CRY works towards
restoring basic rights to underprivileged Indian children.
CRY acts as a link between the millions of Indians who
could provide resources and the thousands of dedicated
fieldworkers struggling to function for lack of them.
Their role is to enable and in so doing create an institution
that is a unique model of a community movement that takes
responsibility for its weakest and most vulnerable members
and motivates and catalyses change on their behalf. CRY
focuses on the four basic rights of children. These were
defined in 1989, by the United Nations Convention on the
Rights of the Child, an international human rights treaty
to which 191 countries, including India, are signatories.
1. the right to survival - to life, health, nutrition,
name and nationality 2. the right to development - to
education, care, leisure, recreation 3. the right to protection
- from exploitation, abuse, neglect
to participation - to expression, information, thought
The CRY Board – reflection
and steps ahead
- The CRY Board came together
as a group of associates of the founder of the organization.
New members have been added over the years to replace
exiting ones and/or to add skills deemed necessary.
- A common belief and shared
vision of reaching out to the underprivileged children
of India formed the basis of this initial association.
- An extremely strong management
has enabled the Board to focus efforts more on long
term policy and guidance.
- The CRY Board’s special
ability has been to handle organisational crises with
fortitude and efficiency
- Apart from the formal
Board meetings, individual members have been accessible
to the CEO at all times for consultations
- Individual member skills
and expertise are capitalized and every member engaged
individually based on an understanding of member motivations
and availability in terms of time and commitment.
- There is a very high degree
and understanding of accountability and review processes
and systems to evaluate the performance both of the
Board and the management exist and are practiced
- Communication by the CEO
to the Board is optimal with all important events, developments
being communicated immediately with opportunity for
- The relationship between
the Board and the CEO/management, although non hierarchical,
has well established accountability systems in place.
- The Board does not micromanage
and there is clarity in where the role of the Board
stops and that of the management commences.
- CRY has grown at a rapid
pace since its inception and the needs at the Board
level are now rapidly changing.
- There is a conscious awareness
of the same within the Board and the management and
strategies to implement these changes are under discussion
CRY may be contacted
Estate, Sane Guruji Marg, Mumbai - 400 011 Tel -
0091-022-2309 6845 / 2306 3651 / 3647 e-mail: email@example.com