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ORGANIZATIONAL UNDERSTANDING

KALA RAKSHA TRUST Sumrasar Sheikh

Plan of P re sent ati on       

Introduction Origin & Evolution Vision & Mission Design Performance Resource Providers Target Groups

cont d…   

Commensals Future Plans Conclusion

Intro duct ion 

Kala Raksha (KR) is registered as a society and trust under the Societies Registration Act 1860 and Public Trust Act 1950 respectively in 1993

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Beneficiaries: more than 350 artisans in 9 villages of Kutch district in Gujarat

Traditional crafts: embroidery (suf,Rabari,Jat,mutva,kahrek,pako) appliqué, patchwork and leatherwork  Product range: garments, home furnishings, accessories, gift items and traditional fabricgames  Sales: exhibitions, orders, consignments 

Origi n & Ev olu ti on 

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Chance meeting between a Fulbright scholar and a student of law in 1989 1991-93 : Funds from Ford Foundation routed through Dastakar to set up “Dastakar- Kutch” August 26 1993, registered as a society and trust with the name Kala Raksha April,1997 moved into its own premises.

Mis sion 

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To preserve and present cultures of ethnic communities through their traditional arts, in order to encourage understanding and appreciation To facilitate the transformation of traditional arts in contemporary products by encouraging innovation within the tradition To assist communities in achieving economic selfsufficiency through cooperative efforts, and to provide opportunities for basic education To provide opportunities for direct sale of contemporary arts

Ana lysi s Intervention choice set is specific and influenced by the educational training and background of the initiator  The mission statement ought to be simple and concise  It’s a problem defined mission as opposed to people defined mission 

Boa rd Of Tru st ees Chief Execu tiv e

Desi gn PA-I

Pr odu ction

Pr oject C oor dinat or

Mar ketin g

PA-II

Fieldworker (n) Supervisor (n)

B & G

Driver Cook

E & H VHW (n)

A& A Head Teacher

Local Teacher (n)

Peon

PA: Production Assistant, VHW: Village Health Worker, B&G: Buildings & Grounds E&H: Education & Health A&A: Administration & Accounts

De si gn       

KR has a divisional structure Complexity : Medium Formalization : Low Centralization : Medium Size: 36 employees, 5 tailors on contract Technology: Intensive Style of management: Driven by values and deeply held convictions

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Human Resources:

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Recruitment : from the immediate locality Selection: personal contact (informal) Skills : On the job acquisition Pay & Promotion: No explicit policy Demography:

• 27yrs (av. Age) • Male : Female :: 2:1 (24 females, 12 males)

Other salient features of design 

Board of Trustees:

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founding members including 3 artisans, experts in management and design, architecture Passive role

Wages Committee Price Committee Reluctance to employ professionally trained individuals exists Role of interns

 Strategy

• Innovation within tradition • Decentralization and diversity

 Values:

• Honesty • Self-determination and participation

Perf orma nce Financial  Unsold stock : 2 lacks  Production: Constant growth before declining in 2004  Sales • growth @ 70% peaking to 100% in 2001 • Decline since in 2002 till date • Exhibitions(60%), Orders(20%), Centre(10%), Others(10%)

• Ratios:

• Current ratio: 2.62 • Stock Turnover Ratio: 2.32 (5.08 months) • Debtor’s Turnover ratio: 2.72 (4.41 months)

• Strengths: quality, variety, tradition • Weakness:

• Inordinately high dependence on exhibition, • Inadequate financial planning • High inventory • Long lag periods

 Museum

and resource centre established  Villages: 1 t0 10  Artisans: 20 to 500+  Craft styles:

• Embroidery styels1 t0 6 • Patchwork, appliqué, leatherwork

Re sou rce p ro viders        

Ford Foundation routed through Dastakar Development Commissioner (handicrafts), GOI Sir Rattan Tata Trust Winrock International Unniti Foundation Aid To Artisans UNIDO NABARD

For training and design workshops, marketing, working capital, education and health program, museum and resource centre development

Targe t Group Skill up gradation training programs  Design workshop (twice a year)  Teacher’s training  Relief and rehabilitation in times of relief  Recently in many artisans have been weaned away by the daily wage sector Commensals Works independently, the local office of DC-H, other government agencies and NGO’s 

The Ro ad A head . . .

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Decentarlization of production process Design school for artisans in Tunda Vandh, Ta: Mundra,

Co ncl usi on  

Actions directed to achieve mission The evolution of crafts which KR seeks to preserve had a cultural basis. But today, it is sought to be preserved primarily on it being an economically viable source of livelihood. With artisans being weaned away by seemingly more lucrative employment options, KR possibly will have to reorient its development model to make it sustainable.

Organisational Action Component

Management Information System

Obje ctiv es 

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To identify and understand the information requirements for various departments namely production, marketing, education & health (E&H) and buildings & grounds (B&G). To analyze the identified information for meaningful decision making. To identify and establish a system of reporting and information sharing amongst the departments

Sc op e of t he Stu dy

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The scope was limited to design, production, marketing, E&H, and B&G departments of the organization.

Me tho dol ogy

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Interviews and group discussions with personnel in each department and inspection of current records/documents maintained by these departments

Ma jo r f indings 

Format of recorded information was informal and non-standard which made retrieval, collation, and analysis of information extremely difficult.

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Recording of information was irregular in some departments.

Findings (contd. . .) 

Managers lacked proficiency in the use of basic computers applications

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Field workers were generally averse to systematically recording information

Findings (contd. . .) 

Earlier attempts at standardizing information systems of production and marketing departments, unsuccessful

Thus. . . 

An acute need for a simple and user-friendly man-machine information system

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Effectiveness of the new system requires factoring in the current skill-sets and proficiency with computers of the end users is essential in the design

Actions T aken 

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Alterations in the design of challan books were suggested Formats of recording information were standardized for all departments A system of information storage, retrieval, and reporting was developed and implemented in MS-Access

Re comme nda tions  

Employ a data entry operator A monitoring system comprising

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daily inspection of records for data entry, fortnightly submission of reports in the Mondaymeetings quarterly, half-yearly and yearly submission of summary and analytical computer generated reports in review and evaluation meetings

Lim ita tions 

Inadequate supervision of the work of data entry in registers and the computer system may render the system ineffective

Thank You!