Administration, Welfare and Development Services II: The Components of Administration from Planning and Staffing to Budgeting, Monitoring, Evaluation, Networking and Public Relations; Strategies and Mechanisms of Administration; and Fund-Raising, Grant-in-Aid, Resource Mobilisation, Financial Administration and Social Marketing

A budget is a financial plan that translates the agency's programme into money. A line-item budget lists expenditure by object (salaries, rent, travel, materials) and is simple to control but says little about results. A performance budget relates expenditure to activities and measurable outputs. A programme budget, as in the planning-programming-budgeting system, groups expenditure by programme and objective. Zero-based budgeting, developed by Peter Pyhrr in the late 1960s, requires every activity to be justified afresh each cycle rather than building on the previous year's allocation. Outcome budgeting, introduced for Government of India ministries in 2005, links outlays to outcomes, and gender budgeting examines the impact of budgets on women and girls. A good agency budget is realistic, linked to the plan, participatory in preparation and monitored against actual spending.

Monitoring is the continuous tracking of implementation, whether activities are carried out as planned, resources used and outputs delivered, so that problems can be corrected. Evaluation is the periodic, systematic assessment of a programme's relevance, effectiveness, efficiency, impact and sustainability, the criteria of the OECD's Development Assistance Committee, to which coherence was added in 2019. Michael Scriven (1967) distinguished formative evaluation, which improves a programme while it runs, from summative evaluation, which judges its worth at the end. The results chain runs from inputs through activities and outputs to outcomes and impact: training 200 mothers is an output; improved child feeding practices are an outcome; reduced child malnutrition is the impact. A theory of change makes explicit why the chain is expected to work. Networking connects the agency with other agencies, government, academics and donors for referral, learning, joint advocacy and resources. Public relations builds understanding, trust and support among the public, the media, donors and government, through annual reports, a website and social media, events, and above all transparency about what the agency does and how it spends its money.

Decision-making is at the heart of administration. Herbert Simon (Administrative Behavior, 1947) showed that administrators work with "bounded rationality": limited information, time and capacity lead them to "satisfice", choosing a satisfactory rather than an optimal option. Social workers contribute to decisions in several ways: they bring knowledge of users' needs from the field, they speak for users who are absent from the table, they apply social work values to choices about eligibility and priorities, and they promote participative decision-making in which staff and users have a voice, which improves both the quality of decisions and commitment to them. Communication in an agency flows downward (instructions, policies), upward (reports, feedback, grievances) and horizontally (coordination among peers), through formal and informal channels; barriers include hierarchy, jargon, overload and distrust, and an administrator's task is to keep channels open in all directions.

Role description, set out in job descriptions and organisation charts, defines each position's responsibilities, authority and reporting lines; clear roles reduce role ambiguity and role conflict, which are major sources of stress and inefficiency. Functioning is reviewed through supervision and appraisal. Sustainability of programmes means that benefits continue after a particular grant or project ends. It has several dimensions: financial (diversified funding, local contributions, government linkage), institutional (capable local organisations and leadership), community ownership (users who value and manage the service), technical (appropriate, maintainable technology) and environmental. The practical instrument is an exit or transition strategy planned from the start, for example handing over a crèche to a panchayat with a budget line, or linking a self-help group federation to banks so that it no longer depends on the NGO.

Grant-in-aid is financial assistance given by government, or by bodies such as the Central Social Welfare Board, to voluntary organisations to carry out approved programmes. Its principles are that grants support needed services the state wishes to see provided, often through organisations closer to the community; that the organisation is registered, has a track record and sound governance; that it often contributes a share of the cost; that funds are used only for the sanctioned purpose; and that the organisation is accountable through accounts, audit, reports and inspection. The procedure typically runs: application in the prescribed form with registration documents, audited accounts and a project proposal; scrutiny and inspection, often by the state government or district officers; sanction; release of funds, usually in instalments; submission of a utilisation certificate and audited statement of accounts before the next instalment; and monitoring and evaluation. Delays in release, heavy paperwork and short grant periods are the usual complaints; misuse and weak monitoring are the usual concerns on the government side.

Resource mobilisation widens the base beyond grants: individual giving (monthly donors, campaigns, events), institutional donors (foundations, bilateral and multilateral agencies), corporate social responsibility funds under section 135 of the Companies Act 2013, government schemes that the agency can access for its users, crowdfunding, earned income and social enterprise, and in-kind resources and volunteers, the last being resources too. A diversified base reduces dependence on any single funder. Financial administration covers budgeting, accounting (a receipts and payments account, an income and expenditure account and a balance sheet), internal controls (separation of duties, authorisation of payments, bank reconciliation), statutory audit, compliance with society, trust, income-tax and FCRA requirements, and financial reporting to the board and donors. For a welfare agency, sound finance is an ethical matter as well as a technical one, since the money is held in trust for the people it serves.

Philip Kotler and Gerald Zaltman (1971) defined social marketing as "the design, implementation and control of programmes calculated to influence the acceptability of social ideas and involving considerations of product planning, pricing, communication, distribution and marketing research". It applies marketing techniques to promote behaviour that benefits individuals and society, such as immunisation, hand-washing, family planning or refusing dowry. Its mix adapts the four Ps: the product is the behaviour or idea and its benefits; the price is what the audience gives up, in money, time, effort or social cost; place is where and how the behaviour or service is made accessible; and promotion is the communication. Some writers add publics, partnership, policy and purse strings. Its process runs through formative research and audience segmentation, planning, developing and pre-testing messages and materials, implementation, and monitoring and evaluation with feedback into the next cycle. Indian examples include the Nirodh condom programme launched in 1968, the pulse polio campaign and sanitation campaigns.