Organogram

The effective functioning of creches depends largely on the timely recruitment and appropriate placement of human resources at different levels. The initiative follows a decentralised human resource structure to ensure that roles and responsibilities are clearly defined and staff are able to perform their duties efficiently. This structure allows optimal utilisation of human resources and supports the achievement of programme goals. Human resources are engaged in phases by the NGO partner, based on the number of creche units being managed. The overall human resource design considers the nature and intensity of work, as well as geographical factors such as distance, terrain, and accessibility, which vary across states.

In principle, care should be taken to eliminate the scope of hierarchy based on the organogram. The sole objective of sharing the organogram is to provide a sense of ownership and flow of information within the established structure. The effort must be made to establish a collaborative work culture.

The above structure ideally is for one creche unit. A group of 40 creches is considered a creche unit. The Program Manager is the overall in charge for the entire creche operation. Other cadres mentioned play significant and specific roles in supporting and ensuring smooth operations. The human resource structure may look a little different for CSOs starting with 20 or a smaller number of creches. The same can be discussed and established as per the need and the context. However, Cluster Coordinator, Creche Supervisor and Logistic Coordinator will continue to be the key personnel and others can play their roles in partial capacity. The introduction of Safety Coordinator is only when the number of creches is 40 or more.