The mission of Arogyanubhuti Foundation is :-
\n(i) “Health for all” within the shortest possible time, with minimum efforts, and without disturbing the daily routine. (Theme 7.4) and
\n(ii) Liberty, Equality and Fraternity to be the base of human interaction. (Beyond 7.4)
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Arogyanubhuti Foundation - Why and How?
\nAround ten to twelve years ago, I was in Nashik, staying with Sanjeevani Devdhar and Ravi Devdhar for a workshop. It was during this time that I met Shri Bhishmaraj Bam. Both Bam Sir and his wife, Sudhatai, had participated in the workshop.
\nBam Sir appreciated my work and encouraged me, but he also asked me a thought-provoking question:
\"Madhav, I have no doubt that you will continue this work for life. But what is your plan for ensuring that this work carries on after you? That interests me even more.\"
I responded, “Sir, I have some plans in mind, and in due course, I will try to give them a concrete shape.”
\nTo establish a thought as a permanent movement in society, an effective medium is needed—a strong organization. With this in mind, I had been making various efforts for three to four years, but I was unable to decide on the best course of action.
\n● Should I form a trust? (But the charity commissioner's system is exhausting—I wouldn’t be able to handle it.)
\n● Should I set up a company? (Strict tax filings, penalties for non-compliance, heavy auditing expenses—this wouldn’t be feasible either.)
\n● Should I register a society? (I was struggling to find even two committed people—where would I get seven members?)
\nI was caught in this dilemma. The more YouTube videos I watched and the more experts I consulted, the more confused I became instead of finding clarity.
\nFinally, reluctantly, I decided to go ahead with a trust. I purchased stamp papers, finalized the trust deed, and after multiple failed online submissions, I personally submitted the documents at the charity commissioner's office.
\nAnd then, COVID-19 struck.
\nWhen I revisited the office after the pandemic, I was informed that my submitted documents had been lost, and I was asked to reapply from scratch.
\nAt this point, my patience began to wear thin. Mentally, I apologized to Bam Sir and decided—\"I will continue this work as long as I am here. What happens after me, let destiny decide.\"
\nTwo to three more years passed, but my mind refused to stay at peace. It was as if destiny itself was urging me:
\"I will do what I must—you just keep doing your part.\"
So, I got back to work and started gathering information all over again.
\nOne day, I discussed the issue with Subhash Trivedi, a former student and a chartered accountant by profession. He casually asked me:
\"If you have issues with trusts, companies, and societies, why not establish an AOP (Association of Persons) instead?\"
And just like that, my problem was solved in an instant.
\nUntil then, I had never heard of AOP.
\nThe biggest drawback of an AOP is that its income is taxable and does not qualify for an 80G certificate, limiting donation possibilities. It lacks the status of a company and the credibility of a trust.
\nHowever, it also has significant advantages, which—considering my vision and approach—seemed more relevant and practical.
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In our country, a person who has never touched soil can become the president of a wrestling organization, and someone who has never held a bat can become the head of a cricket association.
\nI once asked a lawyer if it was possible to set a requirement that a leader or official of an organization should have:
\n● Hemoglobin above 14
\n● Body fat between 20-25%
\n● Blood sugar below 110, etc.
\nHe slapped his forehead and said, \"Which world are you living in? You don’t seem to be from Earth. No legal structure allows such conditions. You should abandon this idea.\"
\nBut the good news is that I found a way through the AOP (Association of Persons) structure, where I had the freedom to impose such conditions. Today, in our organization, trustees can hold their position only if they meet specific fitness standards. If their fitness declines, they are given six months to improve. If they fail, they are shown the door. (This rule, of course, applies to me as well.)
\nA trust has to report to the Charity Commissioner, a company has to report to the Central Government, and a society has to report to the Registrar—all of which are strictly monitored.
\nHowever, an AOP is not required to report to any authority. We are completely independent.
We can set our own rules, implement them as we like, and we do not need approval from any government body.
In our organization, no official can serve beyond two three-year terms. Ideally, they should not hold leadership positions ever again. The goal is to pass on responsibilities to fresh minds rather than having lifelong presidents or politicians who keep getting elected for decades.
\nIn our country, we glorify lifetime chairpersons and those who repeatedly get election tickets. I personally find this disgraceful and believe it should stop immediately. While I may not be able to change the entire system, I do not want such traditions in our organization.
\nSince we do not get any tax exemptions, I know we won’t receive large donations.
\nOur organization will be sustained by lifelong members, but nobody can become a member just by donating money.
\nTo become a lifetime member, one must:
\nOnly then can they become a lifetime member. This level of effort ensures that only truly dedicated individuals join.
\n● No requirement for annual audits by a Chartered Accountant—we can appoint any suitable person for financial checks.
\n● The organization is permanently banned from purchasing property, land, or buildings.
\n○ If needed, we can rent a hall or ground for a few days.
\n○ This prevents future disputes over property and ensures smooth operations.
\n● Since most of our work is online, our ability to function is unaffected by the lack of physical assets.
\nOur theme, protocols, and training structure are completely under our control.
\nWhile trainers have freedom in:
\n● Choosing fees
\n● Deciding on discounts
\n● Holding programs in AC halls or under trees
\nThey have no freedom to alter the content of the programs.
\nJust like in schools, where different institutions and teachers follow the same syllabus, in our organization, the core training structure must remain unchanged.
\nOther than training, no paid activities are allowed under the organization’s name.
\nIf any paid activities occur, members must conduct them in their personal capacity, separate from the organization.
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\nAll these rules have been formulated based on the sweet and bitter experiences I have had in life so far.
\nSomeone once asked me a sarcastic question:
\"Aren’t you going to run charitable initiatives like distributing free books, free sewing machines, free clothes, or free food grains?\"
I replied, \"No.\" Running any such free distribution initiative is not on the agenda of our organization.
\nMany years ago, a colleague of mine told me one day,
\"Three and a half years ago, you insulted me, and I am still hurt by it.\"
I said,
\"You fool! Why didn’t you tell me back then? At least I would have had a chance to correct myself!\"
Ironically, I insulted him again by calling him a fool, and I didn't even realize it at the time.
\nIf we don't express the pain in our minds properly to the person involved (at the very least, talking to me directly), then:
\nKeeping things bottled up helps no one.
\nIn Arogyanubhuti Foundation (our organization), if anyone ever has any unpleasant feelings about me, they must tell me within 24 hours.
\nThis way, I get a chance to improve myself, and they don’t have to suffer from the harmful effects of stress hormones.
\nIn recent times, two incidents have taken place that made me feel that implementing this rule was absolutely the right decision.
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