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Understanding Organisations “Regional Centre for Development Cooperation, Bhubaneswar”
Presented by: Deepti Ranjan, Sushant Tripathy, Vijay R, V Ratnakar
Outline
Objective Methodology Background Mission,vision,goals,objectives,stra tegy Activities Structure,Environment and Culture SWOT analysis Financials Future plans Challenges
Objective of the study
To get hands on understanding of the organisation with respect to purpose, structure, culture and strategies followed.
Methodology and sources of data
Semi-structured interviews with department heads and informal interactions with field staffs Secondary data were collected from the annual reports and documents of various Universal Business Model adopted in understanding the organisation
RCDC - Background An unflinching commitment to the rights and dignity of the underprivileged sections and an unwavering faith in traditional indigenous natural resource management practices brought five young men with varied professional experiences together, thus RCDC was born on 17th march, 1993.
Evolution
1992 – 93 – Registered as a Society under Society Registration Act 1860 1992-93 – Funds from consultancy and training, activities - advocacy Jan 2000 – Registered under FCRA Act 1976 2000 – till date – Funds from national and international donors Activities given in later slides
Governance
Executive Committee – Ultimate decision making body.10 persons (6 men and 4 women) elected by the General Body. General Body: 25 members which includes staff and eminent personalities of the development sector from outside the
Mission RCDC endeavors to strengthen the ownership of natural resources by the local communities who it believes, are the rightful owners of all such resources
Vision To be recognised as a prime functionary in natural resource management
Shared Values “Traditional Knowledge and wisdom has solutions for effective management of the resources and this knowledge base is to be respected, recognized and put in to practice again”
Goals
To develop understanding and capacity to sensitise various development stakeholders including NGOs, PRIs, the bureaucracy, and the government- on the intricacies of development issues and policies. To assess devolution of power and to strengthen PRIs at various levels in at least two districts of the state and help others to do the same in other districts for decentralised governance. To enumerate and map out and strengthen management of natural resources by communities in Orissa through collaboration with others.
Objectives 1. 2. 3.
4.
5. 6.
To work as a watchdog in the development processes in Orissa. To function as an applied resource centre on NRM and bio-diversity. To promote forest as a development resource and community initiatives for its management. To facilitate democratic decentralization of development and resource management. To ensure food security in drought prone areas of western Orissa. To work towards devolution of power to the communities and PRIs.
Strategies
Collaboration with various government departments and agencies, NGO s, media and individuals in an effort to work out a common development agenda Work with institutions and experts in the field to analyse policy as part of its role as a watch dog Initiation of debate on various development issues and evolving an effective mechanism for prompt response to them
Strategies
Work with mass organisations both local and international towards information generation, awareness generation, advocacy and lobbying to influence policy in the interest of the poor Build up strategic alliance with bureaucrats Promote and strengthen citizens action groups Organise public forums and hearings
Key Activities
1. Research, documentation and publication and circulation of public education material 2. Advocacy and lobbying to uphold livelihood rights 3. Training and institutional capacity building 4. Demonstration and field projects on community based resource management, democracy and
Area of Operation, target groups Interventions Area of Operation
Target Groups
Forestry networking and advocacy campaign NTFP marketing (studies and promotion) and capacity building
FPCs, NGOs, CBOs
Boalngir, Nowrangpur and Nayagarh districts Whole of Orissa and selected markets in neighbouring states
TDCC, ORMAS, OFDC, Forest Departments, FPCs, SHGs, PRIs
Area of Operation, target groups Contd… Interventions Area of Operation
Target Groups
Community Bolangir and based NRM and Nowrangpur drought districts proofing
Tribals and other backward communities, marginal and small farmers, FPCs
Performance
RCDC is the only civil society in Orissa to actively participate with the Govt. for JFM Influenced policy changes regarding collection and marketing of forest produce Able to transform from an initial percieved confronting role to an enabling role now.
Performance Contd…
7 reserve forests are under protection by 97 villages in Nabrangpur districts. RCDC has promoted 5 people’s organizations in Bolangir district. Two women groups have been facilitated by RCDC. 50% hike in procurement price of thorn broom could be achieved. No formal laws for community ownership rights have been achieved till now.
Structure Executive Committee
Secretary
Programme Managers
Project Coordinators
Project Coordinators
Programme Support Staff
Project Coordinators Finance
Project Associates Village level Animators
Support Staff
Administration
Key Responsibilities Project Coordinators / Project Officers: Project planning, resource raising, financial management, technical support, liaison with government and other agencies, conflict resolution, Project Associates Project implementation, documentation and report production, social mobilization, conflict resolution, developing collaborative and cooperative ventures with local government, NGO s, CBO s etc. Support staff Data computation, office management, accounts management etc.
Skills &Core competencies
Research, documentation Advocacy and lobbying to uphold livelihood rights Training and institutional capacity building
HR Policies
Recruitment & Training
RCDC believes non professionals can be turned into professionals by training Graduates are recruited as PA s or even PC s and given enough time to acquire the skills Spends around 15 lakhs annually on training Performance Appraisal is by the immediate seniors
Rewards and Incentive
No promotions, but recognition in terms of getting a chance to handle projects independently Salaries commensurate with the number of projects handled and lower level salaries are
Dimensions of Organisational Structure
Complexity: High vertical differentiation, Low horizontal differentiation Formalization: Highly informal style of working Centralization: Centralized – Accounts, Programme design Decentralized – Implementation Also varies between branch offices
Organisation and its Environment NGO s
DFF s RCDC
Donor agenci es
NTFP marke ting agenci es
Gover nment Institut ions
SWOT Analysis
Strengths Standardised reporting formats with in projects Resources for M&E Information Dissemination to stakeholders Qualified personnel
Weaknesses Weak information planning and management One way information flow No standard information systems across projects Quantitative bias
SWOT Analysis Weaknesses
Strengths
• Village level committees for full participation of people and to achieve a people centered development.
Weak links from log frames to M&E Donor driven systems All stakeholders not involved, shared planning inadequate Difficulty in accessing the Resource Centre for community members. Geographical isolation of the hamlets where the NGO is working Overall management and ownership of Resource Centre remains with the NGO, thereby making the people fully dependent on NGO
SWOT Analysis Opportunities
Supportive external linkages Rampant exploitation of tribals in backward districts of Orissa Use of information technology in decimating information and to establish communication between various centres. Providing alternative income-generation through industries like cane furniture-making, bamboo ply production, bee-
•
Threats Dependency on poor government information systems Overlapping work by others deter impact assessment Exploitation by the middlemen and contractors, preventing the tribals from getting proper remuneration and asserting their basic rights.
Culture
Management style: Open door policy Myth between professional and non professional is diluted Informal style – Laxity and innovation co exist Co workers – friendly relations
Finance No of Funding Agencies
No of Donors
In Rs
Indian
5
17,23,533
Oversea s
7
75,71,121
Income (in Rs)
92,94,654
Analysis of Expenditure Cost Centre
Development support Research & Documentation Programme investment Programme management Organisational Overheads Internal human resource development
% of Total Expenditure
30.50 28.12 14.35 13.42 9.96 3.65
Future Plans
Expansion of Capacity building efforts for PRI s Market promotion of forest produce to become a key activity Organise efforts in water resource management in order to make it more community centered Broadbase its databse on NRM in Orissa
Challenges
Improper baseline survey data (impact assessment) Urgent need of man power (all eyes on projects and documentation taking a back seat) Need for search of more funds Alternate power centers in the structure
THANK YOU
Presented by: Deepti Ranjan, Sushant Tripathy, Vijay R, V Ratnakar
Outline
Objective Methodology Background Mission,vision,goals,objectives,stra tegy Activities Structure,Environment and Culture SWOT analysis Financials Future plans Challenges
Objective of the study
To get hands on understanding of the organisation with respect to purpose, structure, culture and strategies followed.
Methodology and sources of data
Semi-structured interviews with department heads and informal interactions with field staffs Secondary data were collected from the annual reports and documents of various Universal Business Model adopted in understanding the organisation
RCDC - Background An unflinching commitment to the rights and dignity of the underprivileged sections and an unwavering faith in traditional indigenous natural resource management practices brought five young men with varied professional experiences together, thus RCDC was born on 17th march, 1993.
Evolution
1992 – 93 – Registered as a Society under Society Registration Act 1860 1992-93 – Funds from consultancy and training, activities - advocacy Jan 2000 – Registered under FCRA Act 1976 2000 – till date – Funds from national and international donors Activities given in later slides
Governance
Executive Committee – Ultimate decision making body.10 persons (6 men and 4 women) elected by the General Body. General Body: 25 members which includes staff and eminent personalities of the development sector from outside the
Mission RCDC endeavors to strengthen the ownership of natural resources by the local communities who it believes, are the rightful owners of all such resources
Vision To be recognised as a prime functionary in natural resource management
Shared Values “Traditional Knowledge and wisdom has solutions for effective management of the resources and this knowledge base is to be respected, recognized and put in to practice again”
Goals
To develop understanding and capacity to sensitise various development stakeholders including NGOs, PRIs, the bureaucracy, and the government- on the intricacies of development issues and policies. To assess devolution of power and to strengthen PRIs at various levels in at least two districts of the state and help others to do the same in other districts for decentralised governance. To enumerate and map out and strengthen management of natural resources by communities in Orissa through collaboration with others.
Objectives 1. 2. 3.
4.
5. 6.
To work as a watchdog in the development processes in Orissa. To function as an applied resource centre on NRM and bio-diversity. To promote forest as a development resource and community initiatives for its management. To facilitate democratic decentralization of development and resource management. To ensure food security in drought prone areas of western Orissa. To work towards devolution of power to the communities and PRIs.
Strategies
Collaboration with various government departments and agencies, NGO s, media and individuals in an effort to work out a common development agenda Work with institutions and experts in the field to analyse policy as part of its role as a watch dog Initiation of debate on various development issues and evolving an effective mechanism for prompt response to them
Strategies
Work with mass organisations both local and international towards information generation, awareness generation, advocacy and lobbying to influence policy in the interest of the poor Build up strategic alliance with bureaucrats Promote and strengthen citizens action groups Organise public forums and hearings
Key Activities
1. Research, documentation and publication and circulation of public education material 2. Advocacy and lobbying to uphold livelihood rights 3. Training and institutional capacity building 4. Demonstration and field projects on community based resource management, democracy and
Area of Operation, target groups Interventions Area of Operation
Target Groups
Forestry networking and advocacy campaign NTFP marketing (studies and promotion) and capacity building
FPCs, NGOs, CBOs
Boalngir, Nowrangpur and Nayagarh districts Whole of Orissa and selected markets in neighbouring states
TDCC, ORMAS, OFDC, Forest Departments, FPCs, SHGs, PRIs
Area of Operation, target groups Contd… Interventions Area of Operation
Target Groups
Community Bolangir and based NRM and Nowrangpur drought districts proofing
Tribals and other backward communities, marginal and small farmers, FPCs
Performance
RCDC is the only civil society in Orissa to actively participate with the Govt. for JFM Influenced policy changes regarding collection and marketing of forest produce Able to transform from an initial percieved confronting role to an enabling role now.
Performance Contd…
7 reserve forests are under protection by 97 villages in Nabrangpur districts. RCDC has promoted 5 people’s organizations in Bolangir district. Two women groups have been facilitated by RCDC. 50% hike in procurement price of thorn broom could be achieved. No formal laws for community ownership rights have been achieved till now.
Structure Executive Committee
Secretary
Programme Managers
Project Coordinators
Project Coordinators
Programme Support Staff
Project Coordinators Finance
Project Associates Village level Animators
Support Staff
Administration
Key Responsibilities Project Coordinators / Project Officers: Project planning, resource raising, financial management, technical support, liaison with government and other agencies, conflict resolution, Project Associates Project implementation, documentation and report production, social mobilization, conflict resolution, developing collaborative and cooperative ventures with local government, NGO s, CBO s etc. Support staff Data computation, office management, accounts management etc.
Skills &Core competencies
Research, documentation Advocacy and lobbying to uphold livelihood rights Training and institutional capacity building
HR Policies
Recruitment & Training
RCDC believes non professionals can be turned into professionals by training Graduates are recruited as PA s or even PC s and given enough time to acquire the skills Spends around 15 lakhs annually on training Performance Appraisal is by the immediate seniors
Rewards and Incentive
No promotions, but recognition in terms of getting a chance to handle projects independently Salaries commensurate with the number of projects handled and lower level salaries are
Dimensions of Organisational Structure
Complexity: High vertical differentiation, Low horizontal differentiation Formalization: Highly informal style of working Centralization: Centralized – Accounts, Programme design Decentralized – Implementation Also varies between branch offices
Organisation and its Environment NGO s
DFF s RCDC
Donor agenci es
NTFP marke ting agenci es
Gover nment Institut ions
SWOT Analysis
Strengths Standardised reporting formats with in projects Resources for M&E Information Dissemination to stakeholders Qualified personnel
Weaknesses Weak information planning and management One way information flow No standard information systems across projects Quantitative bias
SWOT Analysis Weaknesses
Strengths
• Village level committees for full participation of people and to achieve a people centered development.
Weak links from log frames to M&E Donor driven systems All stakeholders not involved, shared planning inadequate Difficulty in accessing the Resource Centre for community members. Geographical isolation of the hamlets where the NGO is working Overall management and ownership of Resource Centre remains with the NGO, thereby making the people fully dependent on NGO
SWOT Analysis Opportunities
Supportive external linkages Rampant exploitation of tribals in backward districts of Orissa Use of information technology in decimating information and to establish communication between various centres. Providing alternative income-generation through industries like cane furniture-making, bamboo ply production, bee-
•
Threats Dependency on poor government information systems Overlapping work by others deter impact assessment Exploitation by the middlemen and contractors, preventing the tribals from getting proper remuneration and asserting their basic rights.
Culture
Management style: Open door policy Myth between professional and non professional is diluted Informal style – Laxity and innovation co exist Co workers – friendly relations
Finance No of Funding Agencies
No of Donors
In Rs
Indian
5
17,23,533
Oversea s
7
75,71,121
Income (in Rs)
92,94,654
Analysis of Expenditure Cost Centre
Development support Research & Documentation Programme investment Programme management Organisational Overheads Internal human resource development
% of Total Expenditure
30.50 28.12 14.35 13.42 9.96 3.65
Future Plans
Expansion of Capacity building efforts for PRI s Market promotion of forest produce to become a key activity Organise efforts in water resource management in order to make it more community centered Broadbase its databse on NRM in Orissa
Challenges
Improper baseline survey data (impact assessment) Urgent need of man power (all eyes on projects and documentation taking a back seat) Need for search of more funds Alternate power centers in the structure
THANK YOU
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