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EXECUTIVE SUMMARY Students’ Name: Pabitra Kumar Rath (23034); Ravindra Kumar Kanth (23039); Sudarsan Panda (23046); Ajit Kumar Jha (23053); Kumari Surabhi (23069); Ranjeet Kumar Gupta (23088) Organisation: Aga Khan Rural Support Programme (India), AKRSP (I) Reporting Officer: Mr. Neeraj Joshi Faculty Guide: Prof. Debiprasad Mishra Project Title: Organisation Understanding AKRSP (I) is a non-government development organisation, which works for the betterment of rural communities by providing direct support to the local communities to promote activities and develop models for sustainable natural resource use and development of human resources. The objective was to have a thorough understanding of AKRSP (I) as an organisation, its history, its working environment, culture, values, interventions and strategies in both formal and informal way. Methodology- In order to study the organisation we talked to the CEO, Development Associates, Area Managers, Programme Specialists, Community Organisers and Other staff. We also talked to the beneficiaries in the programme areas of AKRSP (I) and took views of other developmental organisations. Literature study like Annual Reports and Programme Area Notes were used as secondary sources for data collection about the organisation. Insights of the organisation-AKRSP (I) started work in 1984 in 3 distinct socio-geographical areas (coastal Junagarh district, drought-prone Surendranagar district and tribal, rain fed Bharuch district) Gujarat. But the scope of our study was limited to the central office at Ahmedabad and Junagarh district. . AKRSP (I) is active in over 450 villages with a staff of 150. Now it is a part of ten-year project SCALE (Sustainable Community based Approaches to Livelihoods Enhancement) that was approved by the EC. From 1994-2001 it had secure funding from the European commission under the community management of natural resources (CMNR) project. Now AKRSP (I) is working on nine themes under the new project SCALE, Community Institutions, Drought Coping, Gender and Class Equity, Gir Periphery Area Management, Micro Enterprises, Participatory Irrigation Management, River Basin Management, Salinity Prevention and Watershed Plus.AKRSP (I) spent 84% of its planned budget in 2002(total budget in absolute terms was 82.4 million which is higher by 20.4 million from the year 2001). Operational expenditure is 6% and capital expenditure is 7% while programme expenditure is 87% of total. The important learning that we gained is how the change in leadership affects the working and culture of the organisation. AKRSP (I) has seen 3 CEOs and each have incorporated some different views. As Barry Underwood incorporated participatory approach in the organisation and now the current CEO Mr. Apoorva Oza is thinking of the diversification giving more freedom to the field staff. The employee turnover in AKRSP (I) is high at 6%, this is because it is a flat organisation with very limited level of hierarchy and so the chances for promotion are restricted. Most of the professionals use it merely as a platform for attaining their further growth after spending some time at AKRSP (I). Two major features of AKRSP’s culture is that its actions are based upon participatory management and their staff is provided with ample autonomy to implement and take decisions on their own. A good leadership and committed staff are the most important part for the success of any organisation.