Ou 24 Ppts > Pradhano

Project Title : Understanding Organisation Organisation : Professional Assistance for Development Action (PRADAN) By Ashim Kumar Roy (24005) Jitendra Kumar Nayak (24013) Ravi Kant Tirkey (24029)1

Synopsis              

Objective Methodology Scope of study Evolution and Growth Mission of the Organisation Strategies adopted Key Activities Performance Design of the Organisation Culture Roles and Responsibilities HR Policies Finance Concerns 2

Objective 

To develop a broad understanding of the organisation and and to learn the different aspect that affects its functioning

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Methodology 

Sources of Data 

Primary Source 





Focus Group Discussion with team members in specific locations Interview and discussion with PD and senior staffs of HRD unit

Secondary Source    

Reports Records of Activities Annual report Website of PRADAN

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Scope of Study 

Study confined to specific locations of PRADAN (Alwar, Dholpur and Sar Mathura) and insights provided by HRD unit in New Delhi

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Evolution     





Established in 1983 Registered in NCR, Delhi under Societies of Registration Act Started by Mr. Vijay Mahajan Started as a consultant to voluntary agencies In 1986- direct intervention in rural development and recruitment of professionals from IITs, IIMs 1985-86 : It moved into business activities in Agriculture, Tasar, Poultry and Mushroom by forming SHGs, CIGs and Cooperatives 1997, spin off of PRADAN, Tamil Nadu as Dhan Foundation under the leadership of Mr.Vasi Malai

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Growth

Duration

Approach

Area

Funding

Activities

1983-86

Consultancy Rajasthan, based MP

GOI Consultancy (Ministry of Rural Development) and Ford Foundation

1987-2001

Sectoral / Thematic based

Rajasthan, MP, Orissa, WB, Bihar, Chattisgarh, Jharkhand.

ICCO, Ford Foundation, Aus Aid, SIDA, WFP, SRTT, UNICEF, DPIP,CAPART

Micro finance, NRM,Irrigation Project and Technical and Managerial support

2001 onwards

Area based

Rajasthan, MP, Orissa, Bihar, WB, Jharkhand and Chattisgarh.

Additional funds from European Union, Japan Embassy, CSB and NABARD

Integrated rural development with above livelihood activities 7

Mission of the Organisation 

Mission Statement 



“Impacting Livelihood to Enable Rural Community”

Understanding mission 

Impacting livelihood 





Addressing rural poverty directly through livelihood activities Livelihood intervention in local context

Enabling community 

Organise people to improve bargaining power and capacity to deal with outside mainstream system 8

Strategies Adopted 



 



Follows a broad “area saturation approach” focused on creating sustainable livelihood on a large scale Mobilise programme funds from govt. programmes and financial institutions apart from funding agencies Professionals directly work with the communities Promote livelihood by forming SHGs,CIGs and Cooperatives Establishing models and replicating it.

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Key Activities  Promote women SHGs and linking them to commercial banks to enhance the saving and borrowing power.  Promote income generating activities for rural poor in agriculture, poultry, tasar silk and other non- farm economic activities.  Provides services to the poor in support of these incomegenerating activities through service units and centres  Undertakes projects for promotion, renovation and maintenance of irrigation systems, and of natural resources  Provides technical and management assistance to similar voluntary agencies, institutions, government department and funding agencies involved in rural development.

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Performance  

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



16000 new households in 410 villages benefited in year 2002-03 By March 2003,5209 SHG were formed with approximately Rs.80 million mobilized through bank linkages and savings within SHGs. Two of its successful models, Tasar sericulture and poultry covers 1876 families and 600 families respectively, generating an annual income of Rs.5000-7500/families. Till March 2002,it had implemented 689 irrigation projects in 13 districts in five states, benefiting over 22,000 poor families by irrigating 25,000 acres in winter alone. Took up watershed development as the Project Implementing Agency in 19 micro watershed across three states under National Watershed Development Programme of GOI.

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Design of the Organization 

Structure 

 



Three tiers structure with Executive Director, Programme Directors and Team Leaders Span of control in teams ranging from 1: 5 to 1: 9 Organisational Tree

Size 





165 personnel, including 109 professional and 56 assistants, working in 20 teams across 7 states. They are working in 1710 villages in 65 blocks and 23 districts. Organization is growing at the rate of 16 percent per annum. 12

Culture 

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

The informal relation among the employees and freedom to work is cherished Stories of exemplary commitment float in the organisation Long hours of work is considered a matter of pride.

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Roles and responsibilities 

Development Apprenticeship  



Project Executive   



Exploration (2 months) Learning through doing (10 months) Group formation Linkages Project implementation

Team Leader    

Planning Liasoning Coordinating Monitoring 14

Roles and responsibilities (Contd..) 

Programme Directors    



Networking Fund Raising Planning Monitoring and Coordinating

Executive Director  

Fund raising Networking with higher bodies (Govt./ Non. Govt)

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Organisational Tree Governing Board Executive Committee

Executive Committee

Executive Director

PD-1 Co n

su

PD-2

PD-3

PD-4

PD-5

PD-6

PD-7

PD-8

m

u or

F e v ti

lta

tiv eF

PD-9

or

um

PE-1

TL-1

TL-2

TL-3

PE-2

PE-3

PE-4

lta u s

n Co

PE-5

Back

16 Abbreviation used : PD=Programme Director, TL=Team Leader, PE=Proje

HR Policies 

Recruitment & Training   



Performance Appraisal 



Initially recruited as development apprentices Only post graduates or professional courses Spends around 1 crore annually on training of professionals and apprentices Team based appraisal system both for apprentices and professionals

Rewards and Incentive  

Promotion based on seniority Salary based on rolling pay system 17

Finance  

Corpus and Capital fund of 6.38 crore Shift of funding from- Programme based funding to Organisational funding No of Funding Agencies

2000

2001

2002

2003

Indian

5

7

10

12

Overseas

9

3

8

3

3.51

4.20

4.38

7.43

Income (in Rs crore)

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Finance 

(contd…)

Analysis of Expenditure

Cost Centre Development support

% of Total Expenditure 30.50

Programme investment Programme management

28.12 14.35

Internal human resource development Organisational Overheads

13.42 5.05

Building peoples capacity Research & Documentation

4.88 3.65 19

Concerns 

Not finding skilled professional to lead teams.   

 

Turnover rate for apprentices is around 60 percent, while for executives, it is 33 percent. Recruitment of personnel of any background at same level 

  

Crisis of leadership in middle level Planning, Implementation gets affected Affects team building

Cream people leaves

Career path not clear for senior professionals. Mainstreaming-how effective? Who will be the next Executive Director? 20

Thank you

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