVE NO. OF IPD ORTHOPEDIC PATIENTS
NO. OF ORTHO. PATIENTS
SWARN JAYANTI SAMUDAIK HOSPITAL
NO. OF MAJOR & MINOR ORTHO. OPERATIONS FOR THE YEAR 2003 & 2004
NO. OF OPERATIONS
YEAR Major Minor
4.5 Anaesthesia - Dr. Bishan Singh, M.B.B.S, D.A, Department of Anesthesiology
DATE OF JOINING – 13/5/2005
Responsible for Anesthesia department
Monitors patients in post operative room after surgery
Resuscitation of the patients in emergency room, I.C.U wards and any other area of S.J.S.
Attending emergency as and when required.
Pre-anesthesia checkup as and when required.
- Usually one day before surgery.
- To assess the patient
- To treat the coexisting disease/diseases
- To discuss with the patient, if he / she has any choice General Anesthesia / Regional
Anesthesia and that is possible for the patients surgery.
- To seek an opinion from the other departments (when required) i.e. Physician /
Neurology / cardiology.
- To order Investigations
- To allay anxiety of the patient regarding Anesthesia / Surgery.
- With the help of charts (Hospital)
- Patient history / examination
- With the help of surgeons
- With the help of OT staff / Ward staff
- With the help of investigation report
- With the help of physicians / cardiologist
Anesthesia Machine (Falcon)
Laryngoscopes – with blades
Endotracheal tubes tables with stylets
L.M.A (Laryngeal Mask Airways)
High profile anesthesia for patients with coexisting disease i.e. regional blocks
Maintain excellent OT culture and develop confidence amongst surgeons
Maintain good coordination amongst other OT staff
Major Minor Total
Surgery 243 205 448
Ortho. 317 732 1049
FIVE YEAR STATISTICS ARE IN MICROSOFT EXCEL AND HAVE TO BE ATTACHED WHEN THE
FINAL DOCUMENT IS MADE
5. Supportive Services of SJSH
5.1 Pathology / Laboratory - Dr. Anupam Varshney, Pathologist
“In our pursuit of excellence we value people by practicing mutual respect, professionalism,
teamwork, integrity, trust and accountability.”
Bone marrow aspirate, showing
Plasma cells of multiple myeloma
The purpose and function of laboratory through clinical Pathology and laboratory medicine are
to assist, the clinicians in confirming and rejecting a diagnosis and providing guidelines in
The Department of Pathology at SJSH consists of various sections namely haematopathology,
clinical biochemistry, clinical microbiology, serology, cytopathology and transfusion Medicine.
Each year, the complexity of laboratory testing continues to increase e.g. diagnosis of bone
marrow aspirates for malignant cells and also diagnosis of various hematological neplasms and
complex changing trends of malaria presenting with thrombocytopaenias, double infections and
emergence of newer infection (Dengue Fever and HIV/AIDS).
Over the past six years, our department has experienced a steady increase in work activity. The
annual increase in work load pattern shows increased for 2000-2001 = 36%, 2001-2002 = 3%,
2002-2003 = 3%, 2003-2004 = 9% and 2004-2005 = 47% with the most significant increase in
last year 47%.
Among the various sections haemopathology comprises main bulk of day-to-day services
and showed a significant growth in total number of cases and also in complex cases.
Clinical bio-chemistry plays an important role in providing rapid and highly reliable data to
support prompt therapeutic decisions by our consultants.
Clinical microbiology plays an important role in infection control of the hospital, reporting
routine data and statistical data of hospital infections.
Role of transfusion section consists of blood grouping, screening for various infectious
diseases (HIV, HCV, HbsAg etc) and supplying blood. This year the Dept., also started
doing cross-matching for all the outside blood before transfusion.
Cytopathology includes routine fluid examination e.g. (CSF, ascitic & pleural fluids etc.) and
reporting various fine needle aspiration cytology and bone marrow aspiration. Providing lab
services 24 hrs for IPD and emergency patients and 9 AM to 5 PM for OPD patients.
This fiscal year 2004 SJSH has been selected for RNTCP (Revised National Tuberculosis
control Program) under which laboratory is playing an important role in sputum examination
(One of the technical staff is being trained under RNTCP)
Swaran Jayanti Samudaik Hospital
No of Investigations for the year 2004 - 2005
SWARN JAYANTI SAMUDAIK HOSPITAL
NO. OF LABORATORY INVESTIGATIONS [1999-2005]
99-00 00-01 01-02 02-03 03-04 04-05
Department of Pathology staff comprises of one consultant Pathologist, senior lab technician,
lab technician, blood bank technician and microbiology technician and lab assistant cum ward
boy (one each). With the steady increase in total number of tests and limited manpower, high
quality clinical services, have been very challenging.
The lab is well equipped with fully and semi automatic analyzer (functional), fully automatic
(functional), EIA Analyzer, cell counter, ABG analyzer (not functional due to shortage of
We are following old system of reporting e.g. hand written reports are being given which
are not presentable
Requirement of proper system (software and printer) for reporting in order to meet new
standards. This will be less time consuming and staff can be utilized in other activities.
The department is one of there best in financial recovery. “The Department tries to provide
high quality, cost effective pathology services in a manner that supports patient care.”
Planning / Problems:
Nursing staff should be trained regarding proper sampling techniques to be sent to the lab.
Create more opportunities for staff to provide continuing education training at higher
The laboratory desperately requires investment in capital for new (Electrolyte analyzer,
centrifuge, reporting system) and to replace aging, malfunctioning instruments to ensure a
high quality service. Yet we are aware of our financial limitations and the fixed budget..
Efforts are being made to develop a quality system in preparation for newer trends.
The results are generally well within or better than accepted benchmarks.
10 yrs/ M child with abdominal pain was admitted. On ultrasound exam and CT scan of
• B/L pleural effusion and ill defined mass in the abdomen
• Hb-10.2gm%, hemogram within normal limits
• Pleural fluid examination showed Cell count >16000 cells per cm. Cytology test was
consistent with Lymphoblastic Lymphoma.
40 yrs/F presented with pain in back for 6 months. On x-ray and CT scan lytic changes was
seen in iliac bone and advised biopsy. On whole body scan three such lytic lesions were
noted. One rib showed pathological fracture. Other investigations like hemogram were with
in normal limits. Liver Function Test within normal limits, ESR-40 mm, urine Bence Jones
proteins was negative, serum total protein 10.8 g% with reversal of A/G ratio. Protein
electrophoresis-negative for M-band
• On histopathology examination it was diagnosed as Multiple Myeloma
• On immuno-histo chemistry it was confirmed as Kappa-chain restriction Myeloma.
50yrs /F was referred with complaints of hoarseness of voice, difficulty in degulation and
skin pigmentation, was referred to the Dept. for investigation. On routine investigation
haemoglobin was 6.2 gm% with total and differential count which was with in normal limits.
ESR 140mm, general blood picture showed normocytic, normochromic anemia with
increased rouleaux formation. Total protein was 14.2 g% with albumin 3.8 and globulin 10.8
and TSH 61.2 µIU/ml (normal .27-4.2) protein electrophoresis showed M spike on bone
marrow examination and the patient was diagnosed as Plasmacytoma.
CME enables interaction at district / National level so that interaction with other specialists
A National conference sponsored by the Hospital will enable staff to experience recent
advances and newer trends
The dept. has one visiting consultant, Dr. R. Britt, FRC Pathology, U.K a renowned
Haematopathologist who updates through his experience and also brings valuable study
material and newer techniques to the Dept.. He also brings clinical specimens which
provide an external quality assurance and Dept is well within standard benchmarks
• The Dept has excellent work environment, free to explore newer dimensions, in
respective areas. The Dept., is trying to give of its best to the community by providing
cost effective services, which are not available in the district, e.g bone marrow
SWARN JAYANTI SAMUDAIK HOSPITAL
SPECIALITY WISE INVESTIGATION AND PERCENTAGE INCREASE
NO. OF INVESTIGATION & % INCREASE
5000 3095 2756 3090
8489% 334 286
83% 35% 172 94% 86% 84%
Haem Bio-chem Ser. Cyto Urine Stool Others
2003-2004 2004-2005 % increase
SWARN JAYANTI SAMUDAIK HOSPITAL
COMPARATIVE NO. OF INVESTIGATIONS FOR THE YEAR 2003 & 2004
3095 2795 3090 2919
172 295 286
Haem Bio-chem Ser. Cyto Urine Stool Others
SWARN JAYANTI SAMUDAIK HOSPITAL
SPECIALITY WISE INVESTIGATION AND PERCENTAGE INCREASE
NO. OF INVESTIGATION & % INCREASE 25485
5000 3095 2756 3090
8489% 334 286
83% 35% 172 94% 86% 84%
Haem Bio-chem Ser. Cyto Urine Stool Others
2003-2004 2004-2005 % increase
SWARN JAYANTI SAMUDAIK HOSPITAL
NO. OF LABORATORY INVESTIGATIONS [1999-2005]
99-00 00-01 01-02 02-03 03-04 04-05
STATISTICS ON HIV/AIDS ARE IN EXCEL SHEET AND NEED TO BE ATTACHED WHEN FINAL
ANNUAL REPORT IS MADE
5.2 Pharmacy - Mr. Srinivas Babu, Pharmacist
‘All issues are political issues, and politics itself is a mass of lies, evasion, hatred and
Date of Joining: 9/June/2003
Good co-ordination with all the departments of the Hospital so that all departments can function,
without any hitches.
Performance of the department:
Department is well maintained with fully qualified pharmacist.
Maintenance of stocks.
Maintenance of Registers.
Working hours 8:00 A.M to 4:00 P.M. 1:00 P.M lunch break for one hour.
Maintenance of Poor Patients Register and documents filing.
Material & Methods:
All the records provided sufficient information to write the report.
All materials including drugs were sanctioned by Purchasing Committee and purchased
from market. In previous years the same procedure was followed.
Process Involved In Performance:
Planning: To plan as a computerized pharmacy and preserve data for retrieval.
Organization: one ward-aid was necessary to organize pharmacy and assist the
Implementation: To issue materials to all the departments and maintain consumption
Co-Ordination: Good co-ordination with stores department, for issuing materials, as
pharmacist is involved in his own work and co-ordinates well with the Store in charge
Control: To control and document departmental consumption.
Step Wise Evaluation:
Mid-Term: To supply materials to all departments and update consumption record.
Final: There was no problem with materials supplied to other departments.
Manpower / Tools:
Staffing Patterns: One qualified Pharmacist managing the entire pharmacy e.g. record
maintenance, purchasing, issuing medicines to staff/poor patients, issuing materials to
other departments, limited purchases and RNTCD (DOTS) programme.
Equipment used: One refrigerator and computer.
Adequacy of the above: Pharmacist needs a computerized progamme soft ware to keep
data (code drugs/supplies, consumption details of various sections of the Hospital).
Expenditure per month
a. Salaries: Previous year 2003-2004, 2004-2005 pharmacist salary was 7500 per month.
In current year 7875 per month.
b. Supplies: Medicines are supplied to Pharmacy from wholesale market. The pharmacist
acquires three quotations from the same company (brand), from different parties and
best of the three is sanctioned by Purchasing Committee, after scrutiny. Firm order is
then placed. Vaccines are available from NIRPHAD. Since this item is from the
Government supply, it is erratic and SJSH has to buy from the open market.
c. Drugs: Drug stocks and documentation are maintained properly in the department.
d. Equipment: 1) Refrigerator and, 2) Computer are maintained properly.
Increments: A small increment was received in the current year.
Perks: Medi-claim policy coverage, family accommodation provided in the hostel and there
is no other perk system.
Problems / Hurdles:
Planning - The Pharmacist has sufficient time to think and plan.
Organization - Pharmacist needs one ward-aid in pharmacy department to help in the
various activities. In the absence of pharmacist ward-aid will be able to manage the
pharmacy, if properly trained.
Implementation - Inter-personal relations is good with all the departments .Discipline of
staff is good but lower grade staff’s discipline is not satisfactory. Sometimes pharmacist
gets support from seniors. Working conditions & quality of equipment are satisfactory, but
sometimes staff’s requirements (medicines) are not available.
Emoluments: The work load is increasing gradually. The Pharmacist received an
increment according with the rules of SJSH. But I am happy with what I receive.
Housing & furniture: Housing and furniture and are very satisfactory.
Work environment: Work environment is good but the room needs one ventilator because
the refrigerator cannot work properly with poor ventilation.
Leadership qualities / problem solving: Under DOTS, Vaccination Program (trouble
shooting) sometimes patients have some queries and pharmacist clarifies regarding
Relationship with seniors/juniors & Peers: Relationship with seniors/juniors and peers
are good. All coordinate very well.
Emotional Stability: During work there are vicissitudes causing frustration, at that time
support is needed from seniors.
Continuing medical education: Pharmacist needs more training in basic health care and
the role of the pharmacist.
Routine schedule for ward, classroom, visiting specialists: Pharmacist visits wards to
find out if they have any problems. If the ward staff has any doubts, the pharmacist clarifies.
Regular visit to external pharmacy is made to check the quality, expiry dates and prices of
Availability of books & Magazines: Books and magazines are available in the library.
Presenting papers at conferences: Pharmacist needs training in writing and presenting
papers at conferences. But first will have to become a member of some National Pharmacy
Internet Browsing: Pharmacist has no access to internet browsing.
5.3 Physiotherapy Department, R. Rajkumar, Physiotherapist (Head of Dept.)
‘Instead of rating man by his performances, we rate too frequently performances by
Date of Joining: 10 May 2002
Performance of Department:
Department is well maintained with well qualified professional physiotherapists & trained
female ward aid
Daily patients register entry is documented (OPD)
In patient register is available
Maintenance of physio-modalities(machines)
Working hours 9 AM to 1 PM, 2 PM to 5 PM (lunch break one hour).
Non-ambulatory patients are treated at bedside
D.P, & (M.R. NAGAR) Employee had Bell’s palsy was treated in S.J.S.H physiotherapy unit
successfully in 4 weeks.
I.O.C.L employee’s wife had a ganglion on the left wrist had undergone a tendon transfer in
Sir Ganga Ram Hospital, Delhi and is now is responding well with physio modalities &
manipulation of wrist & finger joints stiffness.
On reviewing the flow of patients, the Department has requested the Management for
extension/expansion of the two unused cubicles adjacent to the department for effective
treatment, privacy of patients & reducing waiting time by treating more patients at the same
time, thus their waiting time is markedly reduced.
Good coordination & interaction with all the departments of the Hospital in helping to run
the unit smoothly & efficiently.
Remarks of the visitors’ book reflect the efficiency of the Department.
Material & Methods:
The Report was compiled from the registers and charts of patients
Thanks to the Management, Inventory controller & pharmacy depts. which supplied
material to the department in time and the amount required. There was no problem for the
supply of material.
6 Bottles of U.S. gel per month
1 cotton role per month
Antiseptic solution 200 ml per month
Process Involved In Performance
PHYSIO DEPT. has well planned strategy to provide adequate services to the existing
Equipment is well organized in each cubicle and well maintained.
Implementation of relevant techniques, have improved.
Coordination with other department heads and our peers was satisfactory
All activities are supervised by the Department head, with the support of colleagues and
Man Power / Tools
1 Male Physiotherapist
1 Female Physiotherapist
1 Female ward aid
Electro Therapy Exercise Therapy
SHORT WAVE DIATHERMY(S.W.D) SUSPENSION BED
ULTRA SOUND MULTIPLE EXERCISER UNIT
TRACTION HAND EXERCISER
(I.F.T)INTER FERENTIAL THERAPY HIP ROTATOR
ELECTRICAL STIMULATOR ANKLE & WRIST EXERCISER
WAX BATH QUADICEPS TABLE
INFRA RED ROWING MACHINE
Adequacy of The Above
• I.F.T & U.S (stand by machine is required due to excess load on existing machine)
• LASER is a modern technology machine is required.
• MOIST HEAT (Hydro Collateral Pack’s) is required.
The above items of Machines / Equipment are required to up-grade the Department.
Details of Activities
SWARN JAYANTI SAMUDAIK HOSPITAL
PHYSIOTHEFRAPY NO. OF PATIENTS AND CASH RECOVERY [2002-2003]
NO. OF PATIENTS & CASH RECOVERY
20000 18100 17845 17726
625 467 399 508 488 459 588 470 401 511 284
Apr-02 May-02 Jun-02 Jul-02 Aug.-02 Sept.-02 Oct.-02 Nov.-02 Dec.-02 Jan.-03 Feb.-03 Mar.-03
Total no. of physiotherapy patients = 5558
MONTH Total cash recovery from physiotherapy = Rs.250371/-
SWARN JAYANTI SAMUDAIK HOSPITAL
PHYSIOTHERAPY NO. OF PATIENTS & CASH RECOVERY FROM PHYSIOTHERAPY[2003-2004]
NO. OF PATIENTS & CASH RECOVERY
432 563 472 549 425 592 434 514
401 462 408 372
Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar
Total no. of Physiotherapy patients=5624
Total cash recovery from Physiotherapy = Rs.300485/-
Swarn Jayanti Samudaik Hospital
Total No. of Patients and Cash Recovery from Physiotherapy[2004-2005]
No. of Patients and Cash Recovery
360 398 443 492 388 442
398 413 570 359
Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar
No. of physiotherapy pts. = 5065
Month Total cash recovery = Rs.282745/-
Income from Services
YEAR 2002-2003: Rs. 20,864.25 per Month
Rs. 2, 50,371 per Annum
YEAR 2003-2004: Rs.25, 040.416 per Month
Rs. 3, 00,486 per Annum
YEAR 2004-2005: Rs. 23, 562.083 per Month
Rs. 2, 82,745 per Annum
Expenditure per Month
Therapist Salary: Rs. 9647/-per month (MOR pays Rs. 5000/ per month
2nd Therapist’s Salary: Rs.10,000/ per month
Ward Aid: Rs. 2646/ per month
6 ultra sound gel
1 cotton role
200ml Asceptic solution
• 2004-2005 Department Equipment A.M.C removed from budget & department is well
• 2005-2006 New Equipment like LASER should be purchased
• 5% hike on salaries per Annum.
• Increment should be given according to the budget of the year.
• Suggestion -% of hike of salaries should be given according to Grade level, otherwise
Grade III & IV Employees will get negligible increment.
• We are very thankful to NIRPHAD for providing Medi-claim (Insurance Policy) coverage.
• Thankful for residence in Mathura Refinery Nagar.
Problems / Hurdles
• Physio department has sufficient time to think, interact & plan various aspects to
improve treatment methods
• Proper records & census are maintained.
• Department is well organized, discipline & work ethics is maintained harmoniously.
• Inter-personal relationship with the management & with other departments is
Leave record should be checked by the Authorized section or Management. The rules &
regulations given by the organization should be followed irrespective of grade.
Dress Code should be implemented to give a professional touch to the organization,
irrespective of grade.
Supportive supervision directly from the top is always beneficial and encourages the staff to
To improve accuracy and quality of results, the old, malfunctioning machines, should be
replaced with imported quality tested equipment, which have a good track record and after
Job satisfaction is felt only when one loves his job and enjoys performing duties with full
responsibility & sincerity without anyone’s pressure.
Relationship with the seniors/juniors & peers is a happy blend of joy and contentment.
Department’s contribution to the Institution is to give quality treatment to a satisfied patient
& thereby give a good name to the Hospital
• Ward aids should be better trained.
• Department’s contribution to the community- was to provide quality treatment & meet
community’s needs for speedy recovery, with a vision to develop long term positive
relationship between the community and the Hospital.
This department is a high income generating unit. But treatment is subsidized to meet the
common & poor patient’s benefit. So the treatment rates are not commensurate with
commercial organizations. Rural poor patients are benefited.
Continuing Medicine Education for medical & paramedical staff plays a vital role to
update/up grade modern technology & techniques.
Visiting specialists should be invited at regular intervals.
Availability of books & magazines is necessary & library so that library can be used
International magazines/journals & books should be issued to the concerned department.
Internet Browsing - Specific time should be allotted for each department to get exposure to
the latest Education / Techniques / Technology and this facility is lacking.
5.4 Radiology - Mr. Khalil Khan, Sr. Radiographer
X-ray department plays a vital role as a diagnostic tool in the day to day functioning of Swarn
Jayanti Samudaik Hospital, since the commencement of SJSH.
Sr. Radiographer -1
Jr. X-ray Technicians -3
The department is open for 24 hours and the x-ray staff is available, when required during
SWARN JAYANTI SAMUDAIK HOSPITAL
TOTAL NO. OF X-RAY [2003-2004]
40430 39820 40350
37860 38195 38150
TOTAL CASH RECOVERY
686 949 816 880 844 688 806 850 1067
885 711 717
A pr May Jun Jul Aug Sept O ct Nov D ec Jan Feb Mar
MO NTH No. of X-ray = 9899
Total cash recovery from X-ray = Rs.466660/-
Swarn Jayanti Samudai k Hospital
Total X-ray's & Cash Recovery from X-ray[04-05]
60000 51805 59305
50000 44210 45835
43245 42970 42895
1110 1015 1029 927 925
961 926 855
815 764 870 941
Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar
Total no. of X-ray = 11138
Total Cash Recovery=Rs.589370/-
Material for x-ray department is regularly indented on monthly basis and purchased through
Administration after being processed by the Purchasing Committee.
Data Regarding X-ray Machines
X-ray 500 mA machine (WIPRO GE) with monitorized table
Mobile unit (SIEMENS)
Auto film processor (KONICA)
Radiation Protective Items
Lead APRON - 3
Lead screen (Side screen) - 3
Lead goggles - 1
GONADS shield - 1
Ovarian shield - 1
BARC radiation badges are regularly worn by all employees of the department. Analyzed
reading per employee is as given below:
• Radiation hazards–Now much better after the inspection visit of the scientists from
BARC The specific protective measures advised to check radiation hazard were
implemented which includes:
- Lead lining on the walls in the x-ray room and the wall thickness was considerably
increased to protect against scattering (deflection) radiation.
- The pre-existing glass window outlet from x-ray room has been closed completely.
- The registering staff/technician chamber has been changed from inside the x-ray
room to a safer outer room
- The pre-existing dark room door was shifted to out side x-ray room for improved
Impact on Community
Since x-ray department is well equipped with sophisticated equipment, like role of Auto film
processor, is providing faster and better service to the public.
X-ray department usually provides developed x-ray in just 15 minutes, thus patients could
return quickly to the concerned doctor for diagnosis and treatment. Community at large is
very appreciative of the quality of x-rays, provided in such a short time, when compared to
other hospitals who take more than 2 hours to complete, the same task.
Process Involved in Performance
Since x-ray department plays a very important role in providing specific treatment to a
particular patient thus planning of the department is done very meticulously. All three
supporting staff and the senior X-ray technician work in coordination, as per requirement of
Organization / implementation / coordination / control – After receiving the patient, the form
(requisition) entries are documented in the register as per format–x-ray serial number is
allotted to the patient, in between if any other information is required, the doctor concerned
is consulted. Since the department is well equipped with state-of-the-art equipment, the
services are very fast as compared to results provided by any out side department/ Hospital.
Further very good coordination with other departments helps the Department to function
Complete data sheet is maintained for size-wise x-ray films, so that the department could
have a close control over the material indented.
Data Size-wise Film
S.No. Size Last Issue of Total Used films Balance
month total film
1. 14 X 17 25 100 125 100 25
2. 14 X 14 10 50 60 50 10
3. 12 X 15 50 300 350 325 25
4. 12 X 12 20 50 70 55 15
5. 10 X 12 05 100 105 100 05
6. 8 X 10 10 150 160 155 05
7. 6.5 X 8.5 30 50 80 65 15
(Data provided are only estimated)
Evaluation of activity regarding number of x-rays performed on a day to day basis as per
doctor-wise requirement is done regularly.
Manpower / Tools
Number of technicians - 4
Senior technician - 1
Junior technicians - 3
Number of X-ray Machines
500 mA x-ray machine - 1
Mobile x-ray machine - 1
Auto film processor - 1
In the growth of an organization, the part played by all employees from class 1 to class 4 is
vital and good relationship among them is necessary.
Coordination among Administrative staff while dealing with any law and order problem must
be positive instead of taking unwise hasty actions. Meetings were held which often ended
without disclosure of steps to be taken, as a future remedy if there was a recurrence.
Mutual respect for each other:-relationship among juniors and seniors while performing
duties are an important factor and if it is missing, gives a wrong impression among patients
and public at large.
At the time of taking portable (Bed side) x-ray in wards, staff especially the paramedical do
not cooperate with the x-ray personnel.
X-ray film badges are worn by all the staff and exposure to radiation are checked, tested by
BARC frequently, for maintaining standards of radiation hazard control.
Details of Activities
All routine regular x-ray and special procedures as prescribed by all Doctors of SJSH and
are carried out efficiently.
X-ray department was organized by a senior radiographer, who organized and planned and
also trained the supporting staff. The performance of the x-ray department achieves the
vision of providing selfless services to the community at large, with the best that the Dept.
Requirement of medical education and training for specialized courses.
Some books and magazines must be subscribed to the library.
No increment had been provided to the x-ray department employees, except the annual
increment given to all the staff, even though there output in terms of income and patient load
has been increasing enough.
Perks: Housing as provided by SJSH (Administration) is good enough for a small family like
Training: Request the organization to provide us a chance to train for CT scan / MRI and
other new courses related to x-ray department.
Planning: The departmental plan on various issues quite small. Day to day problems do
arise but are sort out along with help and coordination of Medical Superintendent /
Community at large often has unreasonable demands and reacts violently and goes out of
control, but after counseling they begin to understand the system involved in the provision of
services. Inter personal relationship along with other departments is very coordinating since
only cordial atmosphere allows a public department to perform, satisfactorily.
As a Senior Radiographer of the department I enjoyed my present life and trying to remain
satisfied with my present situation. The past is history and future is mystery. (Yesterday is
dead and gone, tomorrow is another day and we have to do the best for today)
5.5 Bio-Medical Engineering Department - Satish Kumar Singh, Bio-Medical Engineer
Date of Joining: 1-11-2001
Most of the equipments is installed and put to use, as soon as possible.
Complaint books are provided to all the department heads to follow up the calls/work.
The essential O2 and Nitrous Oxide from the central supply is put to proper use and
regulated for ventilators and anesthesia machine. The nitrous oxide supply is frequently
checked for working efficiently and for maximum output.
Handling the service related to computers.
Training of nurses and ward boys in handling and the use of bio-medical equipment, in the
ICU, OT and Treatment room, is a continuous process.
Reported problems in the use EPBAX and also checked for the misuse in coordination with
Also provided additional services to the sisters concerned (Chhatikara Eye Hospital).
Handled the whole Maintenance Department of the Hospital, Electrical , Civil, Mechanical &
Bio-Medical. This has reduced the break down period to a minimum with the available
For major repairs of Hospital building, problems of a few Medical equipment and for repairs
and proper use of some electrical instrument like(D.G. set and central AC & EPBX) a list has
been prepared and submitted to the Administration Office, so that proper action can be
For the year 2005-06 the AMC of medical equipment has been cut to very few machines in
consultation with Administration & MS. The equipment which are on AMC are:
• Falcon Anesthesia Machine (2 Nos.)
• C-Arm Unit
• Ultra Sound+Camera
• X-ray Machine
• Automatic Film Processor
• Sei Automatic Analyser
• Auto Analyser
(Rest of all the equipment (which is nearly 150 items) is and will be maintained by the
Enquiring about all the complaints from all the concerned departments (Bio-Medical,
Follow up all the calls.
Co-ordination with the vendors for equipment services.
Checking various medical equipments, charging the batteries for the emergencies.
Available in emergencies to handle Defibrillator, Ventilator & Emergency Oxygen supply.
Taking progress report of various repairs/maintenance jobs in the Hospital from Civil &
Indenting the required consumables to Inventory Control Department.
Income from Services: Being a maintenance department, there is no direct income, but the
Dept. provides smooth functioning of the equipment & machines of all the departments,
which generates income from their services. So the Dept. saves money by avoiding
breakdowns. Money saved is money earned for the Hospital.
Perks: I am thankful to the Hospital Management for providing accommodation.
The Bio-Medical, Electrical & Maintenance departments need one assistant each to help in
their daily work of repairs & maintenance.
To computerize registration, admission & billing sections.
Computer software for the pharmacy.
Need to increase the number of Telephone lines.
Need of stand by power supply (stand by generator) for Emergency & when there is
maintenance overhaul on the present D.G. Set.
Nurses have to be given hands on training about the working and handling of equipment and
thus reduce the damage to the equipment.
The maintenance budget should be increased as the equipments are aging and the load on
the machines is increasing daily. This will prevent maintenance to be undertaken
immediately and finished on time.
In maintenance ledger separate heads should be maintained for the expenses: Bio-Medical,
Civil and Electrical Maintenance.
This system enables the Dept. to estimate the expenses of a particular section, by the end of
Good mutual co-operation with seniors, juniors and the user(Doctors/Lab
Willingness to learn new things in the field of Bio-Medical & Maintenance of equipments.
Honesty and dedication to work in hand.
Enthusiasm to do work.
I am positive minded.
Lack of assistant (as I am the only one in Bio-Medical section).
If given required resources (like spares of equipments, manpower)we can reach near to the
point of zero breakdown time.
Improper and insufficient use the equipments to its full capacity like
• Bio-Rad Analyzer (Elisa Reader) is not being used due to less number of tests for the
machine and as the cost of the reagents is high.
• Cell counter not being used due to corrupt software.
• TMT machine, as the software is faulty / corrupt.
• Getting spares for the equipment is very difficult in the local market.
5.6 Finance Department
5.6.1 Ashish Singhal, Finance Officer (Chartered Accountant)
Date of Joining: 05th January 2004
To monitor, direct and co-ordinate all the financial activities of the hospital SJSH
To supervise and co-ordinate the function of budget, reimbursement, accounting,
account payable, receivable and cash
To ensure that the quarterly audit is carried out as per regulations.
To give accurate financial reports and ensure that all statutory requirements for PF,
Income Tax, Insurance etc., have been adhered to.
To establish an internal audit system to enable smooth flow of the financial process.
To recommend financial system and communicate to the Director / Administrator for the
required changes in the operations of cash.
• To prepare daily, monthly and quarterly statements of accounts of the hospital and
report to Director / Administrator and concerned authorities.
• To prepare the annual, quarterly and monthly budgetary guidelines for the hospital.
• Be responsible for all payment of the staff salary, ensuring necessary deductions.
• Be responsible, in liaison with Assistants for collection of indoor patients’ bills, and
report generation on daily basis.
• Be responsible for maintenance of general ledger, payment register, vouchers, daily
bank position, bank reconciliation, trial balance etc.
To liaison with the officials of Mathura Refinery, NIRPHAD and external agency as and
To attend the meetings of Internal Monitoring Committee.
To attend the meetings of Purchase Committee.
To work as an administrator in the absence of him.
To assist administrator for preparing the minutes.
To liaison with Advocates and follow up the proceedings of various suits lying in High
Court, Appellate Tribunal & Local Courts.
Received the following reimbursements from IOCL, MR:
• Rs.413027/- in May 2004 against major repair of DG Set
• Rs.15000/- in December 2004 against repair of Tube Well
• Rs.197620/- in March 2005 against Capital Expenditure
• Rs.109423/- in April 2005 against Replacement of X-Ray Control Panel & purchase of
Reduced the rates of various items by taking competitive rates from various suppliers in
comparison to budgeted amount.
Substantial increase in recovery received from OPD & IPD patients in comparison to
Prepared TDS return of NIRPHAD as a whole.
Earned leaves have been encashed with proper records and calculations.
Finally settled the Audited Accounts of financial year 2004-2005 with MOR-IOCL.
On 01st April 2005, an annual increment was given to employees for their encouragement
of morale support.
Got contract with diesel pump M/s Mohini Filling Station which helped to ignore cash
purchase of diesel.
Maintained proper record keeping of financial data.
Staff working with me
Asstt. Accountant: Full co-operation and highly enthusiastic and a keen woker.
Hard working & fighting spirit
Support from MOR officials
Good relationship with Staff of SJSH
Dependency on grants
No training facility to assistant accountant
Shortage of time to conduct Internal Audit
Shortage of Staff
To met a gap between expenditure & income
To introduce Internal Audit System
Blockage of fund as Income Tax Deducted by IOCL with Income Tax Department.
Liability towards P.F. Department, Agra if we loose our case in Appellate tribunal.
Emolument should be at par with recommendation of Pay Commission. But since
NIRPHAD is a charitable institution, it would not happen but the annual increment rate
should be at par with our National Inflation Rate.
Housing facilities & other material should be provided as per grade of an employee. (For
e.g. coolers etc.)
Work environment is excellent
Emotional stability is good
Good relationship with all staff of SJSH with the exception of one or two employees.
To introduce the staff ledger so that their individually financial record can be known at a
point of time.
To introduce the party ledger so that amount payable (party wise) can be ascertained.
To introduce the system of imprest for petty purchases so that the papers work can be
reduced in Finance.
To introduce system of Internal Audit of all department of SJSH by fixing two days in a
month for conducting Internal Audit.
5.6.2 Ms. Girijesh Goyal, Assistant Accountant (MA (Economics))
Date of Joining: 6 January 2003
Preparing all vouchers
Collecting all recoveries made by SJSH on behalf of IOCL and maintaining accounting
records of such recoveries, both in manual and computerized form
Liaising with the State Bank of India branches both at the Refinery and at the Refinery
Ensuring payment of all statutory dues, including TDS & PF, within the deadlines
Ensuring prompt payment of bills, including electricity bills & telephone bills, subject to
availability of funds
Preparation of salary statements, disbursement of salary and distribution of pay slips to
Liaising, along with the Finance Officer (FO), with Mathura Refinery Officers for receiving
installments of grant from time to time and furnishing them, both orally and in writing, with
the clarifications required, if any
Holding SJSH cash balance in single personal custody and making all cash payments
Maintaining and holding all files of Finance Department in personal custody
Maintaining record of PF remittances, collecting PF withdrawal applications from the
employees who leave the service of SJSH, forwarding these applications to PF
Department and liaising with Dr. Vikrant Shastri, Consultant to SJSH on PF matters, as
Assisting Mrs. Sundaram in her weekly voucher audit of SJSH and appropriately
communicating her instructions to the concerned officials
Assisting the statutory auditors in the quarterly audit of SJSH
Liaising with Mr. M. D. Agarwal, Coordinator, Ms. Archana Kaul and Mr. Rajkumar, of
Chattikara Office, on all financial and accounting matters relating to SJSH
Holding complete charge of Finance Department during the periods of absence of FO
I am well qualified and quick in learning new jobs. I am sincere and hardworking as can
be seen from my performance. Being a native of Mathura, I am attached to this place. I,
therefore, look at SJSH as a long-term employer and have no intentions of job-hopping.
Therefore, benefits of any investment that SJSH may make for my training, or otherwise,
will accrue to SJSH itself. I have excellent relationship with all employees of SJSH,
barring one or two. I have excellent rapport with all the employees of State Bank of India,
Refinery Township Branch. I also have excellent rapport with the concerned officers of
the Mathura Refinery.
I am generally not outspoken. Therefore, I have not been able to properly communicate
to the top management of SJSH about my performance.
Regular interactions with the bank officials, refinery officials, statutory auditors and
employees of SJSH, at all levels, have been leading to continued improvement in my
knowledge and skills
The incumbent, in the post of FO, has been changing every few months. Every new FO
brings with him a new work style. Adopting myself to different work styles at frequent
intervals has been creating difficulties. There is always the risk of somebody walking
away with one or more bundles of cash while I am busy counting cash. I also carry large
amounts of cash to the bank and from the bank to SJSH in a plastic carry bag. There is
always the risk of one or more bundles of cash falling down. I am not paid any special
allowance for handling cash. Further, I am not provided with any brief case, with a
locking arrangement, for carrying cash to and from the bank.
I have no source of income other than the salary paid by SJSH. As SJSH has not
provided me with any residential accommodation, despite request, a good chunk of my
salary goes towards payment of rent. I am finding it extremely difficult to make my ends
meet with my current salary.
5.7 Inventory Section, Ramesh Kaul, Inventory Control Officer
Date of Joining: 01-04-2002
Swarn Jayanti Samudaik Hospital (Owned by IOCL) and managed by NIRPHAD is working
in different areas like hospital management, up-lifting weaker sections, education
awareness, health related programmes etc. Community alleviation of poverty is NIRPHAD’s
So far as the working pattern is concerned has changed and improved a lot, to make it
convenient for all the staff by setting up a Purchasing Committee for prompt decision and
action of any sort of work at different levels.
Relationship with the seniors & juniors depends upon the work environment of an
organization as a whole, because no organization can grow independently, it is only the
collective efforts of every staff member working towards achieving the goals of the
organization which will give maximum output.
Training programmes should be organized to encourage work ethic which can improve the
performance of every worker.
Lectures and workshops on different issues, will help the staff to build their personality & as
well as organizational growth. Recently attended a lecture delivered by Mr. Prasad on the
personal growth, was very useful and impressive. Such workshops should be arranged
regularly not only for encouragement but also for developing the staff personality and
Regarding Housing facility NIRPHAD has made it convenient for the employees, by
providing them an accommodation, electricity and water round the clock, with the nominal
Have set up the complete system for the whole material management department.
Complaints related to shortage of supplies, is minimal.
Each and every item is documented.
Proper system has been set up in the Department, which can function independently.
Purchasing Committee has been set up for acquiring of items required by the various
When, where and from whom the material is to be purchased, this important decision is
taken by the Purchasing Committee.
The Dept. has developed a system in which all items, are computerized.
Supervising the issue of goods by checking the quantity and quality as per the purchase
orders and registering them for future reference.
Preparing purchase orders of items of different departments for the approval from the
Checking of stock weekly / monthly basis for adequate storage.
Another responsibility is of maintaining department-wise consumption report and submitting
to the administration for their record.
Keeping daily record for the purchase and consumption of oxygen and submitting monthly
data to the Administration Department.
Keeping daily record of the issued items department wise.
I am self confident having good mutual understanding with all the staff. Aim to work with
dedication and honesty.
Need to explore how to improve the Dept further.
Innovation will be the need of the hour.
In-depth study by Management or external expertise will reveal the weaknesses at mid
term assessment for mid-course corrections, or final correction, after final evaluation.
Sometimes lack of cooperation and coordination at all levels, which is a drawback for
Approx Consumption of Department for the Year April 2004 - March 2005
GENERAL WARD 94,497.49
PATH LAB 28,786.86
X-RAY DEPT. 3,61,429.33
OPERATION THEATOR 26, 753.51
O P D DEPT. 466.80
5.8 Electrical and Heavy Equipment Department - Siya Ram Verma
Date of Joining: 22 June, 1999
The Hospital is equipped with modern facilities. Electrical Department maintains the D.G. Set,
Water Treatment Plant, Sewage Pumps, Fire System. Lift and EPBAX are designed for totally
automatic operation. The facilities of central air conditioning provide better care and safety of
Mr. S.R. Verma - Electrical Engineer
Mr. Mohan - Technician
Mr. Ajay - Technician
Mr. B. Dayal - Technician
Mr. Rajender - Ward Boy
Responsibilities: Maintenance of the following equipments:
Electrical substation 11KV/415V, 1.6MVA
Water Treatment Plant
Lift-(26 persons, capacity)
Required to change 25ltrs. Transformer oil in Transformer No. One.
Required testing of Transformer oil of Transformer Ist. & IInd.
Required cleaning radiator of D.G.set.
To replace two bases set of EPABX.
Repair two Nos. compressor of central air conditioning, which broke down.
Battery and battery charger of fire engine requires maintenance.
Sump pump requires maintenance.
Window A.C. requires maintenance.
Spares and other materials, which are in regular use, must be kept in the store.
The Dept., requires back-up power supply for the operation theater and emergency section;
when D.G.set is under routine maintenance, or breaks down.
Requires extension of No. 20 in EPABX.
U.P.S.E.B. break-down Hrs too high. Negotiations are in nhe final stages with the Indian Oil
Corporation, Mathura Refinery, for a direct line from Refinery Nagar, which will save about
Rs. 36 lakhs per year.
5.9 Medical Records Department - Vincent Raj, Medical Record Officer
This is my 5th year serving in this Institution. I am very happy and I enjoying my work and my
association with the staff.
In-charge of reception, registration, IPD and OPD billing, medical records and ambulance
Completing all functions of MRO
Daily, monthly, yearly statistics
Daily ward census
Maintaining admission / discharge register
Custody of IPD patients records
Maintaining death records
Attending court cases with Hospital records
Maintaining MLC reports
Issuing medical certificates
Maintaining poor free patient records
Verifying medical bills / LIC forms
Completing all IPD patients final bills
Collecting documents from adopted villages of poor patients
Allotting ambulance for needy, poor and other patients
Releasing MLC dead body
Daily collection & cross check with clerks
One Registration clerk
One billing clerk (OPD)
One Telephone operator / Admission clerk
One Asst. Medical Record Keeper
Four staff duty emergency clerks
One Ward boy / helper
OPD / IPD / Registrations / MRD must be computerized
All staff salary must be increased
Medical Record Department must be air-conditioned
We need more wheel chairs / trolleys / and patient attendant waiting chairs (OPD)
Every year hospital building must be maintained.
OPD 2003-2004 2004-2005
Total OPD 43703 55807
New Registration 22359 28948
Old cases (follow up) 21344 26859
Male Patients (including children) 27571 35396
Female patients (including children) 16132 20411
OPD patients (from 9 AM to 1 PM) 41183 50768
Emergency patients 2520 5039
(from 1 PM to 9 AM)
OPD doctor wise 2003-2004 2004-2005
1. Dr.V.Satyawali 15138 14499
2. Dr.S.Verma 2577 8469
3. Dr.S.Bhattacharjee 12534 12858
4. Dr.A.V.Mathur 5290 6419
5. Dr.S.Nanda 5644 7911
6. Emergency 2520 5039
7. Physiotherapy - 612
Admissions 2003-2004 2004-2005
MLC admitted 203 257
Burn case admitted 79 89
RTA + others 127 337
Doctor wise IPD case (Admission) 2003-2004 2004-2005
1. Dr.V.Satyawali 657 678
2. Dr.Sujoy 746 771
3. Dr.A.V.Mathur 640 811
4. Dr.S.Nanda 216 327
5. Dr.S.Verma 94 309
Total 2353 2896
Doctor Wise Discharge / Death 2003-2004 2004-2005
Discharge Death Discharge Death
1. Dr.V.Satyawali 598 47 625 39
2. Dr.Sujoy 726 5 768 14
3. Dr.A.V.Mathur 598 40 754 45
4. Dr.S.Nanda 203 12 323 4
5. Dr.S.Verma 89 5 284 18
6. Emergency - 20 - 16
TOTAL 2214 129 2754 136
Ward Wise Admission
Admission 2003-2004 2004-2005
General ward ground floor 1413 1819
General ward first floor 685 750
Private rooms 169 222
Burns unit 82 101
ICU 4 4
TOTAL 2353 2896
Ward Wise Discharge / Death 2003-2004 2004-2005
Discharge Death Discharge Death
G. Ward ground floor 1327 74 1707 71
G. Ward 1st floor 672 3 704 14
Private rooms 158 6 274 8
Burns unit 55 24 68 25
ICU 2 2 1 2
Emergency - 20 - 16
TOTAL 2214 129 2754 136
1. Laboratory 5189 7943
2. X-ray 4776 7295
3. Physiotherapy 3568 4378
4. Ultrasound Exam 307 515
5. ECG Exam 563 1062
6. Endoscope Exam 8 12
7. Dressings 2327 2292
8. POP 384 751
9. Plaster 882 255
10. Ambulance 362 402
11. Others 1194 1329
12. TMT / PPT 3 2
13. Trauma cases 496 294
14. MLC cases 301 426
15. Poor free cases 653 1273
16. Staff free cases 583 909
17. Respiratory cases 463 613
Major cases 552
Minor cases 934
Department Test done Cash
Laboratory (IPD + OPD) 44354 986965/-
X-ray (IPD + OPD) 11038 589370/-
Physiotherapy (IPD + OPD) 5064 282745/-
VEHICLE USE AND EXPENDITURE (2004-2005)
Km Petrol / Diesel Cash
Marshal 25633 57515/-
Ambulance I (1102) 19347 52820/-
Ambulance II (9721) 28059 74400/-
STATUS OF DISCHARGED PATIENTS (2004-2005)
Left Hospital on request 349
Referred to other hospitals 97
PATIENT DAYS OF STAY (WARDS 2004-2005)
G. Ward Ground floor 6388
G. Ward 1st floor 5012
Private rooms 1180
Burn unit 647
POOR FREE PATIENT DETAILS
S.No Name of village 2003-2004 2004-2005
1. Agan pura 3 3
2. Baad 75 96
3. Bhainsa Gaon 30 41
4. Azam pur 19 48
5. Chad Gaon 25 41
6. Dhana Teja 15 26
7. Dhana Samsabad 11 15
8. Koyla-Alipur 41 38
9. Mohanpur-Aduki 82 80
10. Raunchi Bangar 58 71
11. Others 294 814
TOTAL 653 1273
REPORTS / CERTIFICATES ISSUED
1. Medical certificate 194 192
2. M.L.C 95 103
3. Medical bills 30 69
4. LIC forms 15 35
5. MLC injury reports 339 346
6. Dead body released 64 60
7. Court cases 12 25
IPD STATISTICS PATIENT AREA WISE
Year From Mathura In U.P.State Other states Total
1999-2000 1374 93 29 1496
2000-2001 1874 98 46 2018
2001-2002 1831 124 46 2001
2002-2003 1579 81 26 1686
2003-2004 1845 97 25 1977
2004-2005 2466 396 34 2896
KILOMETER WISE IPD PATIENTS (2004-2005)
Up to 10 km 1185
10 km to 20 km 981
20 km and above 730
5.10 Civil Maintenance - Athar Moin, Estate Manager
“If you work with determination and with perfection success will follow”
Activities / Performance of Department
Suggestion: minimising water loss by connecting new water line from the Head Water Tank
and utilizing the same for harvesting.
New garden area created near mortuary.
To reduce water logging near the Entrance Gate, concrete and road surfacing was
All preventive maintenance, as required on year/monthly basis completed.
New barricading done behind Nurses Hostel.
Major leakage through water outlet line of Nurses’ Hostel and Director’s residence repaired.
Analyzed Report for major/minor repairs of civil section, as required by IOCL and submitted
to SJSH administration.
All Quotations for major repairs submitted to SJSH administration (inclusive GLOW SIGN
BOARD for Hospital name)
Processes Involved In Performance
Planning: As soon as a department sends a request/complaint to the maintenance In
charge-it is processed for necessary action. If a major problem had occurred then the matter
is discussed with the administration for necessary action.
Organization / Implementation / Coordination: Maintenance Department had got a very
good coordination with all the other departments keeping it straight & simple) as all
maintenance is completed after discussion with SJSH administration. As the building is
getting older Repairs and Problems are occurring more frequently and lack of adequate
budget is a major hurdle.
Control: Since the funds are quite inadequate and maintenance department takes utmost
care in keeping things under control-so that cost over-runs do not occur. e.g. Flush Cistern
material which is quite costly, thus the replacement strategy is different in comparison to
Evaluation: New protocol of Maintenance Department as provided by SJSH Administration
is quite useful for getting maximum output. Except in cases where there is no reporting to
the concerned official and the jobs gets done. Such type of activity certainly hampers the
flow of coordination and team work.
Manpower / Tools
• One worker had been provided for doing day to day routine maintenance but since he is
involved with two other Departments (Store and Bio-Medical) hence maximum utilization
is not possible, due to which maintenance lags behind schedule.
• Requirement of one permanent helper to the department is a must and decision
regarding this issue is still pending with the Administration.
Problems / Hurdles
Sufficient planning had to be done before finalizing contracts for ancillary services especially
House Keeping and Horticulture Officer in charge must be given a chance to give a yearly
report, so that the new contract deed could be revised accordingly.
Bills of these ancillary services must be fully verified by the officer in charge as being done in
Process for major repairs needs greater efficiency so that all red tape is reduced to the
minimum, as all departments expect instant attention to their urgent requests. The
Administration and the Dept. must tackle this problem on a war footing.
In order to prevent water loss-community support must be sought.
Highly grateful to the administration for providing accommodation at M.R. Nagar.
Our maintenance team had positively contributed in providing good services to the SJSH, &
is playing a vital role in the growth of the Organization.
House Keeping/Horticulture Department standards are well maintained and comments by
eminent visitors in visitor’s book of the Hospital, speaks for themselves.
Attended IBP disaster management camp.
More Training Camps for Staff for growth, development and uplifting of services must be
conducted by the Management and at regular intervals.
Moreover a separate training department could be formed, by involving employees who
have earned expertise in certain fields like Public Relation etc. and they could be asked to
conduct these training sessions.
As a positive approach, monthly meetings with the security staff by the official could lead for
a better dialogue for solving the regular law and order situation.
Yearly Rotation of a Trophy for in House maintenance for Good Upkeep of House Keeping
and Cleanliness would give an opportunity for employees/department for getting motivated
towards keeping cleanliness in their respective Departments.
Information letter regarding-facilities must be provided to each and every IPD
(patient/attendant) so that he/she is aware of the facilities available and the rules and
regulation of the Hospital.
Stricter norms have to be adopted for provision of discipline conduct in and around the
Water Sprinkler system if connected to all the Garden water outlet pipes would reduce water
loss and result in better harvesting.
360 degree performance Appraisal system must be adopted for each and every department.
New methods like ‘Total Productivity Management’ at office (TPM-tools) must be adopted for
In order to produce the Annual report a slightly different strategy was required to improve the product-
based on the experience of the previous years. This change was necessary as there were many new
challenges for 2005, with a scope for better performance. A presentation, with discussion, was
arranged for the section heads related to: How to write an Annual Report?”
6.1 The positive fall out were the following:
Most authors have made an in-depth study of their departments.
The rubrics revealed some eternal truths.
The content was exhaustive.
The statistics were relevant.
One section had a human interest story- and how the poor are denied basic health care and
human rights are violated.
Some did access the internet, when it was available.
Suggestions for functional improvement of a department were suggested which the
Administration should consider.
The staff was willing to learn and uniformly expressed a desire for more training.
The staff did their best under the circumstances and many times went beyond their call of
duty, which sentiment was not expressed in the Reports, but was mentioned in the Meeting
of the Monitoring Committee.
6.2 “How to improve the Annual Report?”
Use standard formats, as in BMJ for medical literature.
Flowers and designs are beautiful but do not provide any substance to the Report, unless
the subject is medicinal plants.
Do not write in the first person, it is understood that the section head is the Team
leader and teacher (and has been spelt out in great detail at the beginning of each report)
and represents the Dept./Hospital. So, avoid the dangerous and narcissistic, ‘I, we, you,
yours, them, theirs, us and ours”, as no individual owns a dept. / hospital till eternity.
First person nouns and pronouns are permissible when reporting: ‘appreciation, epitaph,
commemoration, biography or autobiography, or a quote or when one has to be nailed for a
good cause in the pbilc interest’. The section head’s reports are a contribution for posterity
and many who will follow will compare, evaluate and do research. Remember SJSH is an
Institution and the very walls, if they can speak, will stridently announce that SJSH has
been to bult to last a hundred year, to serve the community. What successive Staff will
contribute will live in the records of this Institution and more permanently in the grateful
hearts and minds of the community.
Every sentence must make the reader stop and think, so make the report pithy (full of
vigour, substance, or meaning; terse). Make the report ‘user friendly’ so that the reader is
not bored to death.
Make the shortest sentence, which has religion, sex and mystery. Précis writing and rapid
reading is an art which needs long hours of practice.
Standard grammar, spelling and composition, is a must.
Use a PC spell check and for grammar. Make a habit of using the dictionary, especially
when in doubt. One will be surprised how the knowledge base and vocabulary will improve
beyond one’s imagination
Make sure that the report accurately represents the narrative and statistical data of the
Suggestions should be relevant, feasible and not opinionated or, critical of peers,
colleagues or superiors. Be not judgmental.
Data must be comparable to the local, regional, state or national standards.
If the report is a critique, the analysis to come to a conclusion should include at least 350
cases to be relevant.
All the staff had mentioned emoluments. For NIRPHAD to take up this matter with
MOR/IOCL, the staff should provide:
• Present salary
• Salary of comparable staff in Mathurah
• Housing, electricity, furniture, “mediclaim” and free medical care; legal protection, if a
couple, what are the total emoluments?
• Private practice income
• Conference reimbursement and tenure of service
Fairness is a human right and a staff member pointed out the disparity between and
diploma holder and a post graduate should not be more than Rs. 500, whereas it is Rs.
5000/- in SJSH. The Medical Suptd. should confirm this figure.
• Another comment was that SJSH was not in par with the 5th Pay Commission. The
Administrator should confirm if this statement applies to SJSH.
• The above two questions raise more fundamental questions as to the disparity
between Class I, II, III and IV. How much should it be?
• The Staff is not in a position to lay the foundation for graded self-reliance and a
conservative estimate is a corpus fund of Rs. 24 crores, so that the interest of about
Rs. 1.9 crore can be used for recurring expenses.
• IOCL undertakes all capital expenditure.
• It boils down to supply and demand, which IOCL seems to use in sanctioning a budget
and this is the bottom line.
• Can the Staff of SJSH make a demand to revise salaries, if so, what is the hard
• NIRPHAD is struggling with the above issues in the Eye Dept and Unit I of Child
Focused Community-based Development Programme- as recurring grants have dried
up from the donor agencies.
• Administrator and the Medical Suptd. should arrange a debate and invite Chatikara
senior staff and produce a white paper, which NIRPHAD can examine before
presenting to the IMC.
• Finally: Assess the impact of one’s report and feel deep inside if the satisfaction
quotient has been reached and if the Report, to use a boxing term, is a ‘knock out
presentation with a powerful punch and pizazz’ for a victorious and glorious
In evaluating the Report it was noted that an assessment of the Chatikara Community
Eye Servcies will be evaluated by the CBM at the SARO (N), Delhi and the CBM,
International, Bensheim, Germany, (routinely, done every year).
The Child Focused Community Development Programme will be assessed by the
HCDI at Poona and the KNH in Duisburg, Germany.
RCH-II- will be assessed by NGO Coordinator, HM-UP with the help of the CMOs of
Mathura and U.P.
The Agra Urban Health Programme- even though in its infancy will be assessed by EHP
NABARD programme is assessed by its Agra/Lucknow offices of NABARD
Mathura Federation of Rural Women: will be evaluated by UN. Global Fund for Women,
SJSH- performance is assessed by IMC (MOR) and MC (a mandate of the Hon. S.C). But
these groups do not go minutely through the Annual Report.
Hence, it is suggested a copy of the report must be given to section heads (class one and
two) and they are requested to assess the best Report and NIRPHAD will make the final
decision. The best presentation will be awarded a prize, at the Annual Meeting of
NIRPHAD (September 3rd 2005) and the DM, Mr. Sudhir Kumar Srivastava has consented
to give away the prizes.
A review meeting with all the section heads to be held to review ‘How to
Improve’ the Annual Report.
Acknowledgements: NIRPHAD places on record for the invaluable help
the DM, Mr. Sudhir Kumar has graciously provided in many difficult
situations, without his constant help and encouragement NIRPHAD could
not have over come some of the vicissitudes and we are ever grateful to the DM. Further,
out of his busy schedule and overwhelming exigencies in his duties, he has found the time
to grace the Annual Day meeting. I will be failing in my duties if I fail to record the help and
cooperation of every member of NIRPHAD and SJSH, without whose untiring
commitment NIRPHAD/SJSH could not have made any progress and much less the
compiling of this invaluable document, which is a labour of love. NIRPHAD’s untiring
efforts are the result of team work and we salute the section heads for their special
efforts in documenting the activities of their departments- a crucial tool for evaluation.
A special thanks to the donor agencies who have continued to support NIRPHAD even
when we have not risen to their expectations. Their role has been of enablers who were
most encouraging even in times of real and apparent shortcomings.
The Members of the Board/ Society of NIRPHAD and the various Committees
including the IMC and MC have contributed of their mite not only during the meetings but
when ever there was a need for discussion / or important advice. To them NIRPHAD owes
a special thanks.
NIRPHAD also recognizes with gratitude the unstinted services of the Auditors M/S
Gulliani and Co. and all of us are grateful to them the Annual Report would not have
reached your hands today, without the xpertise of Archana Kaul (NIRPHAD field Office),
Ruchi Shukla (SJSH Office); Arjun Arthur Bhalla (web manager) and B.Lall (besides being
a Monitoring Officer) is the major domo and makes sure that all documents reach the
members on time.
Finally, the leaders of the community have made it possible for NIRPHAD to implement
the various programmes and it is our fervent hope that they will make the vision and
mission of NIRPHAD come to fruition with their undying support, which is essential for
graded self reliance and make the progrmmes reach the masses. To them and to the
un-sung heroes in he community and the consultants we can only say thanks a million
and God bless.