Organisation understanding-AKRSP (I)

1. INTRODUCTION

AKRSP (I) is a non-denominational, non-government development organization with its central office located at

Ahmedabad.

Aga Khan Rural Support Programme (India)

Choice Premises, Swastik Cross Road
Navrangpura, Ahmedabad - 380 009
Phone: 6427729/6427029/6427205
Fax: 6420864
Email: akrspi@icenet.net

AKRSP (I) works as a catalyst for the betterment of rural communities by providing direct support to local

communities to promote activities and develop models for sustainable natural resource use and development of

human resources. Since 1983, the AKRSP (I) has been developing and implementing participatory models for

development activities in Gujarat. The basic objective is alleviation of rural poverty through the optimal long-term

use of available land and water resources with special concern for the weaker sections of rural society including

women and underprivileged.

In 1983, Aga Khan, the spiritual leader of the Shia Ismaili Muslims, marked the Silver Jubilee of his Imamat with

the announcement of a rural development programme for India during his visit to Gujarat. In 1984 the Aga khan

Rural Support Programme (India) was registered under the section 25 of Companies Act as a non-profit making

company and started its activities in the state of Gujarat.

As His Highness Aga Khan mentioned:

“AKRSP (I) can contribute in India to the creation of an enabling environment in which rural people can identify

their needs and priorities and with professional support, organize themselves to improve the quality of their lives.”

Based on the vision statement of His Highness AKRSP (I) has formulated its own mission statement which is as

follows”

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 Organisation understanding-AKRSP (I)

“AKRSP (I) exists to enable the empowerment of rural communities and groups, particularly the underprivileged

and women, to take control over their lives and manage their environment to create a better and more equitable

society.”

The first chairperson for AKRSP (I) was Dr. Verghese Kurien, the then Chairperson of NDDB, father of white

revolution in India. The Board of Directors plays a major role and is drawn from the development, corporate and the

research sectors.

1.1 BASIC PHILOSOPHY [Source: Administrative Manuel AKRSP (I)]

• AKRSP (I) would not function as a funding organisation but would provide direct support to village

institutions.

• Since natural resources are common to almost all rural areas, better management of these natural resources

can enhance the rural livelihoods substantially. So the board of directors felt that an NGO should focus on a

particular functional area, otherwise there is no sustainable impact of its work. Hence AKRSP9I) decided to

work on rural livelihoods enhancement and not rural health and educational issues. Initially it would work

in the primary sector to develop a strategy for optimal long-term use of available land and water resources

at high level of productivity through improved technology, appropriate innovations and management

techniques.

• Development activity should be routed through village institutions. Since AKRSP (I)’s mission is to

empower rural communities it would not work directly at the village level but promote village

organisations which work towards improving the livelihoods of their members

• AKRSP (I) believes that the poorest communities require the best quality inputs. There fore it employees

professionals of multiple disciplines to work together for improving rural livelihoods. AKRSP (I) also

believes in a learning process approach wherein it is continuously learning through doing.

• Rural livelihoods are influenced by many factors and policies at the local, state, national, and international

levels. Hence working at the micro level is not sufficient. Therefore AKRSP (I) decided to work both at

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micro and macro level to create an enabling environment to improve livelihoods. This two-pronged

approach leads to wider application of its micro level activities.

Figure 1: Approaches for Rural Development

Micro: field Macro:

implementatio research,
n and training &
community policy
development advocacy

SUSTAINABLE RURAL DEVELOPMENT

1.2 VALUES [Source: Administrative Manuel AKRSP (I)]

The interventions of AKRSP (I) based upon some values and those are equity, participation/team work,

environmental concern, professionalism, excellence and sustainability.

Equity: it is not the same as equality. It does not assume that every one can be equal. It means having equal

opportunities foe access and control.

Participation/teamwork: it aims to give everyone equal opportunities for input. At organizational level, it is not the

same as democracy. Here, while decisions should ideally be in consensus, a team will have a designated leader

empowered to take final decisions.

Environment: it includes natural and human resources.

Professionalism: it symbolizes efficient and effective in performance with required competency. Commitment,

integrity and honesty in attitudes and measured input and out put in work.

Excellence: it means quality, precision, efficiency and growth.

Sustainability: people’s acquired ability to sustain a process of development on their own and people’s acquired

ability to maintain project interventions on their own.

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2. ORGANISATION STRUCTURE

Chairperson

Board of Directors

CEO

Organisation Support Team Development Support Team

Finance Spear Field Support Associates

Administration Head Policy advocacy
Human Resource dev. Team Services
Functional &logistics Research &monitoring

Figure 2: Organgram of AKRSP (I)

AKRSP (I) is working in three programme areas namely Junagadh, Bharuch and Surendranagar with its central

office in Ahmedabad. All the strategic decisions are taken by board of directors, consisting of nine members

including four female members. The board of directors consists of top management professionals drawn from

development, corporate and research sectors. Mr Naseer M. Munjee is the chairman of AKRSP (I) who is also the

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managing director of IDFC Ltd. There are three top-level committees named investment committee, personnel

committee and programme committee, which plans and make policies for AKRSP (I). The members of board of

directors constitute these committees. The board of directors appoints a chief executive officer to head the

programme that sits in the central office. There are two teams –organisation support team, which works in functional

area as finance, administration and human resources and the other is development support team, which provides help

to the programmes of AKRSP (I). The development support team is basically the managerial staff that are called as

development associates and look after the research and monitoring, policy advocacy and provides the support to the

field staff. The spear head team is the programme implementing body which is situated in the field areas where

AKRSP (I) is working .So there are three Spear Head Teams with their head offices in Gadu, Netrang and Sayla. The

Spear Head Team is headed by Area Manager who is at par in hierarchy with development associates and reports

directly to the CEO. There is a five-member team working in Bhuj as training and capacity building unit with Kutch

Draught Proofing Project (KDPP). In Anjar in Kutch district a three-member team is working with the other

organisations of Aga Khan Development Network such as Aga Khan Health Services and Aga Khan Education.

2.1 FIELD STRUCTURE

There are three SHTs Netrang in Bharuch programme area, Gadu in Junagarh programme area and Sayla in

Surendranagar programme area. Area Manager heads SHT. In each SHT there are some clusters. Cluster manager

heads the cluster. Besides in SHT there are programme specialists. Both programme specialists and cluster manager

report to area manager. In cluster office community organizers and programme assistants report to cluster manager.

They also convey their findings to respective programme specialists. Let us take the example of Netrang SHT. Mr.

Sunil Padale, the Area manager, heads this SHT. In this SHT there are four clusters – Netrang, Dediapada, Sagbara

and Mandavi. In SHT office there are various Programme Specialists like, Programme Specialists for Micro-

Enterprieses Development (MED), Programme Specialists (agriculture) etc. In each cluster there are Community

Organisers and Programme Assistants who report to Cluster Manager. Both of them are at the same hierarchical

level. There are three to four extension volunteers working under each community organiser. But they are not the

permanent employees of AKRSP (I) and they work on incentive basis.

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 Organisation understanding-AKRSP (I)

Figure 3: The Organgram at the field level

CENTRAL OFFICE

SPEAR HEAD TEAMS

Area managers
Finance &admin
Research &monitoring
Programme specialists

CLUSTER OFFICES cluster managers

Community organisers
Programme assistants

VILLAGE COMMUNITIES

2.2 COORDINATING MECHANISM

The coordination in AKRSP (I) among SHTs and central office in Ahmedabad is largely through oral

communication. The Area Managers in the respective SHTs can ring up at the central office in Ahmedabad and

discuss about the issues related to programmes with the concerned DAs (Development Associates) or the CEO if

required. Largely, it is the informal system of oral communication, which keeps the concerned Area Managers, DAs

and CEO informed about the progress with respect to the programmes carried out in villages.

Apart from the oral communication, there is a bimonthly (once in two months) coordination meeting at Ahmedabad

in which all the CMs (Cluster Managers), PSs (Programmes Specialists), Area Managers, DAs and CEO discuss

about the issues regarding the progress of the programmes going on. According to the Area Managers, they get

enough space and freedom to raise their concerns and sort out the issues through discussion. Moreover, such

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meeting also provides an opportunity for the Cluster Managers, Programme Specialists, to interact with the DAs and

CEO to get the feedback. Besides current issues with respect to the implementation of ongoing programmes, the PSs

and CMs can suggest changes, which they feel could be more effective for implementation of the programmes.

In addition to the bimonthly (once in two months) coordination meetings, that happens twice in a month, there are

frequent visits made by the DAs to the different SHTs, where they take stock of the progress of the programmes.

According to the official of AKRSP (I), one of the major reasons for its success has been the informality with

respect to communication and flexibility given to field staffs, but at the same time, they acknowledge that in the

absence of any formal mechanism like MIS, the organisation has to face a lot difficulty regarding accessing the

reports and other details in time from different SHTs and Cluster Offices. At present, AKRSP (I) is planning to

install MIS, which would probably help it to access the report the reports in time and bring greater efficiency in its

operations.

2.3 FORMALIZATION

It is basically a measure of standardization. We cannot pass any sweeping remark that the formalization is low or

high in AKRSP (I). There are certain guidelines that need to be followed in the organization. The bottom level

employees can take initiative but they have to submit a project proposal. This proposal should be acceptable. In case

of village institution there is a system of monthly reporting. For example in saving and credit programme

community organizers are supposed to send the saving and credit status of various groups of the villages to SHT

(Spearhead Team) and in the cluster office. Half yearly progress report and annual progress report are also made.

According to some employees of the organization- major objectives remain to accomplish the task. Rules,

regulations and system do not become a hurdle in achieving the objective.

2.4 CENTRALIZATION / DECENTRALIZATION

Here the approach is basically participatory. At the cluster level all the community organizers meet together with

cluster manager and chalk out their planning of the week. Some times programme specialists also come in the

meeting. According to the employees they have freedom in their work. They can take initiative. The initiative can be

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taken at the cluster level (lowest level) also. The only thing required to be done is that a proposal is to be sent to the

higher authority and it should be convincing. Fencing of the fields in the surrounding areas of Gir forest is one

example. In these area animals from the forest used to destroy the crops of the farmers. On the demand from farmers

at the cluster level it was decided that fencing of the fields need to be done. It mobilized the funds from people and

government in addition to its own fund and completed the work of fencing.

Over the years it has been tried to have a shift from “you” culture to “I” culture. In many organizations employees

ask their boss that what should they do and boss says that “you” do this. In AKRSP (I) also this was the case. Now

the boss says that you do on your own and if there is any mistake I will rectify it. Therefore now employees say that

“I” have done this.

This is one aspect of decentralization. Sometimes head office takes the decision and it has to be followed by all. For

example now MIS is being developed for AKRSP (I) by some consultants. The decision of having an MIS was taken

at the central level. As far as the implementation of the programmes is concerned, employees have freedom.

2.5 COMPLEXITY

Complexity comprises three parts- horizontal differentiation, vertical differentiation and spatial differentiation.

Horizontal differentiation is low to medium. There are mainly three departments- research and monitoring, finance

and human resource development. But for various programmes (research & monitoring, watershed plus, salinity,

agriculture business etc.) there are development associates. Vertical differentiation is low. It is a flat organisation. At

the top there is CEO. Below him there is area manager/ Development associates. Further below in hierarchy is

programme specialist/ cluster manager. And at the lowest level there is community organisers/programme assistants.

Spatial differentiation is low to medium. The geographical spread of the organisation is limited to three areas only.

They are Bharuch-Narmada-Surat, Surendranagar and Junagadh. Now they are also working in Kutchh.

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2.6 HUMAN RESOURCE DEPARTMENT

AKRSP (I) does not have a separate HR department as such only looking at the issues related to employees of the

organisation. The HR department consists of only one staff and that is HR manager, who also looks after the

programmes related to Gir Periphery Area in Junagadh.

HR department in AKRSP (I) is focused on developing the required competencies in employees through various

workshops, and training programmes to carry out various tasks, developing a healthy organizational climate, and

motivating employees for better performance.

The main objectives of the Human Resource Department of AKRSP (I) are to orient the new employees to the

culture of the organisation, giving clarity about tasks, analysing performance, identifying potential, developing

competency.

As part of reward and incentives, people doing good work in the organization are given more freedom and flexibility

for implementing the projects. Moreover, they are given more responsibilities, challenging tasks and independent

charge for implementation of programmes.

There are certain provisions for punishment as such for employees, who are not doing their work effectively

compared to other employees. Such employees cannot be promoted to higher position and in some cases their

increments are stopped. There is no demotion or sacking of the employees. AKRSP (I) offers the permanent jobs to

its employees. According to the HR manager, the work as such involves a lot of emotion and devotion on the part of

the employees. Also, the work mainly being participatory in nature makes it very difficult to evaluate the

performance of the employees.

2.6.1 Performance Appraisal

In AKRSP (I) MBO (Management By Objective) is a culture to develop a participatory and team approach to plan

and review individual and group targets and their achievements [Source: HR Manager, AKRSP (I)]. It ensures a

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continuous mutual relationship within teams and in superior – subordinate relationship. Participation in setting goals

also ensures efforts to reach the goals. Performance is assessed based on the targets set in the beginning of the year.

Each appraisee writes his objectives and result-oriented tasks within the framework of the overall mission of the

organization and each programme. Then that report is discussed with the reporting officer or the review panel.

Then a detailed plan is set on the basis of consensus. Then during the appraisal time a system of self-appraisal is

done to provide the appraisee an opportunity to report on his performance, outstanding achievements, difficulties

faced, any suggestion for improvement and developmental needs.

2.6.2 Promotion

Promotions are considered on the basis of merit cum seniority. For promotion of any employee to be considered

there must be a vacancy. The competence will be determined on the basis of the recommendation by the area

manager. And among the recommended staffs one or as per the availability of the positions will be promoted.

2.6.3 Training

A new employee is generally kept on probation period of six months and after that only he becomes a permanent

employee. During his probation period, his performance in the given areas is monitored. Such new employees have

to go through various training programmes like gender sensitization training, and trainings related to his areas of

works. This kind of training is called New Staff Orientation.

There is a system of regular exposures, workshops, seminars and training for continuous up gradations of their skills

and learnings in AKRSP (I). The employees also acknowledge that they get a lot of opportunities for exposures and

trainings through various workshops and training programmes held at regular intervals.

2.6.4 Employee turnover

The employee turnover in AKRSP (I) was around six percent last year [Source: HR manager, AKRSP (I)]. The

turnover is mainly in upper positions. The organisation is a flat one and therefore there is not much scope for

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promotion. They use AKRSP (I) as a platform for a better job in other organizations as it has a good reputation in

development sector. But the turnover in lower level is very less. At the lower level employees think that they are

paid better than what is offered in other organizations.

2.7 FINANCE DEPARTMENT

The Finance Department is one of the most systematic departments in terms of the functioning and record keeping.

There are five staff in the finance department including the finance manager at the central office in Ahmedabad. The

cashier and accountant report to the finance manager whereas the finance manager reports directly to the CEO.

AKRSP (I) is registered as Section-25 Companies. It follows the norms of FCRA (Foreign Currency Regulation Act)

with respect to the grants that it gets from various sources. All the grants are treated as income for the organisation

and exempted from paying the income tax. Like other ogranisations, it prepares a detailed Financial Statement

(Balance sheet, Income and Expenditure statement) and there is a yearly audit of its accounts. The accounting

system in AKRSP (I) is computerized to a large extent, both at the central office and the different SHTs.

2.8 RESEARCH AND MONITORING

• Research and monitoring department analyzes the regular progress of an intervention from the half yearly

and annual progress report.

• It measures the impact of the programme for giving any further feedback to field staff to improve the

effectiveness of the programme.

• It provides certain formats to the implementing staffs for collecting information from the beneficiaries.

• It acts as a liasing agency between AKRSP (I) and the funding agencies by explaining them about the

progress and effectiveness of the funded project.

• It also undertakes baseline surveys in order to measure the impact of interventions made. (Source:

Manager, Research and Management)

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3. SELECTION OF PROGRAMME AREAS

AKRSP (I) started its activities in the state of Gujarat where environmental degradation had impacted rural

livelihood substantially and where the government was positive in its approach to working with NGOs. The states

considered were Andhra Pradesh, Gujarat, Orissa, Rajasthan and Madhya Pradesh. Since the chances of influencing

the state were the highest in Gujarat it was chosen as the state where AKRSP (I) could launch its programmes

(Annual Report 2002). AKRSP (I) wanted to develop models for participatory management so it selected

programme areas, which were socio geographically distinct from each other. The three environmentally challenged

and economically vulnerable regions of Gujarat: Bharuch/Surat/Narmada, Junagadh, and Surendranagar districts

represent distinct economic, environmental and social conditions, which allow AKRSP (I) to develop models that

suit each unique region.

• Bharuch: Its field office is at Netrang. A socially homogenous tribal society and an under managed natural

resource base constitute this area which is one of the poorest in the state. AKRSP (I) focuses on income

generation, increasing agricultural productivity through a watershed treatment approach. Micro enterprise

activities for those without land have emerged as a new theme for addressing the livelihood of the poorest.

• Junagadh: Its field office is at Gadu. Junagadh is one of the richest districts of Gujarat. A multi caste society

with a large number of commercial farmers typifies this district. Over exploitation of the rich natural

resource base has led to serious problems, particularly salinity due to seawater ingress. AKRSP (I) is

promoting ground water recharge and water management through micro irrigation to combat salinity. It is

also working with the local communities for sustainable use of the Gir forest.

• Surendranagar: Its field is at Sayla. In addition to a poor natural resource base, this drought prone district is

conflict ridden due to a feudal, multicaste society. AKRSP (I) focuses on drought mitigation through water

management and agricultural methods suited to limited rainfall.

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 Organisation understanding-AKRSP (I)

3.1 FIELD INTERVENTION STRATEGIES

Participation of rural people at every stage, from project selection to design, implementation, and management is

central to all aspects of work and the delivery of AKRSP (I)’s mission. AKRSP (I) channels its support at the

community level by supporting the development of village institutions (VIs) so that they are empowered to take up

the delivery and management of their development activities. A gender and development approach underlies all

programmes to ensure that development benefits reach both male and female community members. AKRSP (I) staff

and village extension workers use Participatory Rural Appraisal (PRA) methods and exposure visits to encourage

community member participation and to train village institution members for skill development. Community

contributions (e.g. cash, materials, labour) and participation encourage ownership and responsibility for the future

management and maintenance of projects.

AKRSP (I) has over the years evolved an approach where in village organisations, which address the issue of

inequities within the village, are promoted and empowered to take an increased responsibility with decreasing

dependence on AKRSP (I).

4. OPERATIONS

AKRSP (I) had been engaged in a project called Community-Managed Natural Resources (CMNR) from 1994 to

2001. Based on its seven years of experience AKRSP (I) changed its programme to Sustainable Community Based

Approach To Livelihood Enhancement (SCALE) project. Under SCALE project it has adopted a thematic approach

by selecting nine themes or issues in its three programme areas. These themes are discussed below.

4.1 PREVENTION OF SALINITY INGRESS

Twenty years earlier coastal tract of Junagadh district was known as “Lili Nagar” the green belt. Over last 22 years,

with the advent of diesel pumps and electric motors, there was rapid increase in the number of wells and tube-wells

along the coast. Over exploitation of groundwater extraction led to seawater ingress, which now spread over 10-15

km inland. TDS (Total Dissolved Salt) level of water in villages is generally more than 2000 ppm (Parts Per

Million). The average rainfall in the area is 700 mm, however, the natural recharge of groundwater is very low.

There was an incremental progress of seawater intrusion due to decrease/exhaustion of fresh water quantum in the

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underlying aquifers. Exhaustion of sweet water, in the aquifer created a negative hydrostatic pressure at the sea

wedge, however, on the other side seawater existing at a very much hydrostatic pressure, resulting in the shifting of

saline and sweet water mixing zone towards inland.

Saline water is unsuitable for human consumption, agriculture purposes and livestock use. This has adversely

affected the living standard of life in the region, especially in case of women and children. An acute water shortage

of drinking water causes drudgery to women, who are primarily responsible for fetching water for the household, in

most of the villages as per the prevailing social tradition. The time elapsed in fetching water varies from 2 –3 hours

per day, depending upon the distance of sweet water source. The presence of saline water has also decreased

agricultural yield in the area. Salinity is causing significant social imbalance in villages and rural peoples are

migrating from this area.

4.1.1 Drinking Water

In current year, Roof Rain Water Harvesting Structure (RRWHS) was constructed between three families to address

poor class of the community, who can not afford to pay the contribution component of one structure individually.

This year, to introduce the innovative concept of shared RRWHS, an additional subsidy was distributed among the

concerned beneficiaries. The main idea was to reduce per household cost incurred. However, it was observed that

some people tried to misuse this package. Now, it is learned in this context that additional subsidy should not be

given or may be reduced, depending upon the village condition and wealth status of people. To deliver the material

of RRWHS (like papada, pedia, hand pump, PVC pipe and other accessories) trader system was adopted, to reduce

the godown work. Earlier steel hand pump was in use to lift the water from RRWHS, but corrosion problem

appeared in hand pump. A shift was made this year from steel hand pump to PVC hand pump, to avoid the corrosion

problem. However, some damages were observed in PVC hand pump, which may increase maintenance cost.

Accordingly, brass hand pumps is planned to deliver as accessory in next year.

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4.1.2 Promotion Of Drip Irrigation System

Basically for achieving sustainability in agricultural production, AKRSP (I) has been promoting efficient water use

devices like drip irrigation system and sprinkler irrigation system.

Promotion of Extension Volunteers (EVs) in implementation of Drip System installation resulted in effective and

prompt coverage of area under efficient irrigation, particularly in horticultural crops. Installation of Drip irrigation

system helped in Coconut and Betel Vine plantation that has never been practised in this area. In current drought

year, drip system irrigation protected the survival of crop, ensuring optimal water application, from existing fresh

water quantum available. It also protected livelihood of farmers, because it is a cash crop.

4.1.3 Promotion Of Sprinkler Irrigation System

In this area, groundnut is grown as major crop, and in addition to rain water, it also require support irrigation for

optimal yield. People irrigate their crop by flood irrigation, in which water utilization is more in terms of depth of

water application and also more time elapsed and labour required. Sprinkler system has been introduced to reduce

the water consumption, lower down the labour, electric consumption. Farmers of this area adopted the technology on

large scale. Now, in next year, when farmers apply support irrigation to groundnut using sprinkler system, they will

find more quantum of fresh water in their wells, which may be utilized either to supply for drinking purpose or for

production of Rabi crop, depending upon the availability of fresh water quantum. Sprinkler system should be

promoted in cereal crops to save the water.

4.2 GIR PERIPHERY AREA MANAGEMENT

Gir, which is the last remaining home of Asiatic lions of the world, is a dry deciduous forest and supports a spectrum

of flora and fauna like any other forest of its kind. In a 2 km. radius of Gir National Park boundaries, 72000 people

reside in 97 revenue villages. The park has 54 nesses (settlements) inhabited by 350 Maldhari households and 14

villages with 45000 residents. Gir serves as a major source of livelihood for the communities residing on the Gir

periphery. Two marginalized communities i.e. Maldhari and the Siddhi are directly dependent on Gir for their

livelihood. Besides them, there are other sections of the people who are indirectly affected by Gir either in a

favourable or unfavourable manner. As the villages lie on the periphery of the Gir protected area, they often enter

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into conflict with the forest department over the issue of fuel wood collection, grazing and entering into the

protected area for commuting to nearby villages. AKRSP (I) has been working in GIR since 1987 with watershed

activities namely Check dams, Contour bunding, Bio-gas, Farm forestry and Agro forestry and from 2000-2001

AKRSP (I) started working on the Gir periphery management theme, here it did the assimilation of two objectives

i.e. conservation of Gir and livelihoods enhancement of the two communities.

4.2.1 AKRSP (I)’S Strategy

AKRSP (I) aims to reduce the dependency of the marginalized section on the forest by providing them with

alternative sustainable livelihoods. Meanwhile AKRSP (I) is also carrying out various pilot activities in the inception

phase like Group wire fencing so as to protect the crops of farmers from wild animals, Village fodder management

to convert village common lands into fodder lands. In this inception phase of the project AKRSP (I) also has tried to

make people aware about the importance of Gir and the laws related to forests and how they can actively take part in

the conservation of Gir. AKRSP (I) also aims to increase the organizations understanding about the existing

protected area management policies and their implementation. Meanwhile efforts are on to convince the forest

department for allowing active participation of people in conservation of Gir as a resource base.

4.2.2 Activities

4.2.2.1 Village fodder management

In Village Hadmatiya, a Grass plot management committee was formed in April for growing fodder on common

land so as to ensure the availability of fodder and to reduce the exploitation of land. After the group exposure to

Ambuja Foundation regarding the work carried out by them on the wasteland, the villagers also carried out lot of

work on their common land like cleaning of field, boundary wall, protection of grass and finally cutting of Grass.

Till now the villagers got 11 camel cart of natural grass from the field whose market value is estimated to be

approximate around Rs.7, 000. One thing to point out that this Rs.7, 000 is only 60% of the Grass of the Field.

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4.2.2.2 Income generating activity

A group of 6 women from Jambur village were identified and were given necessary inputs to take up nursery

activities through Ambuja foundation. The saplings were ordered through by Ambuja Foundation. A total of Rs.

11,000 was distributed to the women in which Rs.4000 was the profit component.

4.2.2.3 Group wire Fencing

The Group wire fencing of farmers field for the protection of crops from wild animals was piloted last year in

Hiranvel village. This year also group wire fencing has been carried out successfully in Malanka and Dedikayal

covering a area of 40 Ha. The villagers were taken to Hiranvel for an exposure, there they interacted with the Group

members and learnt about the benefits of fencing.

4.2.2.4 Organic Compost

This year also the 16 women in Jambur manufactured organic compost to the tune of 1175 bags against 493 bags last

year. This year emphasis has been laid out on proper marketing of the organic compost.

4.2.2.5 Alternative energy

As per the focus on providing alternative sources of energy so as to reduce consumption of fuel wood, there has

been focus on Biogas plants and solar cookers especially on the periphery villages of Gir. Dedikayal is one of the

village in which there have been 118 out of 140 households having biogas plants, besides there are around68

families using solar cooker for cooking food and there has been great demand for alternative sources of energy in the

periphery villages.

4.2.2.6 Networking and linkages with outside agencies

Liasing with Tribal development corporation for land treatment of the Siddhis are under way after the first sanction

now a project proposal is under making for land treatment of the other Siddhi households which are now motivated

after seeing the fruits of the first round of completion of the work.

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4.3 GENDER AND CLASS EQUITY

Livelihood enhancement of the rural communities is the main objective of AKRSP (I) intervention. However

community is not a homogenous entity and varies in terms of class, caste and gender. In order to ensure equitable

benefits sharing it is essential to understand the differences in the community. Basically the women and the poorest

are sidelined from the entire mainstream development.

AKRSP (I) has over the years developed a gender and equity focused strategy to address the problem of these

marginalized villagers. Emphasis has been given on capacity building of these sections as well as developing their

networks for providing them with a separate identity. Thus Gender and equity have been the cross cutting theme in

all the programme areas.

4.3.1 Progress during the year

In order to ensure that programme activities include disadvantaged groups there was special emphasis on formation

of separate women’s groups called Mahila Vikas Mandal (MVM) and self-help group for the marginalized. The

objectives of these forums are to voice and discuss the concerns and build their capacity to join mainstream village

institutions such as Village Development Committees (VDC) and Gram Vikas Mandal. A rule has been made that all

the village development committee would be constituted with fifty percent representation from the women and one

third of the poor members. In order to ensure their participation in real terms separate group of women and poor

people are being promoted before VDC formation that would then send their representatives in VDC.

Table: 1 Changes in the women members and total members

Year Women in VIs % Change in Total members % Change in the

Women VIs total members
2000 8785 - 27952 -
2001 10594 20.59 29848 6.78
2002 11612 9.6 30362 1.72
Source: Annual Report, 2002

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 Organisation understanding-AKRSP (I)

Figure: 4 Percentage representations of various sections in village institution

Percent of representation Landless/

marginal farmer
Small farmer
7% 8%
40% Medium framer

20% Large farmer

25%
Not classified

Source: Annual Report 2002.

The beneficiaries of the AKRSP (I)’s interventions include villagers belonging to all classes ranging from landless to

large farmers and it is shown in the graph.

4.3.2 Capacity building and empowerment

Trainings are an effective means of capacity building. Thus there has been a special focus on inclusion of women

and poor in the training programmes, which are institutional and technical as well. Women are also being involved

in programmatic trainings so as to increase their technical knowledge and make them more efficient in independent

handling of programmes. Mahila Milan programmes have been organized during the year mainly for awareness

generation. Thus the Saurastra Panchayat Mahila Milan was organized with support from Mahila Swaraj Abhiyan

for experience sharing between the newly elected Panchayat representatives.

4.4 COMMUNITY INSTITUTIONS

The philosophy of AKRSP (I)’s intervention is that all the programmes should be implemented through the village

institutions. AKRSP (I) believes that involving village institutions in the programmes will attract more participation

from the beneficiaries. But this year there is a change in approach to shift towards a facilitative role rather than an

interventionist role. Federations and women groups networks are taking increasing responsibilities and plans to

reduce dependency on AKRSP (I) in older village organization.

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4.4.1 Progress during the year

Table 2: The number of village institutions, villages covered and members covered in year 2002.

Area No. of VIs Villages covered Members covered

2002 Cumulative 2002 Cumulative 2002 Cumulative
Bharuch 28 651 8 189 2867 22085
Junagarh 24 172 11 112 548 5605
Surendranagar 24 115 5 45 465 2672
Total 76 938 24 346 5882 30362
Source: Annual Report 2002

Table1 3 Different types of VI s promoted by AKRSP (I) and their present numbers

Area GVM VDC MVM SHGs CMG UG TBG Fed’s Total

Bharuch 108 - 120 13 356 43 - 11 651

Surendrenagar 12 4 44 14 - 28 3 10 115
Junagarh 24 - 20 11 - 88 29 - 172
Total 144 4 184 38 356 159 32 21 938
Source: Annual Report 2002

4.5 MICRO ENTERPRISE DEVELOPMENT

AKRSP (I)’s focus had been on natural resource management. It was experienced that a significant section of the

poorest of the poor, especially landless and marginal farmers in tribal areas do not get benefited much through this

kind of intervention. Therefore non-farm based micro enterprise has been initiated. In MED (Micro Enterprise

Development) emphasis remains on those activities that have business potential and demand from beneficiaries. In

this programme (for most of the individual activities) the organization provides interest free loans ranging from

rupees five thousand to fifteen thousand. Beneficiaries contribute a small amount to purchase asset to start the

enterprise. They pay back the loan in installments. Micro enterprises are taken by the SHG members.

The various activities that are undertaken are as follows.

1
GVM Gram Vikas Mandal, VDC Village Development Committee, MVM Mahila Vikas Mandal, SHG Self Help
Group, CMG Credit Management Group, UG User Group (Like watershed groups), WRD User groups canal
irrigation societies, TBG Theme Based Groups like fodder management groups, salinity prevention groups, water
saving groups, Fed’s Includes agro fed federations Mahila manches and 5 watershed association of Surendranagar.

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 Organisation understanding-AKRSP (I)

4.5.1 Organic Manure Manufacturing

This is undertaken in SHGs. Women make organic compost and markets it. AKRSP (I) helps by giving loans to

purchase raw materials. It facilitates the whole process from production to marketing of the compost.

4.5.2 Animal Husbandry

Since there is market availability for milk (dairy cooperatives) animal husbandry is being promoted.

4.5.3 Backyard Land Development

In backyard land development the focus is on improving the productive capacity of the land. And with the help of

micro irrigation and horticulture this was done.

4.5.4 Trading Units

Vegetable vending, grocery shops, readymade garment selling are few examples of this.

4.5.5 Renting Business

Renting of television, VCD, generators, mike sets are few example of this.

Table 4: Types and numbers of enterprise

Type of enterprise Nos.

Homestead 6
Vegetable vending 11
Readymade garments 3
Grocery 3
Renting 3
Skill based 9

Source: Annual Report 2002

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 Organisation understanding-AKRSP (I)

MED, 2002

Table 5: MED in year 2002

Units 119
Total Households 210
Poor 210
Women 112
Source: Annual Report 2002

4.6 WATERSHED PLUS

AKRSP (I) is running its Watershed Programmes mainly in Bharuch areas namely in Netrang, Dediapada, Sagbara

and Mandavi clusters. Most of the lands in these areas are sloppy and highly undulating in characteristics. In the

absence of any interventions in the past, there was continuous soil erosion in these areas, due to which the crop

productivity was badly affected. There was no change in the situation, until AKRSP (I) made interventions in these

areas and started the watershed programmes regarding the land levelling, contour bunding, nalla plugging etc. All

these activities were carried out with the help of the village level groups like GVMs (Gram Vikash Mandal) and

SHGs. The groups take the entire responsibilities of collecting the contributions from the beneficiaries with respect

to Soil and Water Conservation (SWC) works. Due to SWC intervention, there was an immediate restriction of the

soil erosion, which not only helped in maintaining the fertility of the land but also led to crop productivity.

Over the years, AKRSP (I) has gone for an integrated approach for watershed development, which apart from Soil

and Water Conservation also includes, wasteland development, Water resource development, Agricultural extension,

Savings and Credit and collective marketing. This integrated approach is now called the Watershed Plus, which

basically aims to increase the value addition in the livelihoods of the beneficiaries.

Keeping the benefits accrued to the villagers; AKRSP (I) has further systematized the Watershed Plus approach by

including horticulture development and floriculture. Moreover, it has been trying to increase the capacity of the

village organizations and Federation (group of GVMs) to take up increased responsibilities.

Some of the major benefits with respect to Watershed Plus Programme can be:

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 Organisation understanding-AKRSP (I)

• Reduction in soil erosion.

• Increase in crop productivity.

• Achieving food security.

• Employment generation.

• Ensured supply of fuel wood and fodder through JFM (Joint Forest Management).

• Protection of forests.

• Reduction in distress migration.

• Access to irrigation through Lift Irrigation, Group Wells and Check dams etc.

• Adoption of high yielding varieties.

• Change in cropping pattern (more of cash crop crops)

• Reduced dependence on moneylenders for credit requirements.

• Timely supply of inputs to farmers through village level ogranisations at the village itself.

• Access to market and better price realization to farmers through collective marketing.

4.7 PARTICIPATORY IRRIGATION MANAGEMENT

This theme is implemented in Bharuch programme area. This region generally receives a good annual rainfall of

1200mm and government has constructed a number of canal irrigation systems. However efficiency of the irrigation

project is low due to various reasons like defective canal structures, lack of farmer’s involvement in the management

of irrigation.

4.7.1 AKRSP (I) Strategy

AKRSP (I) has developed participatory irrigation management programme to transfer the management of the

irrigation system from the government to the farmers. Water user associations are formed to address social issues

like people’s participation, payment of water fees and conflicts among users.

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 Organisation understanding-AKRSP (I)

4.7.2 Progress during the year

There are six canal irrigation societies presently being facilitated by AKRSP (I) in Bharuch programme area. These

societies motivate farmers to take up irrigation with the help of diesel engines and a total of twenty-two farmers

availed the benefit of the irrigation through engine sets. Initial process of PIM in the form of contacts, village level

meetings and exposure visits of farmers were initiated in two new canal rrigation projects. AKRSP (I) has also been

focusing on the equity aspect in these efforts.

Figure 5: Benefit of Irrigation through Canal in 2002

Source: Annual Report 2002

Benefit of irrigation through canal in 2002

5%
Small farmers
36%
Medium farmers
59% Large farmers

4.7.3 Training and exposures

Developing the capacities of water user association is a major component for a successful PIM project. During the

year, forty-three trainings and eight exposure visits have been organized for 1169 men and 141 women. AKRSP (I)

also has made linkages with academic institutions like Gujarat agriculture university, WALMI (Water And Land

Management Institute) for agriculture and water management training.

4.8 DROUGHT COPING

Surendranagar programme area faces the problem of acute drought owing to low and erratic pattern of rainfall.

Moreover the soil quality is poor and lack of vegetation causes high run off and low recharge. Drought leads to high

variation in income over the years.

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 Organisation understanding-AKRSP (I)

4.8.1 Efforts for drought relief

AKRSP (I)’s strategy includes renovation of percolation tanks, construction of water harvesting structures and

promotion of water efficient devices like sprinkler and drip irrigation. To address the problem of drinking water it

has made linkages with Panchayati Raj institutions.

4.8.2 Progress during the year 2002

• A total of thirteen water-harvesting structures were constructed in five villages benefiting 120 households.

• A total of 156.18 hectares of land in twelve villages was treated through soil and water conservation

measures including contour bunding and land leveling.

• AKRSP (I) has also got into collaboration with IDE (International Development Enterprise) for supply of

micro irrigation systems to the farmers.

• In order to enhance land productivity local environmentally suited and less water requiring horticulture

crops like drumsticks and ber were promoted.

• Saving and credit programme was also implemented through SHG groups for extending credit to the

villagers.

4.9 POLICY ADVOCACY

AKRSP (I) has, over the years, in collaboration with other individual/NGOs been able to influence policy changes in

the following areas like Joint forest management (JFM), Participatory irrigation management (PIM) and

Decentralised drinking water systems. These have been described in the below.

4.9.1 Joint forest management

Based on its experience at the field level where village communities could successfully plant and protect trees on

forest land far better than the forest department AKRSP (I), along with other NGOs and foresters proposed a

tripartite management of forests between the forest department, village communities and NGOs. The village

community should also be given a share of the forest produce like grass, timber etc. in exchange for protecting the

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 Organisation understanding-AKRSP (I)

forests. This became the basis for the JFM resolution proposed by the government of India in 1990 and now been

adopted and implemented in 18 states throughout the country. (Source: Annual Report 2002, Junagadh Spear Head

Team)

4.9.2 Participatory irrigation management

Canal irrigation projects, which constitute a major part of government’s intervention in the water sector in the

country, have suffered from inefficiency and non-functionality for the last 5 decades. One major reason has been the

lack of involvement of the farming community in the management of these irrigation systems. Based on the pilot

experiments done by AKRSP (I) in collaboration with the government a policy change was proposed and

accepted in the state of Gujarat in 1995 wherein farming communities could take up the management of any

irrigation project in the state. Because of this there are more than 8 canal societies formed and government is now in

the process of converting this policy into a legal right for rural communities.

4.9.3 Drinking water decentralisation

In semi arid states like Gujarat, Rajasthan and Maharashtra etc. more than 50% of the villages do not have access to

safe drinking water. Recurring draughts have created water crisis in all these states. One major reason for the state’s

inability to resolve this issue has been the over emphasis on centralised mechanistic non-participatory DW

interventions. AKRSP (I) along with other NGOs has proposed policies and procedures whereby rural women can

plan and implement decentralised DW interventions in the state at the village level. The government of Gujarat has

adopted some of these policies.

5. FINANCIALS

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 Organisation understanding-AKRSP (I)

5.1 DETAILS OF FUNDING AGENCIES

There are many funding agencies, which donate fund to AKRSP (I). The table lists the details of various funding

agencies.

Table 6: Sources of Funds

Name of Funding Agency Address Purpose for Which Fund Was
Given
European Commission 6, Bhagwandas Road, Sarojini SCALE Project
(Through Aga Khan House,
Foundation) New Delhi-110001
Ford Foundation 55, Lodhi Estate Endowment fund. Interest from
New Delhi-110003 that fund is used for research and
monitoring purpose only.
Sir Ratan Tata Trust Bombay House Project based. At present it has
Fort given the fund for salinity ingress
Mumbai prevention programme.
Government of Gujrat Gandhinagar For various projects.
Source: Annual Report 2002

The Different sources of fund of Rs. 82.38 million in year 2002 are as follows.

Table 7: Different Sources of Funds, percentage of total funds and the amount
Sources of Funds % Of the Total Funds Amount (In Million Rupees)
EC (Through AKF) 52 42.83
Community 17 14
Government 12 9.1
AKRSP (I) 12 9.1
Other Donors1 7 6.5
Source: Annual Report 2002

Figure 6: Different Sources of Funds and their percentage contribution

12% 7%
12% 17%

52%

AKRSP(I) Community EC (through AKF)

Government Other Donors
Source: Annual Report 2002

Here other donors are SRTT, Ford Foundation etc

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 Organisation understanding-AKRSP (I)

5.2 BREAK UP OF EXPENDITURE IN 2002-03

AKRSP (I) spent 84% of its planned budget in 2002-03. The total budget for the year 2002 was 56% more than the

budget for the year 2001, in absolute terms-higher by Rs 20.4 million.

Out of total expenditure of Rs 82.45 million in 2002-03 operational expenditure was Rs 4.95 million (6%), capital

expenditure was Rs 5.8 million (7%) and programme expenditure was Rs 71.7 million (87%). The break up of

programme expenditure for year 2001-02 is shown below in pie chart.

.Figure 7: Programme Expenditure in 2001-02

Source: Annual Report 2002

water
resource
others developme
38% nt
28%
innovative farm
2% forestry
&watershed
training dev.
5% soil & water10%
bio-gas conservatio
7% n
10%

5.3 ACCOUNTING POLICIES (Source: Annual Financial Report 2002-2003)

• Accounts are prepared following the historical cost convention

• All revenues and expenses are accounted for on accrual basis.

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 Organisation understanding-AKRSP (I)

• Government assistance and grants sanctioned from donor agencies against approved programmes are

accounted in proportion to the expenditure incurred. Unspent amount of grant is carried forward for future

use as current liabilities. Unrealised amount of grant and assistance is known as “Receivable”.

• Liabilities for employees’ retirement benefits viz. provident fund, gratuity and leave encashment are

accounted for on accrual basis.

• Operational expenditure at SHTs is considered as programme implementation expenditure and is disclosed

as a part of programme expense.

• Fixed assets are stated at cost plus all incidental expenditure incurred to bring the assets to their present

condition and location.

• Depreciation is provided at the rates prescribed in schedule XIV under the companies act, 1956 on the

written down values of assets at the beginning of the year. Depreciation on fixed assets added/disposed off

during the year has been provided on pro-rata basis with reference to the period of usage during the year.

• Investments are shown at cost.

• Loans and advances not recoverable are written off in the year in which they are so determined.

• Inventories are valued at cost.

5.4 FINANCIAL STATEMENTS OF AKRSP (I)

(Source: Audited balance sheets and income and expenditure statements of AKRSP (I) for years 1999-00, 2000-01,
2001-02)

5.4.1 Income and expenditure statement for the last three years

Particulars 2001-02 2000-01 1999-2000

INCOME
Interest on investments, ST deposits, and saving 7498925 8280619 8615678

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 Organisation understanding-AKRSP (I)

bank accounts
Profit on sale of fixed assets 49197 103683 56526
Misc. income 482767 136884 115184
Pre. Yrs. adjustment - - 2542
Interest from IT dept. 55153 - 157088
Profit on sale of units - - 2853582
Rent recovery -qtrs 159107 162159 153910
Additional subsidy received 21625 38750 485652
Grant received –AKF, New Delhi 33106202 34238000 29549144
Income from AKRSP services 1093217 611566 695033
Biogas supervision charges & service fees 134000 139000 206000
Government assistance 5917887 4825844 7381996
Grant received – donor agencies 10544951 7770435 3810596
Total 59063031 56306940 54082931
EXPENDITURE
Operational expenses 7194616 7220912 6765217
Programme expenses 45843 42504306 38337216
Transfer to AKRSP –Benevolent fund 168337 72933 71471
Surplus carried over to balance sheet 5856680 6508789 8909027
Total 59063031 56306940 54082931

5.4.2 Balance sheet for the last three years

Particulars 31.03.2002 31.03.2001 31.03.2000

Sources of fund
Capital fund 26250000 26250000 26250000
Reserves & surplus 78925757 72709506 65895989
Total 105175757 98959506 92145989
Application of funds
Fixed asset
Gross block 23333688 22610415 22264098
Less : depreciation 13647065 12952008 11806524
Net block 9686623 9658407 10457574
Investments 44599046 49278966 54000386
Current assets

Loans & advances

Inventories 437895 1179890 1240515
Cash & bank balance 42968336 29167712 31343058
Interest accrued- Invt. & Bank F.D. 3034051 2517248 3269777
Loans to GVMs 75492 836148 899895
Other loans and advances 2037763 2032050 1395151
Govt. assistance receivables 2694729 5822615 -
AKF grant receivables 14210473 8023479 7711132
Less: Current liabilities & provisions
Other liability 821946 679737 937333
Payable to beneficiaries 423337 1156645 2284534
Payable to employees 326557 341300 356997
Upsent grant govt./ donor agencies 11182005 5900464 13419577
Provision for employee leave encashment 1814806 1478863 1173058

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 Organisation understanding-AKRSP (I)

Net current asset (C.A. - C.L.) 50890088 40022133 27688029

Total 105175757 98959506 92145989

5.4.3 Funds Flow Statements of year 2000-01 and 2001-02

Table 8: Funds flow statement for the year 2000-01(in Rupees)

Source Use
Surplus 6508789 Gross addition to fixed asset 346317
Increase in biogas fund 236196 Increase in net working capital 12334104
Increase in AKRSP benevolent 68532

Fund
Depreciation 1145484
Decrease in investment 4721420
Total 12680421 Total 12680421

Table 9: Funds Flow Statement for the year 2001-02 (in rupees)

Source Use
Surplus 5856679 Addition to fixed asset 723273
Increase in AKRSP benevolent Increase in net working capital 10867955
Fund 198337
Increase in biogas maintenance
Fund 161235
Depreciation 695057
Increase in investment 4679920
Total 11591228 Total 11591228

In this year the organisation has long-term sources of funds amounting to Rs 1,15,91,228 from the various funds and

also from funds from operation (Rs 6551736). But the application of these funds were mainly in the working capital,

in other words for the short-term purposes. In this year increase in working capital was Rs 10867955. Major

components, which caused increase in net working capital, were cash Rs 42968336 and Govt. assistance receivables

Rs 2694729. This shows that the organisation is cash rich. This fund can be utilized for the development projects and

investing in securities. Investment in securities will give the regular source of income to the organisation and

dependency for funds can be reduced.

6. ORGANISATIONAL CULTURE

Culture is the most important internal factor of an organisation. It is organization’s unique way of doing things.

Culture gives identity to the organisation and differentiates it from another identical organisation. It gives the

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 Organisation understanding-AKRSP (I)

employees a sense of belongingness and develops pride to belong to the organisation. Culture in AKRSP (I) is

inbuilt in the philosophy, mission, and values characterized by empowerment and participation, which are practiced

in the organizational level. The approach is down to earth and pragmatic at the grass root level characterized by hard

work, action plan orientation, commitment and also assuming responsibility for the action. Open discussion,

confrontation of issues and participatory decision-making contributes to the healthy climate in AKRSP (I). The

interpersonal relation and team relation here is facilitative rather than dominating and aggressive. One of the

important strengths of AKRSP (I) is its team orientation. By team orientation we mean the following

• Ultimately tasks are the responsibility of each team with equal accountability for each individual.

• Different tasks for individuals to achieve a common team objective.

• Respecting each other in the team, listening and encouraging others to participate and not dominating.

• Reaching consensus and respecting the authority and importance of team leader in final decision-making.

Other salient aspect of the culture is that in AKRSP (I) no one says his senior “sir”. Every one calls each other by

calling his name and the suffix “bhai” is attached to it. Even CEO is called as “Apoorva Bhai”.

7. FUTURE PLANS

The future plan of AKRSP (I) can be described in two points. First, field implementation and outreach activities and

second, expansion to new area within or outside Gujarat.

7.1 FIELD IMPLEMENTATION

AKRSP (I) believes that livelihood can only be sustainable if it can cope with and recover from stress and shocks

and side by side not endangering the opportunities fro the future generation.

Due to rapid extraction of ground water for agriculture purpose in Saurashtra region, water table is gradually

depleting. For the last two years AKRSP (I) has been emphasizing on water management but to further minimize the

consumption of ground water it will be promoting income generating activities like, marketing of organic compost

and some other micro enterprises. It is also planning to provide non-farm livelihood alternatives.

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 Organisation understanding-AKRSP (I)

AKRSP (I) had been focusing mainly on natural resource management. But those who are landless and poor did not

benefit themselves much from these activities. So it will emphasize more on micro enterprise development for

poorest of the poor. In Junagadh programme area, where salinity is a menace to crop production, AKRSP (I) is

promoting salinity resistant crop like chikoo and it is planning to make a federation of chikoo cooperatives for the

facilitation of efficient marketing.

It has a vision of covering one-lakh households in one thousand villages in next ten years.

7.2 OUTREACH FUNCTION

To enhance the efficiency of staffs AKRSP (I) is trying to make collaborations with research and academic institutes

like, International Water Management Institute (IWMI), Gujarat Institute of Development Research (GIDR) etc. It is

also planning to undertake government projects and will be working with government officials.

7.3 EXPANSION TO A NEW AREA

For expanding its programme area outside Gujarat, AKRSP (I) first sorted out four states (Andhra Pradesh,

Maharashtra, Madhya Pradesh and Rajasthan) based on certain criteria (like nearness to central office, social

indicators etc.) and ultimately it selected Madhya Pradesh. It is considering to open a branch of AKRSP (I) in

Madhya Pradesh in near future.

8. SWOT ANALYSIS (Based on our talk with the CEO)

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 Organisation understanding-AKRSP (I)

Strength Weakness

• Getting fund is never a problem • Large-scale employee turnover particularly

• Good linkages with research and academic among the professionals.

institutes for capacity building • Absence of MIS.

• It has a good name in developmental sector • Middle aged organization(It is difficult to

• It has got good leaders over the period of times change the negative mindset/ beliefs of some

who are capable of showing the direction to the employees which has developed over the years.

organization in general and to staffs in But it does not happen in case of younger

particular. organization.)

• Middle aged organization (experienced staffs)

Opportunities Threat
• Through SCALE project it can achieve its • Salinity ingress might not be checked.

mission of empowering women and • If due attention is not given, the benefit of the

underprivileged. interventions will not pass to the

• Finding market for the things prepared by underprivileged.

beneficiaries. (Sale of organic compost).

• It can expand its area of operation to cover

more population.

9. LEARNINGS IN AKRSP (I)

It has been truly an enriching experience to us to understand an organisation, its functioning and culture from the

close quarters. One of the most important aspects that we observed was the amount of flexibility and freedom given

to people including the field staffs to carry out their task in the best possible manner. The internal environment in

AKRSP (I) is very much informal in nature. The operating staffs at the SHT and cluster can contact to the concerned

people any time they require. Moreover, the system of informal communication helps the employees to get in touch

with their immediate seniors and get the continuous feedback.

The entire process of working right from the planning, implementation and evaluation is participatory in nature and

the monthly meetings at the SHTs helps the people to sit together and discuss the things in open manner.

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 Organisation understanding-AKRSP (I)

One of the major things that we realised that the change in leadership in an organisation is to a large extent

responsible for change in the style of working and culture of the organisation. In the context of AKRSP (I), the first

CEO Mr. Anil Bhai was a ex-bureaucrat and was very strict and work oriented. He was basically directive in nature

and did not believe in giving flexibility to the operating staffs. He used to keep the entire control of the organisation

to himself. The second CEO, Mr. Barry Underwood was very flexible and gave a lot of autonomy and freedom to

the employees to do their work. He gave a lot of freedom to the operating staffs even at the cluster level to do the

planning and implementation of the projects. Unlike Anil Bhai, he was supportive in style and ensured the

participation of employees at all levels. He coined the Mission Statement of AKRSP (I) for the first time taking the

opinions of the employees at all level. For the first time, he emphasized the gender equality and participation of

women in all programmes.

The current CEO, Mr. Apoorva Oza on the other hand believes in participatory management but at the same time, he

ensures the continuous monitoring and evaluation of the programmes. One of his major achievements has been the

greater emphasis on strengthening the village institutions for effective implementation of the programmes and for

ensuring the greater participation of the beneficiaries.

We also learnt that the emotional bonding with the work, people and self satisfaction can be the strongest reason for

working in a developmental organisation, which does not pay much compared to a profit making organisation.

We also felt that there is great need in developmental organisation for good professionals, who could efficiently

manage the resources and bring in more effectiveness in the implementation of the programmes.

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REFERENCES

1. Shukla Madhukar, Understanding Organisation, Second Publication, 1999, Prentice Hall

of India Pvt Ltd, New Delhi.

2. Robbins P. Stephen, Organisation Theory, Third Edition,2001, Prentice Hall of India Pvt

Ltd, New Delhi.

3. Annual Report, AKRSP(I), 2002.

4. Administrative Manual, AKRSP(I).

5. Annual Report, SHTs (Netrang, Gadu, Surendragarh)

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