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Watershed Organization Trust TABLE OF CONTENTS Acknowledgement

ii

Executive Summary

iii

List of Tables

vi

List of Annexures

vi

List of Figures

vii

List of Abbreviations used

viii

1. INTRODUCTION.....................................................................................................................1 2. OBJECTIVE..............................................................................................................................1 3. METHODOLOGY....................................................................................................................1 2.1 PRIMARY SOURCES: ....................................................................................................................2 2.2 SECONDARY SOURCES:.................................................................................................................2 3. ORGANIZATION PROFILE...................................................................................................2 3.1 CONTACT DETAILS.......................................................................................................................2 3.2 AREA OF OPERATIONS.................................................................................................................3 3.3 HISTORY...................................................................................................................................4 3.4 GOVERNING BODY.....................................................................................................................4 3.5 CONSTITUTION...........................................................................................................................5 4. PURPOSE...................................................................................................................................6 4.1 AIM..........................................................................................................................................6 4.2 VISION......................................................................................................................................6 4.3 MISSION...................................................................................................................................6 4.4 PHILOSOPHY..............................................................................................................................7 4.5 CORE VALUES.............................................................................................................................7 4.6 APPROACH.................................................................................................................................7 5. ORGANISATION STRUCTURE............................................................................................8 5.1 MINTZBERG MODEL...................................................................................................................9 5.1.1 Information Technology................................................................................................10 5.1.2 Administration..............................................................................................................11 5.1.3 Finance and Accounts...................................................................................................11 5.1.4 Research........................................................................................................................11 5.1.5 Technical ......................................................................................................................12 5.1.6 Communication and Documentation............................................................................12 5.1.7 Social department.........................................................................................................12 5.2 DIMENSIONS............................................................................................................................13 5.2.1 Formalization...............................................................................................................13

iv

Submitted by: Dipi Gupta and Manjeet Sahu

Watershed Organization Trust 5.2.2 Centralization...............................................................................................................14 5.2.3 Complexity....................................................................................................................14 6. CONTEXTUAL DIMENSIONS.............................................................................................15 6.1 STRATEGY...............................................................................................................................15 6.2 ENVIRONMENT.........................................................................................................................16 7. OPERATIONS.........................................................................................................................17 7.1 WATERSHED MANAGEMENT PROGRAMME....................................................................................17 7.1.1 Direct Implementation of the watershed projects.........................................................18 7.1.2 Capacity building of NGOs and CBOs for Natural Resource Management along watershed lines......................................................................................................................19 7.2 MICRO FINANCE......................................................................................................................20 7.3 WOMEN’S SELF HELP PROMOTION................................................................................................21 7.4 TRAININGS, EXPOSURE ORIENTATION VISITS, WORKSHOPS...............................................................22 7.5 HEALTH PROMOTION..................................................................................................................23 7.6 SUPPORT TO DPAP PROJECTS IN AHMADNAGAR DISTRICT AS “ MOTHER NGO”...............................24 7.7 COMMUNITY ACTION FOR POVERTY ALLEVIATION (CAPA)...........................................................24 8. SAMPADA TRUST..................................................................................................................25 8.1 HISTORY.................................................................................................................................25 8.2 VISION....................................................................................................................................26 8.3 MISSION.................................................................................................................................26 8.4 ORGANIZATION STRUCTURE........................................................................................................26 8.5 ACTIVITY PORTFOLIO.................................................................................................................28 8.5.1 Micro-finance...............................................................................................................28 8.5.2 Micro-Enterprise..........................................................................................................29 8.5.3 Insurance......................................................................................................................29 8.5.4 Women Empowerment..................................................................................................30 9. CULTURE AND MANAGEMENT STYLE.........................................................................30 9.1 ATTITUDE TO WORK.........................................................................................................30 9.2 RULES....................................................................................................................................30 9.3 SOCIAL BEHAVIOR.....................................................................................................................30 9.4 MANAGEMENT STYLE................................................................................................................31 9.5 LEADERSHIP STYLE...................................................................................................................31 10. HUMAN RESOURCES........................................................................................................32 10.1 MANPOWER PLANNING............................................................................................................32 10.2 RECRUITMENT AND SELECTION.................................................................................................33 10.3 INDUCTION TRAINING...............................................................................................................33 10.4 IN-SERVICE TRAINING.............................................................................................................34 10.5 PERFORMANCE APPRAISAL AND EVALUATION..............................................................................34 11. MANAGEMENT INFORMATION SYSTEM...................................................................35 12. FINANCIAL ANALYSIS......................................................................................................36 12.1 INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR 2003-04......................................................36 v

Submitted by: Dipi Gupta and Manjeet Sahu

Watershed Organization Trust 12.2 ACCOUNTING SYSTEM AT WOTR.............................................................................................37 12.3 DONOR AGENCIES...................................................................................................................38 13. SWOT ANALYSIS.................................................................................................................38 13.1 STRENGTH.............................................................................................................................38 13.2 WEAKNESS............................................................................................................................39 13.3 OPPORTUNITY........................................................................................................................39 13.4 THREAT.................................................................................................................................39 14. CONCLUSIONS....................................................................................................................39 REFERENCES............................................................................................................................40 TECHNICAL OFFICER............................................................................................................45 MSS...............................................................................................................................................45 TEAM LEADER..........................................................................................................................45 HEALTH OFFICER....................................................................................................................47

LIST OF TABLES Table 1.1 Table 1.2 Table 1.3 Table 1.4 Table 1.5 Table 1.6

Contact Details Profile of the Board of Trustees Watershed status as on 31.3.05 Details Of Micro-Finance Activity Sampada and its employess Income and expenditure account for 2003-04

3 5 18 21 26 36

LIST OF ANNEXURES Annexure I Annexure II Annexure III Annexure IV

Major Events From 1992-2003 Activities Undertaken Under CAPA Staff Profile of WOTR Data Flow Diagrams

vi

41 43 44 45

Submitted by: Dipi Gupta and Manjeet Sahu

Watershed Organization Trust LIST OF FIGURES Figure 1 Figure 2 Figure 3 Figure 4 Figure 5

Area of Operations of WOTR Organogram of WOTR Mintzberg Model WOTR’s Specific Environment Watershed Projects implemented by WOTR

3 9 10 16 19

Figure 6

in Maharashtra and Andhra Pradesh WOTR supported Watershed Projects in

20

Figure 7

Maharashtra and Andhra Pradesh Yearwise details of Micro-Finance Loans

21

Figure 8 Figure 9 Figure 10 Figure 11 Figure 12 Figure 13 Figure 14

disbursed Trainings for Watershed Partners External Trainings Breakup Of Expenditure Under CAPA Organogram of Sampada Trust Loan Disbursement procedure Leadership Styles Expenditure Profile

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23 24 25 27 29 31 37

Submitted by: Dipi Gupta and Manjeet Sahu

Watershed Organization Trust LIST OF ABBREVIATIONS USED APRLP

Andhra Pradesh Rural Livelihoods Program

CAPA

Community Action for Poverty Alleviation

CBOs

Community Based Organization

CBP

Capacity Building Phase

DPAP

District Poverty Alleviation Programme

GIS

Geographical Information System

IGWDP

Indo German Watershed

Development

Programme JLG

Joint Liability Group

MSS

Mahila Samaj Sewak

NGO

Non-Government Organization

PIAs

Project Implementing Agencies

PNP

Participatory Net Planning

POP

Participatory Operational Pedagogy

RRC

Regional Resource Centre

SMS

Samyukta Mahila Samitee

VSHG

Village Self Help Group

VWC

Village Watershed Committee

WOTR

Watershed Organisation Trust

viii Submitted by: Dipi Gupta and Manjeet Sahu

1. INTRODUCTION As part of our Organizational Training Segment, we did our study on Watershed Organization Trust, Ahmadnagar. The organization was started in 1993 with major focus on watershed activities and later diversified to other activities like micro-credit support to women SHG, training and support to other organization etc. The duration of our study was spread over a period of eight weeks from June 6,2005 to July 30,2005. During this period, the organization was studied from different perspectives and this report is prepared on the same, as part of the Understanding Organization component of the OTS. 2. OBJECTIVE Our study intends to achieve the following objectives:  To understand the operations of the organization, its structure, mission, goals, objectives, finance, human resource policy, its plans and strategies for growth  To identify the strengths and weaknesses of the organization and the opportunities and threats existing in the environment 3. METHODOLOGY The organization has been studied from various perspectives- purpose, human resources, financial, activities, structure and its dimensions, culture, environment in which it operates etc. The Universal Business Model by Howard Dowding and the 7-S framework were studied to develop our own framework for understanding the organization. The frameworks and the concepts mentioned in the Organization Theory book by Stephens Robbins have been applied at relevant places. Data required was both of qualitative and quantitative nature. Qualitative data covered the financial details, data about the number of projects undertaken, expenditure incurred, funds etc. The qualitative data included details about the values of the organization, the work pattern, the functioning of the departments.

2.1 Primary sources: Observation: The routine activities of the employees of all categories were observed in order to understand their present roles. Unobtrusive observation also helped in understanding the culture as well as the hierarchy within the organisation. Discussions: Informal discussions were held with the employees on organisational issues like its structure, human resources and area of operations. 2.2 Secondary sources: Annual Progress Reports: The review of past Annual Progress Reports was done to understand the organisation’s profile and its achievements in the past years. It also gave an insight into the opportunities and threats the organisation faced since its inception and how the organisation responded to it. Financial statements: The financial statements were studied to understand the sources of funds and the way funds are utilised. Publications: Various publications of the NGO were studied to gain an insight into its operations. 3. ORGANIZATION PROFILE WOTR is an NGO established in 1993 to undertake developmental activities in resourcefragile rain-fed areas. The main focus areas of WOTR are capacity building of village groups and NGO, self –help promotions, watershed and micro-credit activities, training programmes for other organization. 3.1 Contact details WOTR is headquartered at Ahmednagar district, Maharashtra. Table 1.1 shows the contact details of the organization.

Table 1.1 Contact details Postal Address

‘Paryavaran’, Behind Market Yard,

Telephone No. Fax No. E-mail Website

Ahmadnagar, Maharashtra 0241-2450188, 2451460 0241-2451134 [email protected] www.wotr.org

3.2 Area of Operations WOTR works in the state of Maharashtra and has recently started its operations in Andhra Pradesh and Madhya Pradesh. Apart from the head-quarter, there are seven Regional Resource Centers (RRCs) situated at Nandurbar, Aurangabad, Wardha, Ahmednagar, Bhaise Dehi, Narayanpet and Sangamner. Figure 1 shows the map of Maharashtra with different units of WOTR. Figure 1 Area of operations of WOTR

3.3 History Frequent droughts and resultant despair were a part of life for rural Maharashtra. The government effort was mostly directed towards the relief operation rather than a permanent solution to the problem. In 1989, around 100 NGOs met in Aurangabad in an effort to find a lasting solution to the recurrent droughts of the past decade. The NGOs were keen to start watershed activities but were resource constrained. Father Herman Bacher took up the challenge and conceived Indo German Watershed Development Program (IGWDP). In 1989 when IGWDP was launched, the idea was to organize villagers in partnership with NGOs to regenerate the environment they live in along watershed lines. But soon it was found that the NGOs operations lacked in technical, managerial and organizational skills for the said purpose. To address this, WOTR was born in December 1993 with the specific mandate to undertake capacity building efforts of NGOs and village groups on a large scale. The mandate for WOTR was to develop pedagogy for assessment, qualifications and capacity building; link all participating actors with the local institutional developmental network and impact the policy level. The important milestones in the history of WOTR from 1993-2003 are listed in Annexure- I. 3.4 Governing Body The Governing Body of WOTR comprises of the: Founder Chairman :

Fr. Hermann Bacher

Managing Trustee :

Mr. Crispino Lobo

Members

: Mr. Ashok Basak Mr. Umesh Chandra Sarangi Dr. G.G.Parikh

Director

:

Dr. Marcella D Souza

The Governing Body brings together a blend of rich and diverse experience. They have been known for their dynamism in their respective fields. The brief profile of the trustees is given in the Table 1.2.

Table 1.2 Profile of the Board of Trustees Fr. Hermann Bacher

Founder - Chairman

Mr. Crispino Lobo

Advisor IGWDP Development Professional, Managing Trustee, Executive Director Former Program Coordinator (IGWDP) Senior Government Official,

Mr. Ashok Basak

Indian Administrative Service Mr. Umesh Chandra Sarangi

(IAS) Senior Government Official, Indian Administrative Service (IAS) Development Professional,

Dr. G.G.Parikh

Chairman Yusuf Meherally Center Source: www.wotr.org

Profile of the Director- Dr. Marcella D Souza A physician by profession, she specialized in Community health. Later she realized that health is just one part of development, which motivated her to work towards a more holistic cause. She was working in an integrated project on community development at Peru in South America when she was invited to join WOTR. She joined WOTR as the Coordinator for Women Promotions. Her job included understanding the ground-reality, identifying the problem and working out the programme for the empowerment of women. Since then women empowerment became an important issue in watershed development. Her commitment and work elevated her to more challenging and responsible positioning in the organization. Currently she is working as the Director of WOTR. 3.5 Constitution WOTR is an NGO registered under the Bombay Public Trust Act, 1950 and N.E. 476 as a support organization for village self help groups (VSHG).

4. PURPOSE “We are in the business of helping people to help themselves” Charity President WOTR’s purpose is very much in sink with the above quote. The basic purpose of WOTR is very much ingrained in the staff. Everyone pulls in the same direction and sings from the same hymn sheet. 4.1 Aim The aim of WOTR is to organize self-help efforts for poverty eradication through environment regeneration along the watershed lines. To achieve this objective, it seeks, in collaboration with its partners (individual and institutions), to mobilize the creative potential of watershed dwellers. It also aims at assisting other NGOs interested in the watershed development by providing technical, managerial and financial support. 4.2 Vision The vision of WOTR as an NGO is: “People living in rural India particularly in rainfed areas are empowered to secure their livelihood and quality of life.” Source: Annual Report 2003-04

4.3 Mission The mission statement of WOTR reads as: “WOTR is a committed development support team that motivates and empowers rural men, women and children and other organizations for integrated watershed development and enhancement of quality of life on a sustainable basis.” Source: Annual Report 2003-04

4.4 Philosophy WOTR works with the following philosophy:  Poverty eradication and sustainable development is possible only when people come together as a group and decide to work together in a manner, which not only improves the economic and social condition of the people but also transforms their resource utilization pattern to a more sustainable one.  The environment provides the platform and the catalyzing impulse that draws people together, leads them to work together and awakens their creative potential.  Participatory environment regeneration along the watershed lines not only leads to an improvement in the economic condition of the people but also sets into motion a development dynamic which catalyses people into an innovative community which forms the basis for creation of sustainable opportunities. 4.5 Core values WOTR has a set of core values that helps the employees in their approach towards their tasks. It firmly believes that the environment is best managed when all stakeholders are involved in

an equitable manner in planning, implementing, sharing costs and controlling resources that impact their lives. WOTR believes in values like democracy, perseverance, transparency, honesty and sustainability. It believes that effective discharging of responsibilities is only possible if supported by devolution of authority and resources. Transparency, accountability and free flow of information to all actors and partners is necessary to secure commitment, foster ownership, sustain the process and momentum and enable the establishment of effective management. 4.6 Approach A proper approach is very important for the watershed development programme. WOTR has developed a unique approach called “Sangamner pattern”. This established the institutional and organizational arrangements for cross-sectoral collaboration between the public, private and civil society sectors. WOTR recognizes the people living in the watershed as the center around which the whole programme revolves. The activities of WOTR are directly and

indirectly organized around their efforts to help themselves out of poverty. Briefly the approach of WOTR includes:  Awareness generation: Creating awareness of the symbiotic relationship between man and his environment amongst various groups like NGOs, rural people and others is achieved through a multiplicity of means such as mass media, audio visuals etc.  Capacity building: This aims at ownership, stake building and sustainability of the Programme.  Experience sharing: In order to enable the sharing of experiences amongst the various institutions/groups implementing similar programmes, WOTR tries to build networks and linkages.  Learning by doing: WOTR recognizes that the best way of learning is by actually doing and experiencing. Mistakes made become learning occasions for change, internalization and consensus building. 5. ORGANISATION STRUCTURE WOTR’s services are spearheaded, and continue to be run, by a team of full-time professionals with a wide range of experience in implementation and administration of development programmes. The central office is located in Ahmadnagar where most of the policy influencing, research, media creation, training, and administration activities occur. WOTR also has field units located in programme areas where its staff works directly in field on project implementation. A team of persons, who are sensitive, committed and meeting the expectations of their partners professionally manages it. The organization structure of WOTR is shown in Figure 2. The operation of WOTR is more in the form of Matrix structure wherein people from various functional heads are teamed together to work in a specific project.

Figure 2 Organogram of WOTR

Board of Trustees

Fr. Herman Bacher Mr. Crispino Lobo Mr. Ashok Basak Mr. G. G. Parikh Mr. Umesh Chandra Sarangi

MANAGEMENT Managing Trustee/ Executive Director

Director

Finance

Administration

COMPETENCIES/ CELLS Technical *1

Training/ hrd

ADMINISTRATIVE / SUPPORT SERVICES

Women’s promotion

IT & MIS

Research

Micro-Finance Sampada*2

Communications & documentations

Regional Resource Centers

PROFESSIONAL / SUPPORT SERVICES

Implementation Units

*1 Agriculture, Soil & Water Conservation, Forestry, Geology, Livestock *2 This unit has now become an independent sister organisation called Sampada trust.

5.1 Mintzberg Model Each organization has a separate structure. However, Mintzberg argues that there are five basic parts to any organization. They are shown in the Figure 3.

Figure 3 Mintzberg model

Strategic Apex Technostructure

Support staff Middle line

Operating core

At the head office level, there are 8 departments in the organization that work in collaboration with the RRCs and the implementation units. These are Technical, Research, finance, IT, Social, Micro-finance, Administration and Communication and Documentation. Of these, Micro-finance comes under the scope of Sampada-sister organization of WOTR which is dealt later in the report. IT, Administration and Finance play the role of supportive departments. Besides this, there is a library that has a stock of around 5000 books on a variety of subjects including forestry, livelihood, agriculture, management etc. Applying the Mintzberg model to WOTR, the strategic apex comprises of Board of Trustees, Executive Director and the Director. They are entrusted with the overall responsibility of the organization. Administration, Finance and IT departments constitute the support staff that plays a supportive role to the other departments of the organization. 5.1.1 Information Technology This department is engaged in software development and provides a platform to the decision makers to monitor and steer the program. There are three senior officers and a manager in the department at the head office level. Its main function is to develop software as per the needs of the other departments and RRCs. It maintains huge data bank- basic information about the

village, NGO, socio-economic data, net plan. It also maintains muster details- bill book, measurement book at field level, periodic work report etc. The new approaches developed by the IT department are:  Integration of visual data with attribute data  Linking PRA details of the village household to household map using GIS  Decision support and monitoring and evaluation system for watershed 5.1.2 Administration The main function of this department is coordination of all the activities. Besides this, it is also responsible for human resource development. It does all the reporting work, correspondence etc. The Deputy Manager who has a dual responsibility of looking after the administrative work of Sampada as well heads it. 5.1.3 Finance and Accounts The main task of this department is accounting for all the work. There are three people employed in this department at the head office- manager, senior accounts officer and accounts officer. Tally package is used to do all the accounting. Detailed project wise accounts are maintained so as to get the details of the cost of the project at each stage. The department has to consolidate the details of the finances to the RRCs. Research, Technical, Communication and Documentation and Social department forms the technostructure of WOTR. 5.1.4 Research The research department does all the vital groundwork for watershed implementation. There are 4 people in this department at the head office level with two new recruits. Recently, a new research wing has been started at Pune. The wide range of activities of the department include:  Undertaking GIS and remote sensing.  Research studies: Recently 2 research studies have been completed in collaboration with IIFM, Bhopal.

 Providing innovative ideas and guidelines for the implementation to technical department.  Undertaking water-harvesting  Constant review of data collection techniques to make it more user friendly.  Preparation of case studies for knowledge dissemination  Providing consultancy to other NGOs, Govt departments  Coordinating student internship programs 5.1.5 Technical This department deals with all the engineering aspects pertaining to the watershed program. There are two people working in this department at the head office level and 27 employees at the RRCs as technical officers. The main work of this department includes:  Implementation of the projects  Treatments in cultivable, arable land 5.1.6 Communication and Documentation During the year 2003, a special cell for documentation of different activities was established. The objective was to create an archive of knowledge and experience that is used for training, feedback mechanism, process and impact documentation, learning and dissemination. It also serves as the knowledge bank for other practitioners to learn from WOTR experiences. This includes visual documentation on a time series basis, process study, action research, issue based study besides regular publication of newsletter etc. Different softwares have been developed for land use planning, management information systems and other data collection and processing mechanisms. 5.1.7 Social department This department takes care of the social aspects of the watershed programme. The main works done by it are:  Coordinate training programmes (including preparing schedules, modules, contents etc)

 Providing support to social activities at the RRC level  Staff training and village level training  Scrutinizing the social aspects of every project (Social aspects include who will implement, how much contribution will they make, who will benefit etc)  Providing technical support for the formation of VWCs, SHGs, SMS Apparently there is no middle line existing in the organization. However, it draws from different departments where they work as coordinator for different projects and programmes. The operating core comprises of the RRCs and the implementation units that work directly at the field level. In order to support the various groups implementing projects in different parts of Maharashtra and also to coordinate these activities, 7 RRCs have been established. 5.2 Dimensions The Burns and Stalker’s (Robbins, 2003) view of Organic Structure is prevalent in WOTR where the structure is relatively flexible and adaptive, with emphasis on lateral rather than on vertical communication although vertical communication is also adhered to. One gets recognition in work based on expertise and knowledge rather than on authority or position. Emphasis is on exchanging information rather than on giving definitions. 5.2.1 Formalization As far as formalization is concerned, most of the activities/departments have low formalization where the employees are given ample freedom to innovate and bring their own working style of working, subject to the approval of management that generally is given. Standardization is there only in certain activities like accounting procedure and administrative procedure. This is more to increase the efficiency and avoid confusion. There are also cross-functional skills encouraged in the organization like micro-finance personnel looking at the micro-enterprise activity on different occasions. This may be attributed to the low size of the organization that makes it possible.

5.2.2 Centralization As the philosophy and approach of WOTR emphasizes on participatory approach, the same is followed in the decision making inside the organization. Any decision that is taken is done by active participation of all the concerned departments and employees. Generally the project heads are given freedom to prepare their own action plan and budget, which is then approved by the management. The RRCs and the Implementation Units plan their own annual action plan which is broken into three quarters, and is then monitored through reviewing it in the meetings at the end of each quarter. They have a relatively high degree of autonomy, taking many decisions within the overall framework of WOTR’s goals. Similar kind of arrangement is also followed at the head-office. 5.2.3 Complexity Complexity comprises three parts- horizontal differentiation, vertical differentiation and spatial differentiation. Horizontal differentiation refers to the degree of differentiation between units based on the orientation of members, the nature of the tasks they perform, and their education and training. It can be said that the larger number of different occupations within an organization that require specialized knowledge and skills, the higher is the horizontal differentiation. Based on the above concept, the horizontal differentiation is high in the organization. This differentiation is represented by the seven departments (Technical, Research, Finance and Accounts, IT, Social, Micro-finance, Communication and Documentation, and Administration), which are more on the basis of functional specialization. People employed in each department possess a different set of training, skill, knowledge and experience. Vertical differentiation refers to the depth in the structure. The organization has more of a flat structure with only three levels of hierarchy leading to low vertical differentiation. Spatial differentiation refers to the degree to which the location of an organization’s offices, plants, and personnel are dispersed geographically. It is high as the WOTR is geographically spread over three states and within Maharashtra its area of operation is spread over seven RRCs and four implementation units.

6. CONTEXTUAL DIMENSIONS 6.1 Strategy If we try to categorize WOTR in accordance with Miles and Snows (Robbins 2003) categorization, WOTR could come under the Prospectors type of organization. While studying the history of WOTR and observing its present functioning, the dominant objective is to find and exploit new areas of operation besides looking for donor agencies for funding. There is a low degree of routinization and mechanization. There are numerous decentralized units and the structure are low in formalization, have decentralized control, with lateral as well as vertical communications. The strategy of WOTR is effective—it can respond to the demands of tomorrow’s world. WOTR has developed its own strategy for participatory watershed development. These are:  Participatory operational pedagogy (POP): It’s a 24 step strategy developed through years of experience, which progressively builds up the capacities of village SHGs and their accompanying NGOs to implement participatory watershed development along participatory, efficient and effective lines.  Gender oriented POP: This is a multi-faceted strategy for the effective and progressive involvement of women of watershed villages in family and village life. It is an approach that seeks to actively involve men in the development and enablement of their womenfolk.  Portfolio management: This is a system, which divides different responsibilities and task for members of the VWC. It is based on the belief that authority without responsibility lead to misuse of it and vice versa is meaningless.  Participatory Net Planning (PNP): This is a step-by-step planning methodology, which facilitates a dialogue between the farmer (both men and women), and external knowledge, developing into mutual learning process.  Qualitative Assessment Matrix (QAM): This is a monitoring and grading system of the performance of the watershed work, the community and the NGO, so as to provide feedback at regular intervals for improvement. This is used by WOTR, NGOs and VWCs.

6.2 Environment WOTR’s specific environment encompasses those entities that have a direct effect on the accomplishment of the goals. At any given moment, it is the part of the environment with which the management will be concerned because it is made up of those critical constituencies that can positively or negatively influence the organization’s effectiveness. WOTR’s specific environment is shown in the Figure 4.

Figure 4 WOTR’s Specific Environment

Partner NGOs

Funding agencies

WOTR Beneficiarie s

Government

Employees

Among the four models proposed by Emery and Tryst (Robbins 2003), WOTR is more close to operating in the placid-randomized environment. Lying in the area where there is very scanty rainfall, there is always a need for watershed activities to be taken in the villages of this area. It receives continuous support from the government and its departments. The funding agencies are adequately extending their support for different projects. Other partnering NGOs are adequately supporting them in their development work.

7. OPERATIONS WOTR works in the states of Maharashtra and Andhra Pradesh. At the invitation of Govt. of Andhra Pradesh, WOTR ventured into Andhra Pradesh and is presently implementing 17 watershed projects in the Narayanpet Mandal of Mahbubnagar district covering an area of 8500 ha. under the Andhra Pradesh Rural Livelihoods Program (APRLP). It also performs the role of Resource organization for other organizations under the APRLP in the Mahbubnagar district of Andhra Pradesh. Recently, it has also expanded its work in the state of Madhya Pradesh. The coverage of WOTR  No. of People directly touched : WSD 

SHGs

-

42,882



MF

-

37,403

3,53,000

 No. of Partner NGOs - 138  No. of Persons Trained – 109,201  No. of States in which operating - 2  No. of States to which CBP/Training Services provided – 22  International Trainings / EDPs for participants from – 17 countries

7.1 Watershed Management Programme WOTR uses the watershed approach to managing natural resources.

It addresses each

resource as a component of an integrated watershed taking into account all its hydrogeological dimensions, including land, water, vegetation, livestock, and the social units that utilise these resources. The watershed management programme of WOTR basically consists of direct implementation of the watershed and capacity building of NGOs and CBOs for the same. The table 1.3 shows the status of the watershed projects.

Table 1.3 Watershed Status as on 31.3.05 Maharashtra

1 2 4 5 6

No.of Watershed Projects 196 Area Covered (ha.) 196925 No.of Districts 25 No. of NGOs 89 WOTR's Projects 39

Andhra Pradesh

1 WOTR's Projects 2 Area Covered (ha.)

17 8429

Mother NGO for Ahmednagar District

1 2 3

Watershed projects NGO PIAs Govt. PIAs

105 10 1

Source: WOTR records 2004-05

7.1.1 Direct Implementation of the watershed projects POP is used as the basis for implementing a watershed programme in a village. The steps involved in the process are:  Selection of villages: Several criteria are used for this purpose like geographical conditions, topography and socio-economic condition.  Mobilizing the people through PRAs, audio-visual aids: This is done to create awareness among the people.  “Shramdan” from the villagers: The villagers are asked to contribute labor for four days. If 95% of the villagers agree to contribute “shramdan”, then only the watershed work goes ahead in the village.  Capacity building of the village institutions like CBOs, VWCs etc  Implementation of micro-watershed: The micro-watershed project is implemented in the village with active support from the villagers.  Continuous monitoring: The micro-watershed project is monitored at regular intervals and based on that the project is then undertaken on a large scale. The Figure 5 shows the details of the watershed programmes implemented by WOTR.

Figure 5 Watershed projects implemented in Maharashtra and Andhra Pradesh Cumulative from 1996 to March 2003

50 40 30 20 10 0 1996

1997

1998

1999

2000

2001

2002

March 2003

Area ('000 ha)

7.53

8.06

12.90

12.90

12.90

12.90

29.16

31.21

Total Projects

6

7

12

12

12

12

35

43

Source: WOTR decade report 1993-2003

7.1.2 Capacity building of NGOs and CBOs for Natural Resource Management along watershed lines WOTR was set up with the mandate of building up the capacities of NGOS and CBOs to undertake watershed development projects and it is the primary focus of WOTR activities. It has supported a total of 195 watersheds during the period 1993-2004 with 88 NGOS covering a total area of 196,724 ha and approximately a population of 250,000 in the resource scarce areas of Maharshtra. The Figures 6 show some statistics relating to the watershed programmes supported by WOTR.

Figure 6 WOTR supported Watershed Projects in Maharashtra and Andhra Pradesh

No. of Projects and Area in '000 ha.

Cumulative from 1993-March 2005

240 200 160 120 80 40

Year

0

Area ('000 ha) Watershed Projects

1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

Mar05

18.6 44.8 56.2 78.8 93.9 104.2 114.4131.5 141.0 161.6 202.7205.4 205.4 12

31

40

62

76

88

101 125 133 173 210 213 213

Source: WOTR decade report 1993-2003

7.2 Micro Finance In order to support women’s SHGs in undertaking economic activities and utilize their resources for better returns, WOTR assists them by providing micro-credit facilities. The basic objective behind launching micro-finance as an activity was to provide timely inputs to the people. The micro-finance unit of WOTR provides small financial assistance to women through their SHGs and village level apex bodies (SMS) to take up individual or group based quality of life enhancing measures and income generating activities. Table 1.4 lists the cumulative amount of loans disbursed so far.

Table 1.4 Details of micro-finance activity (Cumulative from 1998 to March 2005) No. of villages No. of loans No. of SHGs No. of active clients Disbursements

640 692 3190 37403 Rs. 98,53,7936

Source: WOTR records 2004-05

Figure 7 shows the year wise detail of micro-finance loans disbursed so far. Figure 7

20,000

50,000

18,000 16,000

45,000 40,000

14,000

35,000

12,000

30,000

10,000 8,000

25,000 20,000

6,000

15,000

4,000

10,000 5,000

2,000 -

Loan Disbursed ( Rs. in ' 000)

No. of Women clients

Yearwise details of micro-finance loans disbursed

-

Upto Mar '99

19992000

20002001

20012002

20022003

Total

Disbursement (Rs. in '000)

679

2,510

7,427

14,901

20,911

46,428

Women Clients

308

1141

2430

5626

8145

17650

Source: WOTR decade report 1993-2003

7.3 Women’s self help promotion Women development and empowerment has been one of WOTR’s priorities. The basic objectives of the women development programme of WOTR are:

 Build confidence and self esteem of the women folk  Develop leadership qualities  Encourage their involvement in the decision making both inside and outside the home These objectives have been achieved through the formation of SHGs and providing assistance to start activities aimed at reducing their drudgery and enhancing their economic status. Through these groups, women have taken up a wide variety of activities. There have been socio-development projects like non-formal education, hygiene, kitchen gardens, daycare centers, toilets, health camps etc benefiting 12516 women. Drudgery reduction activities like drinking water systems, biogas, cooking gas, hot water stoves etc have also been taken up. Besides, income generating projects like animal husbandry, dairy, flourmill, nursery raising, grocery shop, fertilizer shop, gas agency etc have also been implemented. 7.4 Trainings, Exposure orientation visits, Workshops Training for program partners form a major part of the capacity building strategy of WOTR. To enhance the capacity of watershed dwellers, VWCs, women’s SHG, SMS, NGO staff and village watershed volunteers (Panlot Sewaks), WOTR has so far conducted 2787 training programs, exposure visits and Melawas (experience sharing workshops) benefiting a total of 79,458 participants from projects supported by it. These programs were in the areas of project planning and management, resource management, maintenance of assets created, participatory impact monitoring etc. Figure 8 shows the breaks up of the participants involved in the training programs. Trainings and extension programs are also organized for participants from organizations from all over the country and from abroad as well in the field of participatory watershed development and self-help promotion. To date, it has conducted 159 such programs involving 5826 participants from different parts of India. Besides, it has also organized 11 international trainings and exposure dialogues for 140 high level participants. Figure 9 shows the break up of the participants involved in such training programmes. Figure 8

Trainings for watershed partners o Breakup of the participants

Partner NGOs 9%

CBOs 29%

Watershed Communit y 62%

Source: WOTR decade report 1993-2003

Figure 9 External trainings o Breakup of Participants

Villagers 41%

International 3%

NGO 32%

Govt. 24%

Source: WOTR decade report 1993-2003

7.5 Health promotion Repeated requests from the village women’s groups motivated the initiation of this activity in 10 villages in the Ahmadnagar and Bid districts with the support of the Rotory club. Under this, health camps are conducted in the villages, trainings for women health workers

undertaken and health messages conveyed through the women SHGs. The health workers also help in linking the village people with the local primary health centers. To date, 19 training programmes have been organized for the Women Health Promoters’ Mahila Pravartaks and 9 health camps have been organized which have benefited 3275 people. 7.6 Support to DPAP projects in Ahmadnagar district as “ Mother NGO” DPAP is a government funded watershed program in Maharashtra and WOTR has been appointed as “Mother NGO” for the Ahmadnagar district. In this context, its responsibilities include conducting trainings in the technical and social aspects of watershed development with a special emphasis on people’s participation, evaluation of the CBP phase, support for the preparation of project proposal etc. As “Mother NGO”, WOTR has supported 105 projects involving11 Government/NGO Project Implementing Agencies (PIAs). The support is provided in the form of trainings, monitoring and evaluation, project proposal formulation and scrutiny. During the year 2003-04, 16 training programs were conducted for 198 participants including members of the PIAs, watershed development teams, watershed committees, volunteers etc. Evaluation of the CBP of 72 watersheds and Project Proposal and Scrutiny of 74 watersheds was also done. 7.7 Community Action for Poverty Alleviation (CAPA) CAPA, a short duration project, was sanctioned by BMZ_GTZ for community mobilization and undertaking activities for the benefit of the community. Under this programme WOTR has undertaken many innovative activities besides implementing watershed area treatment and drainage line treatments. They are school environment and sanitation, drinking water supply schemes; sanitation and drudgery reduction activities for SHG members, well recharging etc. Annexure II gives the details of the activities undertaken by WOTR under CAPA. Figure 10 shows the breakup of expenditure on activities implemented under CAPA:

Figure 10 Breakup Expenditure under CAPA (September 2002- May 2003) soil&water conservation measure Drudgery Reduction

21% 49% 13%

School Development Trainings

4% 13%

School Environments and Sanitation Source: WOTR decade report 1993-2003

8. SAMPADA TRUST 8.1 History Sampada Trust- sister organization of WOTR was registered on 21st November, 2002 under the Bombay Public Trust Act. It was formed with the basic objective of women empowerment. In its early stages of development, it built upon the already established image and goodwill of WOTR. WOTR started the process of formation of SHGs in the villages. It also floated the concept of Samyukta Mahila Samiti (SMS) for every village. SMS is an apex body of the SHGs in the village and has equal representation of two members from each SHG. The SMS works on collaborating with other VWCs in various areas like women empowerment, Micro-finance etc. That is how the seeds of micro-finance were sown. In 1998, micro-finance activity started with small loan amounts. With time per se, the scope and the need of micro-finance increased. This led to the evolution of Sampada Trust.

8.2 Vision Sampada Trust has been established with the following vision in mind: “The poor are empowered to secure sustainable livelihood opportunities and live a life of dignity” 8.3 Mission The mission of Sampada Trust is: “To mobilize the creative potential of groups and individuals by empowering them and providing financial, entrepreneurial and customized services in order to secure and enhance quality of life” 8.4 Organization structure The organization structure of Sampada is such that it enables it to work more effectively towards meeting its objective of mobilizing and empowering the people and providing support -both financially and entrepreneurial- to them. Figure 11 shows the organogram of Sampada Trust. Table 1.5 shows the composition of the Board of Trustees and various departments in the organization. Table 1.5 Sampada and its employees Board of Trustees

 Mr. Crispino Lobo  Mr. Ashok Basang  Dr. Marcella D Souza

Executive Director Micro-finance Women Empowerment Insurance Micro-enterprise development

 Mr. Y.C.Nanda Mr. Crispino Lobo Headed by Mr. Chetan Headed by Mrs.Pritilata Gaikwad Headed by Mrs. Pritilata Gaikwad Headed by Mr.Anirudh Mirikar

Except the head in-charge of all the departments, all other staff at every layer have cross functional job looking after working of each department.

Figure 11 Organogram of Sampada Trust Board of trustees Executive Director

Insurance

Micro-finance

Micro-enterprise development

Women empowerment

RRCs

Field Officers

To assist the major functions, there are two-support wings-administration and

finance. Mr.

Kishor Telang, who is the Deputy Administrative Manager, looks after the administrative works. The Administrative Assistant – Miss Venessa who works under the deputy manager for administration, looks upon all the day-to-day tasks relating to administration. Her roles and responsibilities are:  Scrutinizing the loan applications  Scheduling the board meetings and staff meetings  Keeping a track of the staff (training, promotion, leaves, TA, DA etc)  Correspondence with the funding agencies

 Dealing and follow up with the field officers  Keeping record of all the applicants for the post of field officers and scheduling all tests and interviews Mr. Suprekar looks after the accounting system. While all the data entry is done at Sampada, all the financial statements are maintained at the WOTR office. Detailed accounts for each SHG, SMS and micro-enterprise activities are maintained using the tally package. 8.5 Activity portfolio The activity portfolio of Sampada Trust is wide in terms of the range of service offered. It ranges from micro-finance to entrepreneurship development programmes, providing technical support to all support enterprises etc. Basically, all the activities can be grouped under the four basic categories: 8.5.1 Micro-finance Micro-finance wing of the organization has become an important driver of the organization. This department has three layers- upper layer at the Head Quarter, the middle layer at the RRCs and the lower layer of Field officers. Apart from this, the organization is also partnering with other NGOs and societies in the state to carry its Micro-finance activities. Product portfolio comprises of the SMS loan, Joint Liability Group loan, Individual loan and Seasonal loan. The duration of loan amount is short term (0 to 12 months) and medium term (12 to36 months). Currently the SMS loan comprises of the 90% of the product portfolio but the department is now trying to diversify its portfolio to other products. Loan Disbursement procedure is depicted in the figure 12.

Figure 12 Loan Disbursement Procedure Application Appraisal by Field Officer Loan Committee at RRC Loan Committee at HO Forwarded to the Executive Director Sanction Normally the disbursement process takes around 22 days. The loan repayment by the borrower is done in favour of the head-office directly or channelised through the field officers. The default rate is around 3%. 8.5.2 Micro-Enterprise This department works in tandem with other departments to promote on-farm and off-farm activities among the rural people. It has selected a list of enterprises, which could be promoted. Prior to promoting any enterprise in any area it carries out detailed analysis to check the viability of the enterprise in that area. Proper follow up is maintained for each enterprise. At present this department is promoting micro-enterprise for only women, but it intends to include men also among the target group. Till date there are around 257microenterprises, which have been promoted comprising of 26 activities. The off-farm activities are grocery shops, flour mills, dry fish business, tailoring, pottery, bangle business, cane work etc., while the on farm activities include poultry, goatery and dairy business. 8.5.3 Insurance Insurance department was started with the objective of improving the lives of rural people by insuring them against unnatural deaths and accidents. At present they are selling the insurance products of ICICI Prudential and United Life insurance. Currently around 3000 females have been covered under the insurance coverage. The insurance policy is attached to the loan format with compulsory taking of both the policies.

8.5.4 Women Empowerment Sampada Trust was formed with the objective of empowering women through awareness, training, formation of women SHG and promotion of Micro enterprises. Special emphasis is on formation of women SHG. A SMS (Sanyukta Mahila Samiti) is formed in each village having representation of each SHGs in the village. It works as the link between the Sampada and the SHGs. At present there are around 400 women SHG and 150 SMSs spread in 153 villages. Social development activity is done to reduce the burden of women. 9. CULTURE AND MANAGEMENT STYLE Culture consists of the shared customs, values, norms, attitudes and behavior that have been developed over a period of time and make organization unique. The culture of WOTR is studied with respect to following elements: 9.1 Attitude To Work The employees find their work challenging enough and are satisfied with what they are doing. They chalk out their work schedules in consultation with the boss and are motivated enough to meet them. Since the work is done on team basis, they work in a coordinated manner. The attitude is professional even though they treat each other informally. 9.2 Rules The rules in place in WOTR include the leave rules; medical and maternity leave rules and travel rules. The rules are mostly applicable with respect to the matters concerning the support activities of administration and finance. 9.3 Social behavior The atmosphere in the organization is very informal and all the employees are on first name terms. However the attitude of the people is professional at the same time and everyone’s space is respected. The employees find their co-workers as helpful and a spirit of camaraderie exists. There is a common room where all the employees have lunch together. The birthdays

of the employees are celebrated with much gaiety and fervor. Apart from birthdays, they also share each others joys of promotion, new recruitment in the form of small parties at the office itself. 9.4 Management style The overall management style is encouraging and supportive of the staff. It gives the staff a feeling of concern. Roles and responsibilities are clearly defined. The hierarchy is respected. However the employees have reasonable autonomy in doing their jobs and there is not much interference. They can approach the Director with their suggestions and queries without hesitation and such interaction is encouraged. There is a lot of openness in the work culture and information is freely shared in the meetings and also in day-to-day interactions. 9.5 Leadership style Figure 13 Leadership Styles

Boss centered

Use of authority by Managers

Area of freedom for subordinates

Sub Subordinate relationship

Autocratic Close------General Democratic Permissive Source: (Sharma and Singh, OTS 2003: 24)

As we can see in Figure 12 different types of leadership styles are represented. The leadership style varies from autocratic to close, general, democratic and finally permissive with the varying degree of subordinate involvement in decision making by the leader. The left extreme signifies the organization where all the decisions are taken by the top

management while right extreme describes those organizations where middle level and lower level staff also have fair share in decision making. The leadership style of the Director, Dr. Marcella D Souza can be categorized as Democratic. The employees are given full freedom to plan and undertake the activities. Most of the proposals if found implemental are accepted by the Director. The progress is duly monitored and any changes if required are done with the active consultation of the concerned employees. The philosophy of Learning by Doing is duly practiced. 10. HUMAN RESOURCES Human resources are the most crucial assets to any organization. The success of any organization depends primarily on the abilities, skills and performance of the human resources. WOTR focuses on staff development and offers full opportunities for the professional growth of the employees. It believes that staff development has to be holistic- including not only training but also opportunities within the organization. 10.1 Manpower planning It forms the base for recruitment, training related decisions. At WOTR, it begins with an annual analysis of the existing strength of the employees and the number of new employees needed. Similar approach is followed at the RRC level. At the beginning of each year, RRCs conduct a Personnel Power Planning. It reveals the need for a new person. The application for the same is forwarded to the administrative officer who initiates the recruitment process. Justification of the appointment has to be made out by the person proposing the new post. This can either be:  A new function which the organization wants to do for which a person is required  Share the load of existing staff as it has grown so high so as to make them nonoptimum  Replacement of departures

The roles and responsibilities attached with the job are discussed in consultation with the concerned department. This includes:  Role of the new person  Type of the person required- age bracket, sex, educational background and other skills  Place where the person will be based- Head office/RRC 10.2 Recruitment and Selection The activities of WOTR are very diverse in nature and they require combination of appropriate skills and developmental perspective. Thus the focus is on taking the people from diverse background, such as forestry, social work, rural management, management, etc. A balanced team of generalists and specialists is required to deal with various issues at the community, team and project level. This helps the organization in optimizing the training efforts by building on the prior knowledge and experience. The recruitment process is open. Advertisements are published in the national and regional dailies. Campus interviews are also conducted for the same. Internal sources form another major source of recruitment. Recruitment is generally done at the entry level. Selection of the individual is based on his performance in the interview. The composition of the interview panel depends on the post for which the process is being done. Several criteria like educational qualification, work experience, knowledge of local language etc are used for short-listing the candidates. 10.3 Induction training Induction training is the systematic training given to staff when they first join the organization. It’s objective is to orient the new employee into the overall ethos of the organization. A systematic induction training is arranged for every new WOTR employee wherein the person is introduced to organization philosophy and values, organization structure- location, area covered, partners involved, people within, organization systems and work. Induction training at WOTR is done at three levels taking about 30 days in all.

Level 1

This is conducted at the head office where the new employee is introduced to all the department people who brief them about the working of their respective department and their inter relationship with other departments. He is then briefed about the administrative and accountability structure of the organization. He is then provided with all the printed and audiovisual materials to go through them. Level 2 This is at the RRC level where the new employee is detailed about the organizing, planning, functioning and its relations with the HO at day-to-day level. Level 3 The new staff is made to stay in a watershed village for at least 10 days and participate in all the ongoing activities. This is done to sensitize them about the rural realities. 10.4 In-Service Training WOTR provides ample scope to the staff for their professional development by providing inservice training. It helps improve their capability to meet their work. It also helps them detach themselves from the routine of their daily work and look at the situation from different perspectives. It caters to both-the staff’s personal development as well as their job/institutional related needs. The assessment of the training needs is done through the appraisal process. The trainings are in the form of training programmes as well as exposure visits. WOTR has established a special training center at Darewadi where not only staff training takes place but training to other NGOs etc are also organized. Recently, two training programmes for the staff on leadership and personality development called Enneagram Retreat have been organized at the Darewadi training center. 10.5 Performance Appraisal and Evaluation The evaluation is done twice a year- April to September and October to March. After the completion of the assessment period employee himself assesses his/her performance in comparison to the plan, and later RRC in charge assesses it in discussion and consultation with the assessee taking into consideration the self-assessment done by the assessee. At the Regional level/ HO level there is group evaluation to assess the overall performance of the team. The incentive structure and the career opportunities for an employee is assessed based

on this appraisal system. The assessment/grade provided by the manager is submitted to the final management. At the HO there is an Appraisal Committee (Management Council + Administration + ED/Director), which makes the final assessment. 10.6 Staff Profiles Staff in WOTR is a major strength of the organization. It has total employee strength of 86 people spread across the head office, RRCs and implementation units. Details of the staff is given in Annexure III. 11. MANAGEMENT INFORMATION SYSTEM MIS is a decision support system for making managerial decisions. It helps in standardization of procedure, data storage, retrieval and processing. An MIS is designed in congruence with the basic problems stated and interrelationship of data flow in the organization. WOTR, as it has been described already, works in a vast geographical area and on different programmes through the RRCs and implementation units. Since there is decentralization in the organization wherein the RRCs and the implementation units are free to decide their schedule of activities, it becomes necessary for the head office to know about the activities going on at the village level. It also has to ensure that whether the interventions are going on as planned. It necessitates the need of a MIS in the organization. Thus the objectives of WOTR’s MIS are twin-fold. They are:  To give the units and the head office first hand information about what activities are going on where  To facilitate monitoring mechanism by the respective units and the head office The IT department has evolved expert systems to achieve the above objectives. The expert system at WOTR has two parts: Expert system 1 which does all the baseline analysis, planning, scrutiny, sanction and Expert system 2 which is for monitoring and steering the program. WOTR uses them as a tool to make faster decisions regarding field activities. It generates the following reports:  Baseline data: It includes information about the region, village, the socio-economic, demographic data about the village.

 Net plan: It maintains information about the land use- plot wise.  Muster book: It includes various other details like bill book, measurement book at field level, periodic work report etc. It is useful for the field workers to maintain and analyze data as and when required. The data flow at WOTR between the head office, the field units are shown in the Annexure IV. 12. FINANCIAL ANALYSIS The financial analysis part of the organization will consists of the following items:  Summarized income and expenditure account  Brief description of the accounting concepts and conventions used by the organization  Donor agencies 12.1 Income and expenditure account for the year 2003-04 Given below is the summarized income and expenditure of WOTR for the years Table 1.6 Sources of Income and Expenditure 2003-04 Balance B/F Sources of income Project Grants

35,955,554.39

Grand total

101,078,590.91

Expenditure Project expenditure Watershed development Micro-finance and SHG promotion Other small projects Training Publications

65,123,036.52

46,337,262.50 10,623,237 9,160,912.50 9,407,835

Management expenses Personnel Cost Establishment Expenses Balance c/f Grand total

10,687,484 2,001,875 12,859,984.91 101,078,590.91

Source: Annual Report, 2003-04

The figure below shows the expenditure profile of WOTR for the year 2003-04.

Figure 14 Expenditure Profile Management expenses

10%

11%

14%

Watershed development Microfinance

12%

Training workshop 53% Training extension support,Networking

Source: Annual Report 2003-04

12.2 Accounting system at WOTR The accrual basis of accounting is used as the basis of accounting at WOTR. Under it, the expenses and revenues are recognized as and when they are incurred. At the head office level, separate accounts for each project is maintained. The RRCs prepare their annual action plan in terms of the budgetary requirements broken up in three parts and sends it to the head office for approval. From there, it is routed to the respective departments for their sanction. Money is released after their sanction. The RRCs have to send monthly reports to the head office specifying the usage of the funds. Quarterly coordinating meetings are held wherein the RRCs explain the deviations or variances if any. The administrative department sanctions administrative expenditure of the entire organization. Regarding accounting for capital expenditure, its accounting is not done unless the items purchased have been entered in the Assets register as well as Consumables register as the

case may be by Administrative officer. The RRCs cannot make any capital expenditure unless it gets the sanction from the head office. 12.3 Donor agencies Major part of WOTR’s funds comes as grants from various donors. The major donors of WOTR are:  Andheri Hilfe Bonn  Becker Cordes Foundation  GTZ  NABARD  Karl Keubel Foundation- European Union  Manos Unidas  Misereor- KZE  DRDA, Ahmednagar  International Water Management Institute (IWMI)- LEAD project  SDC Funds are acquired on project basis and accounts are kept separately for each project. 13. SWOT ANALYSIS The organization can be examined on the basis of SWOT analysis. This analysis can give us insights about the strong and weak points of the organization and can help the organization to act accordingly to make best out of the opportunities available to it. 13.1 Strength  Frontrunner in watershed management and good recognition in watershed community.  Adequate availability of funds and financial support from the donor agencies.  Good linkages with research and academic institutes for capacity building.  Skilled and professional staff members at the HO level.

 Good leadership by the Director and distinguished board members.  Decentralized and participatory planning.  A major NGO affecting the lives of community in entirety. 13.2 Weakness  Project based attitude of the work.  Post watershed activities not duly addressed.  The values not equally shared at the RRC level. 13.3 Opportunity  Greater opportunity lies in the form of international assignments for watershed work.  WOTR can increase its role in providing consultancy to other NGOs in different states.  Increased training services provided to professionals coming from different NGOs.  Working in the area, which addresses the main problem of the villages, therefore offering immense scope.  Through scaling up the effort it can achieve its mission of empowering women and underprivileged. 13.4 Threat  Changing nature of political support and government policies.  Organization growing in activity, size and operations, therefore issues related to protecting the values and culture of the organization.

14. CONCLUSIONS

WOTR has an informal set-up where there is freedom for creativity. One example of this is the autonomy in the functioning of the teams. The organization has in the past shown its flexibility to change through the exercises like the POP, Learning by Doing etc. It may again rethink its strategies in future to make its efforts more effective. Continuous learning is the strength of the organization. The structure of the organization has been designed to cater to the specific needs of the sector in which it is operating. At the same time WOTR has been active in bringing about innovative changes to increase the efficiency of the organization. The continuous growth approach adopted has been instrumental in developing the corecompetence of the organization in the watershed area. Recent thrust on other aspects of livelihood will help to cover all aspects of rural people in the areas it is working.

REFERENCES Robbins, Stephen P. 2001, “Organisation Theory: Structure, Design and Applications”, third edition, Prentice Hall of India Private Limited, New Delhi www.howarddowding.com Kumar C. Ajith (September 1998) “Human Resource Development in Non-Government Organization: Case study Watershed Organization Trust, India”, Centre for Rural Development and Training, University of Wolverhampton, England WOTR: A Decade of Service in Watershed and Rural Development 1993-2003 WOTR (2004) Annual report 2003-04. Ahmadnagar: WOTR Sharma, Amrita and Rahul Singh (OTS 2003) “Organizational Understanding of Deepak Charitable Trust” pg. 24 Annexure-I Major Events from 1993-2003

Year 1993  Establishment of WOTR.  GTZ Pilot phase sanctioned.  Became the Coordination Unit of the IGWDP. Year 1994  Forest Deptt. gave permission to the IGWDP for treatment of forestland.  4 Regional Resource Centers (RRCs) of WOTR started. Year 1995  Women promotion wing of WOTR started.  2 more RRCs started.  Implementation of the DPAP Program for construction of check dams. Year 1996  WOTR started direct implementation of watershed development projects.  First issue of WOTR’s Marathi newsletter “Panlot Pariwar” started. Year 1997  Training of non-partner organization started. Year 1998  Watershed training support to other states initiated.  Construction of the “Watershed Training Center” started in Darewadi watershed project.  WOTR publishes its first English newsletter called “Watershed Family”.  Micro-Finance Unit started. Year 1999  WOTR involved in the initiation of the National Watershed Development Fund set up by GOI.  In-house Development of Geographic Information System (GIS) for watershed management started. Year 2000

 SHG promotion in non-watershed villages started.  Darewadi Watershed Training Center operationalized.  Deputation arrangement ends, WOTR’s own staff takes over as heads of RRCs. Year 2001  Publication of the first issue of a newsletter “Watershed Voices” which reflects the experiences of completed watershed project.  WOTR was awarded the “Vasantrao Naik Award” for outstanding work in water conservation.  WOTR participates in the International Conference on Freshwater at Bonn. Year 2002  Publication of “Sampada Forum” a newsletter on micro-credit started.  WOTR assumes the responsibility of “Mother NGO” to support the Govt of Maharashtra’s watershed development programmes in Ahmednagar district.  WOTR sets up operations in Mehboobnagar District of Andhra Pradesh.  RRCs reorganized. A new RRC at Nandurbar and a sub-RRC at Pathardi.  Short Term project “ Community Action for Poverty Alleviation” taken up.  A separate organization for Micro finance is registered as “Sampada Trust”. Year 2003  WOTR participates in the 3rd World Water Forum held at Kyoto. Source: WOTR decade report 1993-2003

Annexure- II Activities Undertaken Under CAPA

S.No. 1

2 3 4 5 6 7 8 9 10 11 12 13

Activity Watershed activity and drainage line treatment

No./units/villages

 Area treatment

18 projects (2428ha)

 Drainage line treatments

20 projects

 Well recharge School exposure visits to watersheds School sanitations

4 villages, 58 wells

Drinking water projects LPG connections Hot water stoves Flour mill Fodder bank Health camps Nutrition training programs Vermi Compost pits Toilets, bathrooms, soakpits Exposure visits, workshops, Melawas

66 103 units in 6 districts for 95 villages 41 106 93 1 4 33 23 45 753 69

Source: WOTR decade report 1993-2003

Annexure- III Staff Profile of WOTR

Category Management

M.B.B.S. 1

M.P.A. 1

Type of Qualifications B.Tech. M. Com. BCS 2 1 1

Research

Phd. 1

M.Phil 3

M.Vsc 1

D.C.E.

S.S.C

B. Tech

Technical / Engineering Social Documentation & Communication

IT

B.Sc

M.tech

11

8

1

2

1

MBA/ MA 1

M.Sc 1

B.Tech 1

BA 1

M. Sc.

B.Com

1

1 M.C.M 1

7 5

MSW 16

D.C.M 1

Total MSW 1

23 SSC 5

MA 1

M.Com 1

27

2 S.S.C 1

B.Com 1

4

B.Com PGDBM 1

Microfinance

1

Health

GNM 1

Accounts

M.Com 1

B.Com 2

SSC 1

MSW

BA

B.Com

S.S.C.

Vern. final

1

3

1

3

4

Administration & Support

1 4

12 Total

B.C.S. : Bachelor of Computer Science M.P.A. : Master's in Public Administration M.C.M. : Master in Computer Management M.S.W. : Master of Social Work

86

Annexure- IV Data Flow Diagrams For Implementation Level From village level

Periodwise Shramdan register Crop records Proceeding Register

Proceeding register

Measurement book

Credit flow records

Shramdan register.

Attendance register for SMS meeting

Rainfall records. Payment records

Attendance register for Gram Sabha meetings

Follow up of decisions taken in the meetings

Periodic measurement.

Infrastructure And Maintenance records.

Baseline Survey data

Plantation records

SHG proceeding Register

Well inventory.

SMS proceeding register

Rainfall data

VWC proceedings and meeting register Drainage line survey records

Training/exposure records. Schedules of meeting.

Community MSS

Organizer

TEAM LEADER

1

Household records Landholding records

Technical officer

Staff records. Visitors register. Staff plans. Suggestion register Expenditure Break up. 7-12 registers.

1

Feeding the data into -The Muster software. -Net planning software. -The Socio-economic analysis package.

Monthly reports: -period wise shramdaan report. -Plantation report. - Exposure training Melawa/ Demos Report -Socio-Economic Analysis reports. - Meeting reports of any village institution.

Fortnight reports -for Shramdan. -for work done. -MUSTER.

  

Report writing and prints out

Quarterly reports: -Work done report. -Physical and financial progress report. -Social development reports. -Training reports

MUSTER Net planning report. Socio-Economic Analysis reports.

Annual report: -For physical and financial progress -Socio –Economic Analysis. -Training /Melawa/Exposure -Meeting reports. -Maintenance funds record.

2

At RRC Level 2

Data received at RRC

Data entry in the respective software or forms, consolidation, Scrutinizing, checking for errors. Ready for analysis Muster. Monthly reports. Quarterly reports. Annual Reports. Training reports. Net planning.

Data collection and feeding in software

-Health survey records. -Monthly monitoring from Mahila pravartak. -Health camp records -Assessments mark sheet. -Training report. -Annual reports to HO. -Exposure visits records

SHG records Training report.

-Quarterly report. -Monthly visit report. -Physical finance progress report. -Shramdaan status. - Work done report. - Net planning - Musters.

Health officer Social 3

Development officer at RRC

Data collection and feeding in software

-Social Activity Report. - Women’s Promotion work done report. - Receipt and Payment. - PRA Activity Report. - Quarterly watershed Ranking report (QAM) -Quarterly SHG Audit report.

3

Feeding the data into - software for training records. -QAM software. -Health Analysis software. Muster. Monthly reports. Quarterly reports. Annual Reports. Training reports. Net planning. Physical and Financial progress Report. Shramdan report.

Annual budget. For health. For Social development.

RRC INCHARGE

Person power plan. Leave record register. Monthly planning records Quarterly report Exposure Report Activity profile of Health project officer. Women development programme proposal QAM Accounts records Administration and vehicle expense records Monthly staff reports

4

At Head Office Level 4

Training records. Monthly progress reports of SHG’s and SMS. Regular details of SHG’s in report form. Six monthly reports of Women development program. Quarterly reports Summary Reports. Monitoring report. Baseline survey report. Watershed datasheet. Budget plan. Socio-Economic Analysis reports

-Action Plan. -Work-done report. -Net planning. -Budget. -Expenditure breakup. -QAM. -Muster in 15days. -Net planning of coming year. -Meeting reports of village institutions. -Accounts records. -Monthly staff reports. -Leave register.

-Proceedings. -Minutes of village institutions’ meetings. -Follow-ups. 5

-Health reports for individual villages. -Health training records. -Activity profile of Health project officer. - Exposure Report. - Implementation records. -Annual Budget. - Annual Report of working progress. - Musters -Melawa/DEMO. Report. - Closure reports of each activity. -rainfall /plantation data

5

User requirement.

Women’s development and training cell.

communication and documentation cell

Consolidated reports on -Training. -SHG groups and members. -VWC meetings -Other village institution details

Store Database

Information cell

WOTR Newsletter. Annual report. Panlot parivar. Audio/Visual CDs. Operations Manual. Staff training reports. News articles. Data Analysis.

Technical cell

Toposheets. Maps of WS. Consolidated reports on Plantations record. Crop records. Area treatment. F& P progress report Rainfall data.

Consolidated Dead stock register. -Insurance -Student block placements Records. -Recruitment records. -Induction reports. -Schedule planner.

Consolidated reports as requirement.

END

Administration cell

-Employee record. -Vehicle plan. -Staff reports -Benefits details. -Service books -Staff trainings. -Asset ( Fixed) Records. -Publication Records -Disciplinary Actions

Accounts cell

Receipt payment Account. -Income tax records. -Records of Administrative expenses. -Budget plan. -cash book. -staff salary records. -other accounting records.

Inward and outward dispatch. Address updating . Mailing list for NGOs’ -Profile of External participant coming for training. -Records of Administration