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Organizational Scan Report - AGA KHAN FOUNDATION (INDIA) New Delhi

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Table of contents

Introduction

A note on organisational scanning

Methodology

Organisational setting

Organisational chart

Linkages

Availability of skill and role analysis

Organisational knowledge base

Program aspects – choice and priorities

Research and Documentation in AKRSP(I)

Basic areas where research inputs are

required

AKRSP(I) scan profile at a glance


INTRODUCTION

“Non-profit institutions generally find it almost impossible to abandon anything. Everything they do is ‘the Lord’s work’ or ‘a good cause’. A moral cause is an absolute good. Preachers have been thundering against fornication for five thousand years. Results, alas, have been nil, but that only proves how deeply entrenched evil is” (Peter Drucker). In the analysis, the Non-Governmental Organisation (NGO), whether it’s in health care or education or community service, or rural development or a labor union, has to judge itself by its performance in creating vision, creating standards, creating values & commitment, and in creating human competence. The NGO’s therefore needs to set specific goals in terms of its service to people to raise the living standard to an acceptable level. And it needs constantly to raise these goals – or its performance will go down. Research is one such effort that constantly and continuously keeps the pace towards achieving these goals. Through evaluation research, one gets to know the trend of their own work: through impact analysis one gets to know the trend towards fulfillment of the objectives of the program; through field trial and action research one gets to know how appropriate and adaptable are the available packages and whether or not these packages can be further made realistic and attractive. It has been perhaps proven beyond doubt that undertaking research is no more a job where one has to start young and end when they become gray. Research indeed and more so in case of rural development very much participative, team work and result oriented. Hence research is a necessity and not ornamental.


A NOTE ON ORGANISATION SCANNING Organisation scanning is of interest to us for two reasons. In first place, human beings, irrespective of their goals, constitute institutional and organisations of diverse kinds. Transnational heroin smuggler groups to Amnesty International and the CIA to the Greenpeace Party provide a wide spectrum indeed. The dropouts from the Establishment, the doomsday prophets, and the otherworldly seekers are no exception to this general proposition. Life begins and terminates in organisational settings. For generating a culture of adequate understanding of our fellow persons, and ourselves we should have knowledge of these ubiquitous entities. Members of an organisation, in the course of diverse forms of interaction, generate valuable information about themselves and the system they give shape to in terms of changing mission, technologies, tasks and transactional relationship with the organisational environment. This task of understanding organisations is our second area of interest. And this is why organisation scanning is a relevant theme. While the objective of studying organisations is self evident, it is not very clear how this is to be done. That the field is wide open and that there are different approaches with the prospect of crossbreeding among them is acknowledged. The six-volume series titled, (Studying Organisations, Innovations in Methodology) illustrated this point. Two major considerations in the choice of technique, in my view, are the value-orientation of the researchers and their comparative comfort in handling the bag of tools. Like painters, some of them may prefer a single color with its different shades, while others may find meaning in a multicolored creation. Value preference and familiarity with techniques are thus likely to turn out to be the co-determinants of what method one selects in understanding organisations. Yet, let us remind ourselves that we are dealing with complex artefacts when we refer to organisations, with the result that the trend in the study of organisations is one of morphogenetic orientation which seeks to capture the variety in organisational reality with their subtle nuances and flavor. Jelinek, et al (1983) has expressed this view with clarity. It is therefore observed that organisational analysis has been evolving towards more complex, paradoxical and even contradictory modes of understanding. Instead of monochromatic thinking, I suggest an interpretive framework more like a rainbow - a “code of many colors” that tolerates alternative assumptions, like physicists in dealing with light: we can “explain” what we see a flow of particles and gain some insights, or as a wave to gain others; but light itself seems to partake of both the one and the other, rather than either or. For organisational analysis, we need to be able to perceive and understand the complex nature of organisational phenomena, both micro and macro, organizational and individual, conservative and dynamic. We need to understand organisations in multiple ways, as having “machinelike aspects”, “ organism-like aspects”, “culture-like aspects”, and others yet to be identified.


METHODOLOGY Although there are several methods how the organisations scanning can be done, the method adopted here was deliberately kept flexible depending upon the response of the top leader (CEO / Chairperson) of the organisation. Organisational scanning tool, which is used widely, in the corporate world required several modifications while using it in the NGO sector. The primary emphasis was laid on participatory method of scanning the organisation. Since the terms of reference was to specifically scan the research potential of each of the organisations, all the stages in organisational scanning was not utilized. Typically an organisational scan requires the following steps: Stages In Organisational Scanning

1 Arial and Demographic details of Organization 2 Historical details, Institutional Linkages and Organisational Culture 3 Organizational Chart and Power structure 4 Administrative structure 5 Skill Inventory 6 Financial Structure and Sources 7 Organizational Knowledge base 8 Organizational Transparency 9 Organizational Communication 10 Motivation, Mobility and Satisfaction 11 Organization System and Recognition 12 Role Clarity 13 Program aspect 14 Choices and Priorities of programs 15 Program Approach 16 Monitoring and Evaluation systems The process mainly used to understand the following was:

Study of secondary source documents. Field visit. Group meeting. Individual interview with each of the program staff.

Interview with the Chief Executive Officer


No. Organisation Visit Date of compilation

Type of work

Date of Report submission

No. of visits

No. of days

1 ASA 1 4/9/00 2 ARAVALI 2 29/8/00 3 DSC 2 17/5/00 4 GRASP 3 14/6/00 5 AKRSP 2 31/8/00 6 NMSWDF 3 25/8/00

ORGANISATIONAL SETTING Aga Khan Rural Support Programme India (AKRSP), is an organisation registered as a non – profit organisation under the Company’s Act. Its an organisation promoted by the Aga Khan Foundation. It is located in state of Gujarat having its primary function within the state itself. Though AKRSP(I) is an organisation with multifarious activities, its primary concept believes in developing the Rural Economy through natural resource management. It is a project-implementing agency by nature can also be termed as a support agency due to its rich field experience and expertise in various field of Rural Development. History and achievements AKRSP(I)s achievements have to be seen from the context of the rural development environment in the state and country. At a micro level, AKRSP(I) would have improved the quality of lives, largely through increased incomes, of more than 30,000 households so far and created more than 300 village level institutions which show increasing signs of maturity and independence. Releasing that the women within a household are disempowered, AKRSP(I) is gradually trying to empower women through formation of separate women’s groups and involvement of women in mainstream natural resources management programmes like forestry, drinking water management, irrigation etc. However, a lot needs to be done yet. At a macro level, AKRSP(I) has consciously worked towards making Government’s policies in the NRM sector more participatory. AKRSP(I) has played a major role in the Joint Forest Management policy at the national and state level and piloted the


Participatory Irrigation Management programme in the Gujarat state. Hence AKRSP(I) is on most state level NGO-GO forums/committees in sectors like forestry, irrigation, drinking water, watershed management, biogas and rural credit and its Central Office at Ahmedabad plays a major role in policy advocacy. As an organisation, AKRSP(I), though buffered by staff turnover problems most NGOs face, has managed to create a cadre of professionals who function in an increasingly decentralized organisational set up. It has successfully managed the leadership transition from the founder leader to the current Chief Executive. AKRSP(I) has become a role model in terms of professional approach towards staff recruitment performance appraisal and training in the NGO sector. In terms of its roles AKRSP(I) is a major implementation organisation, with some emphasis on policy advocacy and a very small focus as an outreach organisation. Background to the 10 year strategy In 1998 AKRSP(I) carried out an extensive and intensive Strategic Review exercise. This exercise looked at AKRSP(I) internal as well as external environment. The exercise was participatory, involving all staff, and some village organisations, using their experience to look in a structured way at the 15 years of AKRSP(I)s history. In addition, consultants were hired to look at the changing external environment, and specific issues. Mission Statement AKRSP(I) exists to enable the employment of rural communities and groups particularly the underprivileged and women, to take control over their own lives and manage their environment, to create a better and more equitable society. Values Equity (concern for disadvantaged) participation/ team work environmental concern professionalism/ excellence sustainability.


Basic characteristics of the area of work

Bharuch Junagadh Surendranagar Resource characteristics

High soil erosion due to dwindling forest cover undulating terrain

Salinity ingress along coast, depleting ground water degr. of forest land

Drought Prone Low Fertility soil

Total area 262504 H. A. 302800 H. a. 281447 H. A. Cultivated land 110251 H. A.

(42%0 187736 H. A. (62%)

163239 H. A. (58%)

Irrigated Area 5512 H. A. ( 5%)

39424 H. A. (21%)

16324 H. A. (10%)

Average Rainfall (in mm)

1183 (In 1998 1954 MM)

629 (In 1998- 1225 mm)

493 (In 1998 – 509mm)

No. of villages in prog. Area

556 427 245

AKRSP(I) Villages 128 216 58 Population in prog. Area

452466 686718 233389

% of SC/ST Population

15 / 85% 11%/ 0.6% 8%/1%

Village Institutions (VIs)

174 184 97

VI Membership 14165 6407 2462 Main Crops Cotton, Wheat,

Rice, Pigeon Pea, Maize

Groundnut, Wheat, Sorghum, Sugarcane

Bajri, Wheat, Cotton, Sorghum, Sesames, Groundnut


ORGANISATIONAL CHART

Chairman

Board of Directors

Chief Executive

Organisational Support Team

Programme Support Team

Senior Programme Executive

Human resource Unit Coordinator Programme Specialist

Water & Land Development Unit Coordinator Programme Specialist

Life Science Unit Coordinator Programme Specialist

Finance Finance Executive A O Acct.

Human Resource Development Manager

Personal & Administration Manager Support Staff

Research & Monitoring Coordinator Programme Specialist

Spearhead Team


Admn. - Administration CO – Community Organizer Fin. - Finance FS - Field Supervisor GID – Gender in Development HR – Human Resource HRD – Human Resource development LS – Life Science P&A – Personnel & Administration PA – Programme Assistant PO – Programme Organizer PS – Programme Specialist R&M – Research & Monitoring SPE – Senior Programme Executive SWC – Soil & Water Conservation VI – Village Institution VO – Village Organizer WLD – Water & Land Development WRD- Water Resource Development WSO –Water Shed Organizer

Central office

Spearhead Team

CAMPUS P O Fin & Admn. R & M

Programme Manager

P O W S O

CO/ PA/ CO1 VO1

FS/ VO2

P O W S O

CO/ PA CO1

FS/ VO2

P O W S O

CO/ PA/ CO1 VO1

FS/ VO2

Cluster 3

Cluster 2

Cluster 1


BOARD OF DIRECTORS

No. Name Designation 1. Dr. I. G. Patel Chairman 2. Tushaar shah Member 3. Nasser M. Munjee Member 4. Kamla Chowdhry Member 5. Naushad I. Padamsee Member 6. Gulam Mohamed G. Rahimtoola Member 7. Madhu Sarin Member 8. Ela Bhatt Member 9. A. H. Merchant Member 10. David Nygaard Member 11. Barry Underwood Chief Executive Office

AKRSP(I)’s organisational structure has evolved to reflect its mission of empowering communities. Control of project planning and implementation increases through lower and lower levels of the organisation to rest with the users of development in the village institutions. AKRSP(I) is a non-communal, non-government organisation (NGO) working in Gujarat State. It was established in 1983 with a grant from His Highness the Aga Khan and be came functional in 1984 with the appointment of a chairman, Board of Directors and Chief Executive Officer who oversee the strategic direction of the organisation. The CEO works with a Core Team of programme executives to translate strategy into action. This Core Team guides programme design and administration from its central office in Ahemadabad. The central office maintains regular contact with the programme coordinators, organizers and technical advisor of the Spear Head Teams in AKRSP(I)’s three field offices in Netrang, Gadu and Sayala. Each Spear Head Team works with the village institutions in its area to plan and implement appropriate projects. In response to AKRSP(I)’s endorsement of the Watershed Approach to development, more planning and implementation powers are being extended to “watershed clusters”. Each cluster concentrates on selecting and implementing programmes for one watershed area, with the Spear Head Teams acting as district coordinators and administrators. This continuing process of decentralization illustrates AKRSP(I)’s belief that development decisions should be made at the micro-level.


LINKAGES AKRSP(I) though primarily a PIA, is reasonably networked with almost all organisations within the state of Gujarat working in the field of NRM. it has a strong link with the Government of Gujarat and has representation in several Government forums and committees. It was also realised that the organisation has fairly strong position with the Government in Policy Advocacy. AKRSP(I) devote considerable time and effort towards influencing the Government Policies. Influence of policy ∗ AKRSP(I) participated in the framing of the national and state level guidelines on

joint forest management. AKRSP(I) and its partner village institutions are represented in sate level forums on JIM.

∗ AKRSP(I)’s work with the state irrigation department influenced a decision to turn over control of existing medium and minor government irrigation projects to the farmer’s organisations who use them.

∗ AKRSP(I) lobbied the central government for status as a nodal implementing agency for Biogas and set precedents as one of the first NGOs in India to gain such status in 1993. direct regulation of Biogas by NGOs has since spread to southern India and is a trend for the future.

AKRSP(I) membership in networks and advisory groups • Sate level working group on JIM • Sate level working group on JFM • National JFM network • National JFM gender and equity sub group • HRD network • State level coordinating committee on Biogas • Advisory board of NGOs, ministry of non-conventional energy sources • AFPRO network (AFPRO – funded NGOs active in Biogas) • Charkha (promotion of development articles in the media) AVAILABILITY OF SKILL AND ROLE ANALYSIS AKRSP(I) is a very well managed professional organisation. It has a corporate style of functioning having very small Human Resource Development focus. Perhaps AKRSP(I) is amongst one of the very few NGOs which has undergone intensive Organisational Development (OD) inputs in the organisation and also has introduced strategic management principles in the organisation. It is a multiskilled organisation, which has given adequate focus on training and development as well. With its treasure of availability of skilled Human Resources, AKRSP(I) has setup AKRSP(I) Services


With its treasure of availability of skilled Human Resources, AKRSP(I) has decided to setup the services to other organisations in the following area: • Participatory Rural Appraisal (PRA) • Gender In Development (GID) • Water Resources Development (WRD) • Participatory Irrigation Management (PIM) • Soil & Water Conservation (SWC) • Watershed Approach (WSA) • Joint Forest Management (JFM) • Agricultural Extension (AE) • Research & Monitoring In NGOs (R&M) • HRD & OD In NGOs (HRD &OD) • Finance Management (FM) The services provided during the year 1998-99 were as follows:

No. Name of the Programme Name of the organisation 1. Participatory Rural Appraisal (PRA) • Andhra Pradesh Forest Officials,

Hyderabad • Surat Bharuch Grameen Bank

Employee, Bharuch • Kwale Rural Support Programme,

Kenya 2. PRA tools for Credit and Savings

Programme Unnati, Ahmedabad

3. Gender Sensitization Surat Bharuch Grameen Bank Employees, Bharuch

4. Gender Training Aga Khan Health Service Staff 5. Gender, Environment & Energy

Issues CEE, Ahmedabad

6. Financial Management for Grass-roots Partners of Thar Region

UNNATI, Ahmedabad, Venue : Rajasthan

7. Cost Accounting in Volag Map IRMA, Anand 8. Research & Monitoring 9. Lecture :Role of Rural Women in

Gujarat & their decision making process

Gujarat Vidhyapith, Ahmedabad

10. Gujarat Geographers Meet: Outcome of Contour Bud and Gully Plugs

P. K. Arts College, Patan, Gujarat

Other Programmes 11. Orientation Programme Surat Bharuch Grameen Bank


Employees, Bharuch 12. Planning & Management of

Watershed WALMI, Anand

13. NGO experiences in NRM CEE, Ahmedabad 14. Women Leaders of the TCGS VIKSAT, Ahemadabad 15. Technical Training Technical staff of PIA’s in Rajkot

WDP 16. Participatory Irrigation

Management – Training of trainers World Bank, Italy

17. Huthur Project Evaluation MYRADA, Bangalore 18. Biogas Slurry Utilisation Biogas Support Programme, Nepal 19. Organisational Change ADITHI- Bihar 20. Workshop cum Training : Organic

Manure Production SWATI-Patdi

21. Training on SHGs for Orientation District Cooperative Bank, 22. Training cum workshop on SHGs NGOs – Mahila Samakhya,

Saurashtra, Rachhatmak & SBS/ PNB/ DENA Bank

ORGANISATIONAL KNOWLEDGE BASE AKRSP(I) has constantly been striving to keep itself updated with latest strength in the field of development. As mentioned earlier their strong HRD policy has made them to revisit their strength and weaknesses both in the area of Human Resources as well as organism of the organisation. Training and development has found an important place in their strategic planning as well as perspective plan. Their efforts towards keeping a sound knowledge base is described below: Staff Training A total of 60% of the staff got the opportunity to partake in training programmes and exposure visits. Training programmes were organised internally by our own resource persons and with the help of external persons. Employees were also sent for training to outside organisations. 1. Process training Identifying the need to strengthen the VI team in process aspects, training programmes were organised for the team with the help of Behavioral Science Centre. The first part of the programme focused on Conceptual understanding of Development. The second part was a Human Process Lab designed to develop required skills in individuals to relate themselves with terms and understand group processes. As many as 43 participants attended the training. As usual, internal training programmes were organised with our own resource persons in all programmes.


Training on “Participatory Development” was conducted at Gadu SHT. 20 staff attended the training for 2 days. Workshop on IMI-IHB for all VI teams of Netrang, Sayla & Gadu were conducted for 2 days. Workshop on Saving & Credit for all VI Team of Natrang & Sayla was conducted for a day. 2. Agriculture Agriculture training in collaboration with GAU, Junagadh was conducted for Gadu staff. Sustainable Agriculture methodologies, crop cultivation practices prevailing in the Junagadh area, water management etc. were covered during the training. The training was for 3 days(12-14 Oct) conducted at Gadu-SHT. Eminent Resources Persons from Farmers Training Centre, Junagadh & GAU, Junagadh were invited to take sessions on Extension & Motivation, Water Management, Plant Pathology & Entomology. 3. SWC SWC/PIA technical training was conducted at GIDR from 21-23rd Dec 1998. 28 participants from all the SHTs attended the training. 4. Monitoring Training on Research & Monitoring Methods was conducted at Gadu-SHT for 3 days. 15 participants attended the training. Annual Retreat A total of 26 staff members consisting of the Core Team, Programme Managers and other selected staff attended the three day Annual Retreat organised at Sterling City Club. The meeting was held to discuss the strategic review and future plans. External Training Programmes Types of external Training Programme attended by staff in 1998. 1. Managing Rural Development 2. Sustainable Organic Farming 3. Mainstream Gender in Natural Resource Management 4. Hi-Tech Agriculture in Gujarat 5. Rural Development Management 6. Basic Human Process Lab 7. Programme on Energy, Environment, Resources And Sustainability (PEERS) 8. Y2k Problem 9. Participatory Monitoring & Evaluation 10. Research Methodology Workshop 11. Microsoft Packages 12. Participatory Irrigation Management 13. Value Addition in Agriculture Food Sector


14. Project Formulation and Financing For Forestry Project 15. Participatory Training of Trainers 16. Market Research in Agriculture 17. Women’s Health and Empowerment 18. Audio Visual Communication 19. Telephone Operators and Receptionist 20. Hold The Fort – A Programme on Personality Development 21. Writing Skills 22. Skill Photography 23. Development workshop for Secretaries and Personal Assistants PROGRAM ASPECTS – CHOICE AND PRIORITIES AKRSP(I)’s three programme areas in Bharuch and Surat districts, Junagadh and Surendranagar share the basic characteristics of poverty, resource depletion, environmental degradation and social and economic inequity. They also share a crippling lack of access to the knowledge, resources and infrastructures needed to stimulate and sustain development. However, while pockets in each area may be considered poor in economic or other terms, the level of poverty and its causes and manifestations differ from district to district, block to block, village to village, even individual to individual. Within its programme areas, AKRSP(I) is active in four districts, 14 blocks and over 300 villages. Respect for their diversity means AKRSP(I) dose not apply its programmes to every village like ready-made garments but tailors them to fit specific local conditions. Those conditions vary considerably. In Bharuch- Surat, soil erosion associated with hilly terrain and deforestation is a major problem; in Surendranagar, soil infertility and drought; and in Junagadh near the coast, salinisation of groundwater and soil. Programme approach may vary depending on the social construct of the area as this determines the form of village institution through which AKRSP(I) works. The relatively homogeneous tribal populations of Bharuch-Surat lend themselves to village-wide organisations (GMVs); caste conflicts make the formation of GMVs more difficult in Surendranagar. Class divisions in Junagadh make it more convenient to work through smaller users groups. AKRSP(I)’s work in Gujarat is intended in part to provide a flexible model for development applicable across the country. The challenging and diverse conditions in Bharuch –Surat, Junagadh and Surendranagar test the relevance of AKRSP(I)’s approach as it molds development concepts to field level realities.


Programmes AKRSP(I) programmes are divided into two interrelated streams: Human Resource Development (HRD) and Natural Resource Management (NRM). The objective of HRD programmes is to help rural people develop the organisational skills and systems they need to manage their resources in an equitable and sustainable manner. In doing so, these programmes address social issues – such as caste and class discrimination and gender inequity – with implications beyond natural resources which limit the effectiveness of development efforts. The objective of NRM programmes is to increase rural income by giving villages access to the knowledge and material inputs of cost-effective and environmentally-sound ways to improve their yields from land, water and forest resources. Every NRM programme has the potential to link with the others in its stream. All NRM programmes are designed to coordinate with HRD programmes in that the former provide the physical structures to support development and the latter the management systems to sustain it. It is AKRSP(I)’s goal through the Watershed Approach to identify and solidify the complementarities between its programmes to fully integrate the development of rural people and their environment.

Programme integration

AGRICULTURE

WATER

RESOURCE

DEVELOPMENT SOIL AND

WATER

CONSER-

VATION

VILLAGE INSTITUTIONS AND GENDER IN DEVELOPMENT


FORESTRY BIO GAS

HRD NRM Gender in Development It is a reality of rural society that the most disadvantaged of its disadvantaged members are women. Regardless of caste or class, rural women struggle with a lack of control- over time, money and access to information and resources. This lack of control perpetuates an inequity between the gender roles of women and men that extends even into the development process. “Gender” refers to the socially and culturally constructed roles and activities assigned to men and women in a particular society. AKRSP(I) advocates a gender approach to development that aims to erase the inequity between women and men by changing the attitudes of both. Although AKRSP(I) has been concerned about the status of women since its inception, it did not take a systematic approach to identifying women’s resource needs and means for their empowerment until 1990 with the appointment of a programme Executive for Gender. Since then, AKRSP(I) has focused attention on women’s empowerment in its mission and has been innovative in using Participatory rural Appraisal to create an awareness of how women use and need resources. This sensitization is necessary both for villagers and for AKRSP(I)’s own team members. Community recognition of women’s activities is a first step to identifying opportunities to increase their control of resources. It can be difficult initially for women to assert their concerns in a male-dominated village institution, however. For this reason, AKRSP(I) encourages women to form their own groups. The women’s development organisation, or Mahila Vikas Mandal (MVM), is the only real forum many women have to vocalize their problems and receive the training and resources they need to plan and implement appropriate solutions. AKRSP(I) expects women to gain strength and skills through women’s groups that will enable them to play effective role in mainstream institutions. To give women time in their 16-18 hour work days to attend MVM meetings, AKRSP(I) promotes labour-saving technologies such as Biogas and pressure cookers. Training for women is done in their own villages when possible and AKRSP(I) encourages women to bring their children with them – lack of childcare would otherwise prevent many women from participating.


Because women lack control over money, many women’s groups form as MVMs or as women’s Self Help Groups around the incentive of savings activities. The stability of credit from group savings frees women from the debt traps of local money lenders and gives them the resources to initiate other activities. Employment of women in its resource programmes is one way AKRSP(I) supports women’s savings. Another is by giving women the skills they need to access the services of financial and government institutions. One challenge for AKRSP(I) is to avoid limiting women’s influence to women’s organisations: MVMs should be a source of confidence for women, not confinement. AKRSP(I) attempts to involve women in the decision-making process of programmes initiated outside the MVM In forestry, for example, women are consulted on the selection of tree species and the demarcation of protected areas. In recognition of women’s knowledge of land and resource use, AKRSP(I) has expanded its use of women Extension volunteers from the Biogas programme, where most end-users are women, to other mainstream resource programmes. Within these programmes, AKRSP(I) attempts to identify and promote projects of special concern for women such as drinking water in water resource development and homestead vegetable cultivation in agriculture. AKRSP(I) must be vigilant to ensure that women’s participation in its programmes is meaningful and effective, not token. Village Institutions AKRSP(I) does not have its own village-level functionaries but channels its support through formal and informal village institutions. Village institutions provide communities with the structure they need to manage their development on a systematic and sustainable basis. AKRSP(I)’s objectives is to help these institutions become independent. To this end, AKRSP(I) provides the elected chairperson, secretary and committee members of each institution with access to the financial, organisational and technical training appropriate to their positions. To facilitate their sustainability as independent organisations, AKRSP(I) encourages VIs to register as legal entities. Some VIs form as Gram Vikas Mandals, general in scope and membership. However, because most villages consist of different communities divided by caste, class, religion, gender and occupation, it is inevitable that the needs of certain communities will be ignored. For this reason AKRSP(I) has found it is often more effective to create separate institutions that each focus on one particular community, gender or user group. This means several VIs may operate simultaneously in the same village.


Most VIs form around a specific project or programme and may be registered as Irrigation Cooperative Societies or Tree Growers Cooperative Societies, for example. Others exist on an informal basis, mainly to address the needs of women and other marginalised peoples. AKRSP(I) works with these groups to build their confidence and resources to the point where they can deal effectively with mainstream institutions. Within mainstream dual membership with equal rights for men and women. In response to AKRSP(I)’s growing emphasis on the Watershed approach, VI activities are increasingly defined in relation to watershed rather than village area. AKRSP(I) encourages the formation of informal links between the institutions of neighbouring village to allow them to discuss issues of common concern or undertake joint activities such as input supply and produce marketing. AKRSP(I) envisions the development of more formal “federations” of village institutions that would be able to take over AKRSP(I)’s area coordination responsibilities and facilitate its eventual withdrawal of support. Savings, Credit, Input supply & Marketing The ability of rural people to develop and manage their own resources is often bounded only by a lack of access to the fair credit and capital they need to finance their efforts. AKRSP(I) works to address this lack by supporting the savings and credit activities of village institutions. Many villagers do not have the habit of regular savings. AKRSP(I) began promoting savings by requiring villagers employed in its resource programmes to contribute to compulsory savings in individual and VI funds. Compulsory savings are designed to make villagers aware of their own potential for capital accumulation and to make savings a habit they will continue on a voluntary basis. While compulsory savings still contribute significantly to total savings, AKRSP(I) now places more emphasis on voluntary savings. The process a VI undergoes to develop systems for voluntary savings results in its strengthening. Village institutions use their funds to finance operations and project maintenance . Many VIs are able to extend credit from their funds to contributing members. VI loans have a high rate of recovery because their terms are based on local conditions – and the borrower knows personally the people who will suffer should he or she default. But VIs also need access to capital beyond that which they have saved themselves and financial institutions have traditionally regarded rural people as poor credit risks. AKRSP(I) acts as a liaison to familiarize financial institutions with the advantages of loaning to rural people through VIs and to familiarize rural people with


responsibilities that come with borrowing. VIs can offer their savings as collateral and, because they know the situation of each member, can work with banks to restructure loans in an equitable manner should the harvest fail. In some villages, Self Help Groups form to improve the savings and access to institutional credit of economically- marginalised groups such as women. Input supply and marketing provide the link between savings and credit activities and increased capability for income generation. Using bank loans or member contributions and the advice of AKRSP(I) agricultural specialists, fertilizers and others inputs for distribution to members. The VIs can then sell the resulting agricultural produce in outside markets where their members make a higher profit collectively than each could alone. Biogas The average village women consumes smoke equivalent to 400 cigarettes in one day of cooking with a traditional chulha wood stove. She spends six or more hours a week collecting the wood to fuel that stove and she may have to encroach scarce forest lands to get it. AKRSP(I) regards Biogas as an attractive alternative to wood fuel for reasons of environment and women’s empowerment. When AKRSP(I) first started to promote biogas in 1986, its primary concern was environment. Wood smoke pollutes the air; biogas burns cleanly. Replacing a chulha with biogas can save an estimated 12 trees per year – almost 2.9 metric tonnes of fuelwood. Healthier forests mean more fodder for the cattle whose dung feeds the biogas unit. Before biogas, much of that dung would be burned to supplement wood fuel, leaving little for use as fertilizer. The nutrient-rich slurry produced as a byproduct of biogas is an ideal organic fertilizer and can double a farmer’s supply of compost. Since AKRSP(I) began to focus more attention on gender issues in 1990, the potential for biogas to relieve the drudgery of women’s lives has joined benefit to the environment as a major programme objective. Biogas improves women’s health by removing the hazard of wood smoke from their kitchens. It decreases their daily work burden by removing the necessity for fuelwood collection. And by freeing time for women to participate in women’s development organisations, it can strengthen the position of women in the community, in the household and in their own self-image. Women Extensive Volunteers have been effective in motivating other women to take up biogas. It is not always an easy sell. Some deeply ingrained superstitions exist against the use of biogas: it smells, it makes food taste bad. The cost of excavating pits for the units in rocky areas can seem prohibitive. And villagers with access to sufficient fuelwood at present may be slow to adopt biogas as a tool for future conservation. To motivate these people, an EV may emphasize other benefits of


biogas such as its use as an agricultural fertilizer and its ability to fuel lights in an area with poor electrical supply. Every household contributes to the labour and cost of constructing its own unit. The availability of low capacity units and a government subsidy for materials enable even the landless and small farmers to access the programme. In keeping with its equity mandate, AKRSP(I) provides interim financing to villagers who cannot labours as masons to construct the units. Through follow-up surveys and EV and user’s training, AKRSP(I) strives to ensure that villagers have the skills to use and maintain their units correctly. Early failures with the technology when implementing agencies were involved only at a technical level have made many users, funders and governments skeptical of biogas can be sustainable when introduced through participatory methods. The central government has recognized AKRSP(I)’s expertise in biogas by authorizing it to act as a substitute for the state implementing agency in several village blocks. Forestry Even in areas that are primarily agricultural, villagers may depend on forests for up to one third of their livelihood. But increasing populations have intensified the harvest of forest resources to the extent that in many areas they no longer meet subsistence, much less commercial, demand. The adverse effect of deforestation on the surrounding environment through erosion and reduced rainfall only compounds the problem. Supports the efforts of rural people to reverse the decline in forest resources and environmental conditions by planting trees. The forestry programme has three main components: nursery raising, farm forestry and Afforestation of public land. Nursery Raising Nurseries don’t just raise seedlings, they raise incomes, and through income equity. AKRSP(I) encourages village institutions to delegate nursery responsibilities and profits to marginal farmers and women. AKRSP(I) provides seeds, technical inputs and advice to the nurseries who then supply saplings village institutions for use in public forest or farm forestry projects. Farm Forestry Afforestation by individual farmers is an effective way to reclaim areas of wasteland on private property and to increase productivity of existing agricultural land. Farmers can use trees as bio-fencing, as windbreaks, or as shade protection for crops. Trees increased a farmer’s income and reduce pressure on public forests by providing a private source of fodder, fuel and fruit.


Afforestation of Public Land It can be more difficult to initiate afforestation projects on public land because of the multiplicity of users. AKRSP(I) uses PRA to help villagers determine a range of species and an area for plantation that are equitable in terms of the user needs they address. Plantation may take place on public revenue land or on forest department land through joint Forest Management (JFM). The planning, implementation and protection requirements of JFM and common land afforestation are the same. Where the two diverge is in the distribution of the harvest. Public Revenue Land In the implementation stage, AKRSP(I) channels funds through the village institution to pa villagers for raising seedlings and preparing the land to plant them. After plantation, encroachment by villagers and others outside the village is a constant danger. It may be years before timber and fruit can be harvested and it can be difficult for villagers with short-term needs to keep that long-term perspective in mind. Many VIs seek voluntary protection from their members or pay selected members to keep watch. The harvest from public revenue plots is shared by members of the village institution. Joint Forest Management If a village has no common land suitable for afforestation, AKRSP(I) attempts to act as a link between the village and the state forest department to set up a joint forest management project. JEM requires the government to provide land, the village institution to provide labour and protection and AKRSP(I) to provide financial and technical support. Past relations between forest officers and villagers have been characterized by antagonism and mutual suspicion. AKRSP(I) uses exposure visits to successful JFM sites to persuade both village and government that cooperation is not only possible, it is profitable. Villagers receive usufruct and fodder rights and half of the eventual harvest; government gets the other half and the knowledge that JFM will reduce pressure on neighboring government-run forests. Agriculture AKRSP(I)’s agriculture programme capitalizes on farmer’s natural tendency to experiment by introducing new crops, products and practices ; it satisfies their skepticism by providing training, demonstrations and financial assistance that reduce the risks associated with change. Participatory Rural appraisal suggests what changes are desirable and feasible. AKRSP(I) takes farmers on exposure visits to farmer that have successfully adopted an AKRSP(I)-recommended practice. AKRSP(I) is increasingly promoting organic


farming as profitable, sustainable and ecologically-sound. Extension Volunteers trained in a particular practice such as composting help farmers with implementation and evaluation of results. AKRSP(I) uses demonstration plots to show farmers the results of a new crop or practice up front. The demonstration plot works on a shared cost basis: AKRSP(I) requires the farmers to contribute to the cost of the demonstration, a measure which ensures she or he has a stake in the project and will try out the recommended practice with care. The full impact of the demonstration may not be seen until the following season when farmers who witnessed the success of the demonstration transfer its results to their own fields. Like the demonstration farmer, they must split project costs with AKRSP(I). To minimize farmer’s fears of risk, AKRSP(I) invites their input into the selection and design of training sessions in the field and at agricultural institutions. Both give farmers relevant, firsthand experience with new technique. Working with institutions has the added benefit of increasing ties between agricultural researchers and the farmers their research is intended to support. Men’s involvement in the agriculture programme tends to Centre on ways to improve cash cropping. AKRSP(I) recognizes the potential of women’s involvement to directly impact household nutrition and food self-sufficiency. AKRSP(I) works with women to increase the productivity of their homestead lands through improvements to activities such as vegetable cultivation and horticulture. While the agriculture programme has direct links to activities such as biogas and input supply, its greatest contribution is in optimizing the impact of water resource development and soil and water conservation activities. Through training in the agriculture programme, for example, farmers in a new irrigation society can be initiated into the skill of cultivating irrigated crops. Programme activities 1. Farmers training 2. Inter-relay cropping 3. Integrated Pest Management 4. Use of organic fertilizers 5. Horticulture 6. Input supply Soil and Water conservation Control of water and topsoil are basic to agricultural productivity, but many farmers are forced to cultivate marginal lands plagued by an inability to retain water and the


topsoil that washes away with it. While this problem is particularly evident in areas of sloping terrain, even land with a slight gradient can experience high factors of runoff and erosion. AKRSP(I)’s soil and water conservation programme introduces farmers to structures that control the movement and collection of soil and water. The need for such structures is not news to these farmers- they know their land and its deficiencies- but they may not have the skills or resources to implement them effectively on their own. AKRSP(I) works with Extension Volunteers to spread a more scientific and integrated approach to conservation. With EV supervision, farmers build structures that limit the speed of water flow and its ability to erode soil; collect eroded soil; divert water to more beneficial areas; and store run-off. Contour or field bunding is used to collect eroded soil; while nalla plugging is commonly used to slow water flow. Other activities include land leveling to eliminate erosion-prone slopes, changing cropping patterns to improve soil and water efficiency, and constructed outlets to channel water flow. Water harvesting structures provide vital support irrigation if the monsoon fails. Although AKRSP(I) has initiated some conservation on public land, most activity is still tied to agriculture and centered on private land. This means that Extension Volunteers play a central role in motivating individual framers to take up conservation measures. Many are slow to abandon their traditional methods for those advanced by EVs , in no small part because AKRSP(I) requires each farmer to contribute an average 50 % of the cost of their projects in cash and labour, variable for equity. The programme is especially beneficial to small farmers who may have the most marginal land and the lowest capacity for accessing more expensive interventions such as irrigation- many conservation structures are built with materials from the farmer’s own field. Because the conservation programme works with the basic units of soil and water, it has the potential to integrate with agriculture, water resource development and forestry projects at the farm level. With most conservation based on the interests of individual farmers often scattered throughout an area, however, it can be difficult to coordinate results at the watershed level. Water Resource Development When AKRSP(I) asks villagers to identify their development needs through participatory rural appraisal, access to water is typically a top priority for both women and men –women for drinking water and men for irrigation. The objective of the Water Resource Development (WRD) programme is to enable rural people to effectively harness, store and utilize ground and surface water to raise their income and quality of life on a sustainable basis.


AKRSP(I) supports irrigation directly through surface structures and indirectly through groundwater recharge. Perennial rivers and high rainfall make surface lift irrigation feasible in the Bharuch-Surat programme area. Insufficient surface water limits potential for surface irrigation in the other two areas where AKRSP(I) concentrates on groundwater recharge : renovation of percolation tanks in drought-prone Surendranagar and construction of check dams in saline Junagadh. The impact of a surface irrigation structure is predictable because its users control its output. Surface irrigation leads to an immediate rise in cultivable land area and yields that increase a farmer’s income and ability to plan effectively for future growth. The impact of recharge is more difficult to predict because it depends on the level and flow of unseen ground water. the command area is determined largely by farmer’s own perceptions of the extent of recharge, and benefit is measured in terms of number of wells recharged. groundwater recharge offers exciting potential for significant change in water profile; AKRSP(I) is one of the few agencies in Gujarat to pursue this technology. AKRSP(I) believes community action is necessary for the sustainability of WRD structures and therefore requires the organisation of command area beneficiaries into irrigation societies. the society is responsible for working out –and enforcing- the details of water distribution, operating procedures and cost. by registering as a cooperative the society gains access to government subsidies for construction that supplement the contributions of society members. extension volunteers work with the society before and after project implementation to promote its efficient construction, use and maintenance. Gujarat is littered with government irrigation schemes that failed because they were implemented on a purely technical level without this sort of people’s organisation and participation. AKRSP(I) and its partner irrigation societies have worked directly with government to rehabilitate some of these defunct schemes through the process of joint irrigation management (JIM). JIM is a collaboration between government, farmers and NGOs. while government provides technical and financial inputs and maintains ownership of the project, the farmers organisation itself deals with the project’s day to day management and maintenance. NGOs work to motivate and organize farmers and build their management skills and capacity to coordinate with government agencies. JIM was originally initiated on a pilot basis with collaboration between AKRSP(I), farmers organisations and the government of Gujarat on the Pingot canal rehabilitation project in Bharuch. the government resolved in 1995 to promote participatory irrigation management and development on a larger pilot scale with


AKRSP(I) and other NGOs. AKRSP(I)’s work with the government continues with JIM/PIM schemes in chopadav, lakhigam, kakdiamba, baldeva and chandravadi.

RESEARCH AND DOCUMENTATION IN AKRSP(I)

AKRSP(I) programmes work because they have the flexibility to adopt to the different environmental, social and economic circumstances of divers rural communities. That flexibility is sustained by ongoing research and monitoring activities. AKRSP(I) endeavors to document the process, progress and results of each project and to facilitate more extensive research into project related issues. Publications produced under monitoring include half-yearly and annual progress reports, programme notes and village profiles useful for internal review and for informing outsiders of programme activities. AKRSP(I) analyze the results of documentation and research to determine whether a project has fulfilled its intended purpose – and if not, why. Monitoring allows AKRSP(I) to identify trends in the needs and interests of rural people as well as trends in where the organisation itself is headed. This last is most important from an organisational standpoint because it enables AKRSP(I) to determine whether its performance matches its stated mission. At the heart of that mission is the necessity for involving rural people in every stage of their development activities, including monitoring. AKRSP(I) and its field-level spear head teams rely on the ability of extension volunteers and participating villagers to collect and record project data such as soil deposition rates and crop yields. It is not enough for that data to be collected; it must be analysed and that analysis applied. AKRSP(I) is a learning organisation and as such strives for a continuous improvement of future efforts by heeding the lessons of past projects.

Important Publications and resource materials in AKRSP(I)

No. AKRSP (I) Publications Author Year1. Impact and Sustainability of Water

Resources Development : A Case study of Percolation Tanks in S’nagar

Sulbha Khanna Narrotam Prajapati B. Jani (Edited by Barry)

1996

2. Check Dams : A Water Harvesting Technique for Sustainable Agricultural Development

Barry, Sulbha, N.Prajapati, Meenakshi G., V. Patel, B. Rathod, P. Mori, A. Babaria, S.

1996


Daki, D. Jargela

3. Ecological History of Coastal Saurashtra : AKRSP(I) Intervention

Sulbha Khanna 1996

4. Credit Systems in Rural Areas : A Study in Bharuch district of Gujarat

Sulbha Khanna, Manoj Mishra, Sheel Parekh, Barry

1996

5. A Path out of Durdgery for Women : A biogas Programme Case study in Junagadh area

Sulbha Khanna, Salima Jethani

1996

6. Village Institutions and Federations : An interview of AKRSP’s work in the area of Human Resource development

Barry Underwood 1997

7. Impact Study of Contour Bunding and Land Leveling

Vikas Nath 1997

8. Impact of Interventions of AKRSP(I) on Women’s status

Vikas Nath 1997

No. AKRSP (I) Publications Author Year9. Outcome of contour bunds and gully

plugs as tools for watershed development – A case study of Khabji village of Bharuch district

Sulbha Khanna 1997

10. Group wells : A water Resource For Small and Marginal Farmers (An outcome study of Sanjanvav and Moskut Grout wells in Bharuch)

Nand Kishore Agrawal, Bharat Patel

April 1998

11. Changing Status of Women : Impact of AKRSP(I)’s Interventions in Bharuch District, Gujarat

Sulbha Khanna May 1998

12. Impact of AKRSP(I) Intervention on Migration in Bharuch Programme Area

Niraj Joshi Sept.1998

13. Institutional and Vegetational issues in Joint Forest Management : Case study of Khaidipada Village in Bharuch, Gujarat

Nand Kishore Agrawal Mar. 1999

14. Impact Study of Agricultural Extension Programme in Surendranagar Area of AKRSP(I)

Sulbha Khanna Oct.r 1999

15. Drip Irrigation - A Beginning (A Study in Surendranagar Area of AKRSP(I))

Manoj Mishra, Dinesh, P. Mogharia

Oct. 1999

16. The role of land classification criteria in ensuring equity

Sulbha Khanna Dec. 1999

17. Impact of minor canal irrigation projects of AKRSP(I) in Bharuch programme

Sulbha Khanna Dec. 1999


area 18. Equity issues in natural resource

management : A case of Bharuch district in Gujarat

Nand Kishore Agrawal Dec. 1999

BASIC AREAS WHERE RESEARCH INPUTS ARE

REQUIRED While it was noted that AKRSP(I) has a strong culture of being an implementing organisation, there is a weak link in having a Research culture in the Organisation. It was also noted that there is a mix-up between Research and Process Documentation. It is however surprising that an organisation of the magnitude such as AKRSP(I) which is a multi skilled organisation has not paid sufficient attention to building up a research culture in the organisation. The person heading the research and monitoring unit though as a doctorate degree has unfortunately not been able to do sufficient justice to the subject. Under the circumstances the following are suggested: 1. Change in the leadership of the research and monitoring department 2. Create a core research team 3. Prioritise research topics both related to organisational as well as programme

issues 4. Undertake more action oriented research specially applied and exploratory 5. Orient key research staff in methodology and quantitative analysis


AKRSP(I) SCAN PROFILE AT A GLANCE

Training Method- Ology Action

Research Gender Sensitization Empirical Research PRA Applied and

Experimental Analytical Research Research Participatory Literature Problem Review Formulation

Quantitative Analysis


Organisation Major strength Inputs required Identified key

persons for research who can provide support

Action for Social Advancement (ASA)

Community Organisation (CO), Applied research, clarity of concept, Analytical

Participatory Problem Formulation, Quantitative Analysis, Methodology, Empirical and Experimental

Ashis Mondal

Association for Rural Advancement through Voluntary Action and Local Involvement (ARAVALI)

PRA, Training, proposal writing, Qualitative Analysis

Participatory Problem Formulation, Quantitative Analysis, Applied/ Experimental Action research

Sandeep / Mukul / Pradip

Aga Khan Rural Support Programme (AKRSP)

PRA, Gender training, Analytical, Literature review

Participatory Problem Formulation, Quantitative Analysis, Research of all categories methodology

Development Support Center (DSC)

Analytical, empirical research, PRA, Anchoring group process

Participatory Problem Formulation, Quantitative Analysis, Action Research (Applied & experimental methodology)

Sachin/ Pankaj / Pinakin

Grassroot Action for Social Participatory (GRASP)

Community Organisation (CO), Action Research (Applied, Experimental , Exploratory) Networking and Resource

Methodology research team formation, empirical research, Participatory Problem Formulation, Qualitative and

R. S. Nijjar /Jayant Patil


mobilization Quantitative Analysis

Navinchandra Analytical, Community organisation, Empirical and Participatory Research, Qualitative analysis, Case Study Research, Process Documentation

Experimental/ Applied research, Research Team formation, Research Networking, Participatory Problem Formulation, Quantitative Analysis

Mr. Ravi Shankar Harmeet Saini Purobi bose Anil Patel

ORGANISATION SETTING Association for Rural Advancement through Voluntary Action and Local Involvement (ARAVALI) is an organisation promoted by the Government of Rajasthan primarily as a support organisations to other NGOs working in the field of Rural development in general and Natural Resource Management in particular. Currently they have two operating offices – at Jaipur that also functions as the head office in addition to being programme support office and at Rajsamand near Udaipur which is mainly the programme support office. Its primary functional area is in the state of Rajasthan. The nature of the organisation is more directed towards partnership role with the Government in helping them to enhance their programme by building the capacity of other NGOs working in the field of NRM. In other words, the Government of Rajasthan has a high dependency on ARAVALI in operationalizing various policies related to NRM. Role of ARAVALI in Rajsamand and Udaipur Districts Various issues related to smooth implementation of watershed programme in Rajasthan were discussed in the state level workshop on watershed that Department of Special Schemes & IRD and ARAVALI organised in January 1999. On one hand PIAs narrated their problems in becoming PIAs, timely release of funds, excessive information asked by DRDA etc. on other hand DRDAs face problems of non receipts of timely information, users certificates and some non serious PIAs. As a result, the progress of watershed programme adversely affects. In response to the instructions of Dr. C. P. Joshi, Honorable Minister for Rural Development and Panchayati Raj and Mr. O. P. Bihari, Development Commissioner, Government of Rajasthan ARAVALI decided to associate and contribute for developing Model watershed programme in Rajsamand and Udaipur District.


Selection of PIAs to implement the project, release of funds to PIAs, monitoring and evaluation of the project is done by DRDA. Project Director, DRDA is over all in-charge of the programme. District Planning Officer, Project Officer and Assistant Project Officers assist him. Watershed is one of many development programmes that are implemented through DRDAs. Due to workload, PD, DRDA is not able to give quality time for watershed programme. The size and criticality of the programme need a special attention and close monitoring of the programme. Similarly, the PIAs also do not have anyone to look for support on training, technical and managerial inputs. In many instances, the PIAs recruit members of watershed development team but due to lack of experience, these WDT members find them ill equipped to address multi disciplinary problems of the villagers. In case of Governments acting as PIAs, the departmental culture and norms come on priority. They find themselves lacking in skills of participatory planning and mobilizing community. Accordingly ARAVALI started acting as support center to both Government (DRDA) and PIAs (Government and NGO) for creating model watershed programme in Rajsamand and Udaipur districts. The specific role ARAVALI is as follows: 1. Assist DRDAs in conducting regular meetings of DLDC, preparing minutes of the

meetings and follow up of the decision taken in the meeting. Briefing Chairman of the committee and preparing the Agenda for the meetings.

2. Help DRDA in selection of PIAs, doing concurrent Monitoring and Evaluation of

the watershed programme 3. Would act as platform for sharing of views and experiences among PIAs

especially between Government and NGO PIAs. 4. Preparing comprehensive programme of capacity building of PIAs. Bring in the

experiences from watershed projects in other states. Build the capacity of NGOs/CBOs for addressing the NRM issues in more comprehensive manner.

5. Coordinate Training programme and exposure visits of people involved in

watershed programme at various levels e.g. WDT members, PIA leaders, DRDA staff and members of district level advisory committee of watershed.

6. Explore the possibility of involving Panchayati Raj Institutions (PRIs) Village

Panchayats and Panchayat Samities as PIAs in the watershed programmes.


Simultaneously working on building the capacities of PRIs for project implementation.

7. Preparing operation manual for Watershed Association/ Watershed Committee

with special emphasis on sharing of benefits and involvement of women. This is only an indicative list. After consulting with DRDAs and PIAs in these districts some of the areas of work would be added/deleted as per the specific needs. To discharge these roles ARAVALI established a field office at Rajsamand. The funds required for this field office would be arranged by ARAVALI from donors. Government and PIAs would meet the expenditure on training and exposure visits of Government and PIA staff. ARAVALI would work towards creating an environment of mutual trust and confidence among and between DRDA, PIAs and ARAVALI. On the basis of the work defined ARAVALI decided to go in for making a five year perspective plan. The perspective plan document as available is depicted in brief as under: The ARAVALI perspective plan (1999-2004) a. Introduction

The Government of Rajasthan has set up ARAVALI as an autonomous agency for the promotion of development innovation and collaboration between the Government and NGOs of the state. ARAVALI aims to user in a new era in the relation between the Government and voluntary agencies based on ‘collaboration’ as the main agenda to address the problems of the poor and underprivileged in Rajasthan. This draws from the learning that development programmes require greater participation, accountability, innovation and finally, replicability for effective and substantial change in the lives of the poor across the state. Collaboration that builds on the complementary strengths of the Government and voluntary agencies is a definite way forward to meet these current challenges of development. Juxtaposed as it is between the two, ARAVALI seeks to stimulate and nature collaborative action to the benefit of the poor and disadvantages groups and areas of the state. In view of ARAVALI’s emergent and its large mandate it was considered important to develop a five year perspective plan to guide ARAVALI’s growth and diversification over the next five years. This exercise has been carried out with the following objectives in mind:


• To identify the sectors ARAVALI should work in and propose roles ARAVALI should play in the current and emerging development scenario in Rajasthan.

• To determine what ARAVALI do to promote Voluntary Agencies in Rajasthan.

• To suggest an organizational structure for ARAVALI. The perspective plan document is based on a number of inputs. These include consultations with NGOs and senior bureaucrats in Rajasthan – many of who have been part of ARAVALI’s board and bring with them rich experience of development management and administration. Contacts and consultations were also held with experienced policy analysts and representatives of the donor community that have both observed and contributed to the development of the state.

b. Government, NGOs and Donors in Rajasthan – In Search of New Spaces 1. NGOs

Rajasthan has had a long and dynamic tradition of voluntary development work. The early development agencies grew out of the sarvodayi movement and dedicated themselves to promotion of khadi and cottage industries and general welfare work among the poor. The modern voluntary agency in Rajasthan came on the scene in early 70s and has been constantly evolving since then. The 80s and particularly the 90s have seen a remarkable increase in the numbers, coverage and visibility of NGOs in the state. They are working in major development sectors and have made important contributions to development thought and practice in the state. Particularly in the field of primary and adult education, health care, environmental protection and regeneration and more recently micro credit, NGOs have innovated and demonstrated success with participatory, people based methods. In the current era of resource shortages and increasing pressure on economizing Governmental operations, there are new expectations of NGOs. NGOs are being expected to reach new areas and supplement/ substitute Government efforts in the state. This also includes developing new and participatory methodology of service delivery in specific sectors. NGOs of the state work in a number of fields: primary education and adult education, health, watershed and agriculture development, promotion of micro credit and enterprise promotion.


The high expectations of NGOs are often not matched with ground level realities. While NGOs have showed an ability to innovate they have faced serious constraints of capacity in expansion and upscaling of their operations. Financial insecurity has meant that there has been a growing tendency to implement short term, fund tied projects with limited impact. Finally there has been a disturbingly rapid growth in the number of agencies formed by individuals of questionable credibility and motivation. Failure to distinguish these from genuine organizations has resulted in wrong promotion and visibility. Indeed there are important differences between agencies in terms of origins, motivations, compositions and professional capacities. These differences have prevented any meaningful coalition among agencies for common action.

2. Government and its provision of development services Government is the largest provider of development services in terms of resources, personnel and outreach. The distinguishing features of the state provision of development services are as follows: • Development initiatives of the Government have primarily been based on

subsidizing services or resources for the poor. The Government has more often than not tried to “do things for the people”.

• People’s participation in development programmes has been limited. Even

though there is widespread acceptance in the Government that people’s participation is essential for long term sustainability and equity in programmes, practices and processes largely remain adverse to people’s participation and control.

• While Government recruits and retains largest cadres of trained personnel it

faces difficulty in improving their professional capabilities for undertaking innovative and participatory work. There has been an ever-growing tendency for specialisation and isolation rather than integration and convergence of personnel capacities. As a result new and innovative programmes have got frustrated and have failed to achieve the desired results.

• The Government has been in continuing resources and is governed by rigid

and strict financial rules and regulation. These make it difficult for departments to respond to locale specific variations and demands of flexibility in implementation. Though there has been an increasing trend with respect to funds allocation from the Central Government, utilization of funds under these schemes has been less than allocations. This points to


limited expenditure capabilities of the departments. Monitoring and evaluation of these programmes has remained restricted to assessing the financial and physical targets.

• Somewhat greater flexibility and innovation has been possible in State

sponsored schemes. Schemes like Apna Gaon Apna Kaam, Tees Zila Tees Kaam have attempted to be flexible and more focused on the participation of the community. Many new and innovative schemes like Gopal Yojna, Swasthyakarmi Yojna and Jan Mangal and Saraswati Yojna have attempted to use “Para-workers” as substitutes of trained and skilled manpower of which there has been a shortage in the Government.

3. Donors in Rajasthan

During the current decade donor interest in the state of Rajasthan has increased considerably. In addition to the fact that Rajasthan has been one of the priority states for support the political stability and a keen and interested bureaucracy has also promoted their involvement. Notable donors to the Government include Sida, the World Bank, KFW, SDC, CARE, CIDA, Auctioned and DFID. The notable features of donors involvement in Rajasthan have been the following: • The range of donors has increased in the state – funds are now also

available to non-Government agencies. • Multi lateral and bilateral donors have emphasized NGO involvement even

in large scale projects with massive outlays and coverage because of their belief that NGOs can bring in participatory skills

• Donors have been seeking newer – more innovative systems of funding to

decrease operational costs

• An emphasis has been on increasing the responsiveness of the public systems and in including system reform

• Donors have favored decentralized and delinked structures for

implementation of innovative programmes rather than financial conventional departmental structures.

• Donors are also seeking new mechanisms to reach out to smaller NGOs in

the form of package funding through larger organizations.

• Donors have also been seeking higher standards of M and E thus applying greater pressure to use resources effectively.


• The Government has been able to make good use of the flexible and

experimental nature of international funding

• A number of innovative programmes have been initiated by the Government with support from international agencies including Swach, PAHAL, Lok Jumbish, Shikshakarmi and Drinking water projects.

C. ARAVALI’s Roles

Based on the assessment of the overall scenario and the gaps ARAVALI broadly sees the following roles for itself. 1. Promotion of development innovations and their upscaling. 2. Networking and liaison between and among GOs, NGOs, Research bodies and

private sector. 3. Capacity Building. 4. Promotion of Collaborative Initiatives. 5. Policy and Strategic Research.

Policy and Strategic Research. The field level situations within which development programmes operate are rapid changes. The response to these changing realities on the part of the policy makers is often delayed and therefore not able to keep pace with the changes. There is need to constantly update information on these changes and be able to inform programme design. This is possible only by way of high quality concurrent research and then being able to present the findings to the policy makers. ARAVALI proposes to take on this role. Among the first few issues that ARAVALI would like to address is the issue of the involvement of NGOs in the development programmes of the state. Currently the response of the Government to such involvement has at best been at the departmental level in response of the immediate requirements of a programme. ARAVALI should work with the Government of Rajasthan to evolve a clear policy on participation and NGO involvement. A key area ARAVALI would like to focus upon is Research on procedures and arrangements for development administration within the Government. More specific research areas will keep getting defined over time. It is crucial that ARAVALI takes on the research agenda in close link up with the Government. The agenda will have to be based on the need being felt for change and this is crucial if the research has to prove to be useful.


D. Sectoral Involvement

Given the above development institutional scenario and roles that ARAVALI will play, it is recommended that ARAVALI should remain involved with specific development sectors. These have been chosen on the basis of the following considerations: Criticality and potential for the livelihood and well being of the rural poor: ARAVALI stands for the development of rural communities and within those such groups that are poor, neglected and suffer other socio-political disadvantages. Therefore it will work in such sectors that are of critical significance to the well being of the poor and disadvantaged groups of Rajasthan. While ARAVALI recognizes that the problems of poverty and deprivation are acute in the growing urban areas of the state, ARAVALI selects not to work in the urban sphere. Potential for reform and innovation: ARAVALI has chosen sectors on the basis of the institutional and programmatic opportunity for reform and innovation in these sectors. Positioned uniquely, as it were, ARAVALI is has an advantageous edge to influencing public policy and act as an interface and a catalyst of innovation, particularly in the sphere of the public systems. Existing sub optional involvement of NGOs: While NGOs have moved center-stage in many aspects of Rajasthan’s rural development, important gaps still remain both in terms of their coverage and contribution. ARAVALI has chosen such development sectors in which NGOs role as independent players can improve both qualitatively and quantitatively. This is so because ARAVALI considers its role to stimulate greater NGO action and participation in key development sectors. Potential for expanding meaningful GO NGO collaboration: A major rationale for ARAVALI’s formation is the scope for improving GO NGO collaboration as a development strategy. ARAVALI will therefore seek to work in such development sectors where GOs and NGOs can better coverage for larger coverage, better services and more participatory approaches. Existing inadequacy of support and resource agencies: ARAVALI recognizes that the past decade has seen a growth in the number of institutions – both in the Government and the non Government sector – committed to supporting ground actions. Some sectors however represent a need and opportunity for a support role, which ARAVALI can well play. Based on the above considerations, the following sectors have been identified for ARAVALI’s involvement in the coming five-year period:


• Natural Resource Management based livelihood Development • Health and Family Welfare • Employment and Livelihood • Human and Institutional Capacity Development



ARAVALI Organisational Structure ARAVALI will be placed in the stewardship of an Executive Director who will handle overall administration, accounts and support the various programme groups being conceived. Each group will be coordinated by a senior and experienced professional who will be responsible for overall programme coordination and administration within the group. The group coordinator will also liase with Government, NGOs and donors directly in accordance with the requirements. Ideally the groups should be co-ordinated by someone with 8-10 years of development experience in Rajasthan. The co-ordinators should be able to raise funds and transact with the donors.

Chairperson and Governing Council

ARAVALI Executive Director

Group Coordinator - Natural Resources Management Group

Group Coordinator – Health and Family Welfare

Group Coordinator – Human and Institutional Capacity Building

Group Coordinator – Employment and Livelihood


The Core Group of ARAVALI, which would be the programme positions would therefore be made up of the following: Executive Director – 1 Group Co-ordinator – 4 Programme Officers – 5 minimum Programme Assistant – 4 Accounts and Administration Manager – 1 Accounts Officer / Assistant – 1 Administration Officer / Assistant – 1 Office Assistants – 2 Total Core Strength – 19 In addition to this in case a specific project demands staff positions they will be hired on a Project Assignment basis i.e. only for the duration of the project. The Group Co-ordinators would have one Programme Officer and one Programme Assistant as part of the core group team. The rest of the people would have to be on Project Appointment for the projects that the group managers to get. The question of ARAVALI’s executive leadership is of utmost importance. The executive head of ARAVALI should be able to effectively co-ordinate and liase between Government and NGOs she/ he should have a good understanding of strengths and weaknesses on both sides and should be able to foster new partnerships. Finally, she/ he should have experience and skills to provide input to a multi disciplinary team of professionals. ARAVALI’s effective functioning will depend on the professional relationship it is able to establish with both the Government and the voluntary sector. ARAVALI is essentially a Government creation and representation on the board at the level of the governing council and the executive committee of senior officials from Government is considerable. It is important therefore that professionals from outside the Government who have had experience of working with the NGO sector handle the executive functions. This would provide ARAVALI the necessary close linkage with the NGO sector. The recruitment of ARAVALI’s Executive Director should be made on the basis of open selection process. The Executive Director should hold term for a maximum of 6 years. The Group Coordinators would take almost independent charge of the working of the group. This would include planning of activities and their implementation. They would also be permitted to interact with Government departments and other organizations and institutions with conceptual approval from the Executive Director. Funding for activities to be undertaken by the Group would be of two types. The core


support which would take care of the salaries of the core staff of the group and a limited number of programmes and the programme support which the group should actively seek from donors. The interaction with donors would be managed in association with the Executive Director and not independently. Group Advisory Committee The Governing Council is the main decision making body for ARAVALI. Its meetings are required to be held twice every year. Despite the guidance that the Governing Council can provide its role as a programme advisor will be fairly limited. Each Group of ARAVALI should identify people who have contributed significantly to their area of working and form an advisory group. This would meet independent of the governing Council and as frequently as may be required by the group. Ideally a group of this nature should include people with experience of around 15 to 20 years from either the Government or the voluntary sector. The Group Advisory committee would have no executive powers. Organisation Structure

A suitable organisational structure for ARAVALI is a considerable challenge considering that the agency is juxtaposed between Government and NGO realms. ARAVALI has to consider that it is a new generation organisation that has to set high standards of inter institutional relationships, effectiveness and innovation. It must not lose sight of the example of several state promoted agencies whose size and performance has made them redundant and ultimately burdens on the exchequer. It is proposed that ARAVALI evolves as a relatively “flat” organisation comprised of decentralized divisions / groups pertaining to particular groups of sectors and roles. In accordance with the plans and areas described above the following divisions will be set up in ARAVALI. LINKAGES ARAVALI is primarily a support organisation, which work on the behalf of the Government. Its role in terms of linkage with other organisation mainly is in the form of capacity building towards undertaking the Government programme and implementing them effectively. To that extent the organisation’s major link is with the Government, which is described below:

GONGO Relations and Collaboration Though often mentioned as a desirable strategy and pursued as a worthy goal, achieving Government and NGO partnership in practice continues to be a formidable challenge in Rajasthan. Rajasthan has seen a few well-intentioned


efforts to foster greater co-operation between the Government and the non-Government sectors. These have borne positive results in some sectors viz. Education. Collaborative efforts for health delivery, agriculture development, natural resource management, watershed development etc have also occurred thought outcomes have been quite mixed. The most favoured form of Government – NGO engagement has been “contractual” with little real partnership of purpose or personnel. Greater collaboration between the Government and private, non-Government sector is often called for in both current and future development scenarios. There are compelling complementary between the two – while NGOs have closer community and organizational basis and an ability to innovate, Government has the reach, scale and infrastructure for programme delivery over a large area. Yet experience shows that partnership has not occurred in actual practice. There are serious doubts, and suspicions on both sides. Also systems on institutionalizing the partnership do not exist in departments and Government bodies. The potential for bringing about change and reform through GO-NGO collaboration therefore remains under utilized in key development sectors. Seeking niche areas for ARAVALI Taking in sum the following policy and programme gaps are evident in the current development scenario which ARAVALI will strive to address:

♦ Development programme and delivery systems within the Government require a greater degree of responsiveness to local needs than currently exists.

♦ Innovations in increasing effectiveness of development services need to be further supported. Organizations in the non-Government sector that have the ability to innovate and create replicable alternatives will have to be further strengthened.

♦ The methodology of participation in public programmes needs to be well established adequate training will be needed to personal for engaging in participatory methods.

♦ The role and potential of NGOs need to be much better understood in the Government. There needs to be objective information available about NGOs and there needs to be considerable appreciation of differences that exist between various organisations. Opportunities for cross learning and mutually assisted change need to be created and supported in the state.

Creative partnerships between GOs and NGOs, particularly n vulnerable regions and critical sectors need to be stimulated and supported through policy and fiscal means.


Capacity enhancement for collaboration of a state policy on NGO involvement and the private sector in development programmes of the Government.


AVAILABILITY OF SKILL AND ROLE ANALYSIS The availability of skill in the organisation is described in a tabular form mentioned below: Sr. Areas Sachin Jaipal Mukul Pradeep Sandeep

1. Accounts management of C.

B. O. and N. G. O. * *

2. Project formation- technical specific to JFM and Watershed

*

3. Pasture land Development * 4. Socio-economic assessment

of project *

5. PRA, Survey, data collection

*

6. Participatory plan * 7. L. F. A. * * * * 8. Perspective plan * * * 9. Community training-group

formation *

10. Technical survey * 11. Impact assessment * 12. Organization development

Office, system & management

*

13. Liaison with Govt. * 14. Liaison with Funding

agencies *

15. Training need assessment * 16. Communication skill at

community level *

17. Nursery training * 18. Training for pasture land

development *

19. Training on watershed land * * * 20. Designing programme * * 21. Training on federation

concept *


ORGANISATIONAL KNOWLEDGE BASE From the skill inventory and going through the perspective plan there seems be a lack of proper policy guidelines towards increasing the organisation knowledge base. There is no clarity or stated vision towards training and development and proper HR planning. Their library needs to be developed. They have however stated the importance of having strategic research as one of the important agenda in their future planning. Nevertheless, ARAVALI needs to strengthen its policy towards making itself a learning organisation specially given the fact that its primary role is to remain as a support organisation in bridging the gap between the Government and other PIAs. PROGRAMME ASPECTS – CHOICE AND PRIORITIES ARAVALI’s primary focus of its entire programme is to improve the condition of implementation over current practices. Any plan would have little justification if it only brought the target of the plan down to levels, which more accurately reflected the actual capacity of the region to attend them. Hence a prime purpose of a support organisation such as ARAVALI must be to improve implementation to make it possible to accelerate the rate of development. One of the major lacunae pointed out by the impact analyst in a development plan are the various obstacles created by the complex administrative systems in the Government. Not underestimating this phenomena that improvements in administration are important, they are only part of the problem. This is because the effectiveness with which a plan is implemented is to a great extent determined by the amount of preparatory work, which precedes its formulation. Thus ARAVALI’s approach to spend time and effort in choosing the core development sectors is certainly a right move. The details gathered from the interviews with the staff and documents available are depicted below: Sectors Rationale NRM based livelihood development >Agriculture >Animal Husbandry >Forestry >Watershed development

• Largest number of rural poor’s livelihood in the state depends on agriculture, animal husbandry, forestry and allied activities.

• Significant gaps in agriculture and livestock sector on account of poor coverage by public sector, particularly in rainfed and remote areas.

• NGOs have rich experience in some aspects of NRM work but it is lacking in others such as livestock development and agro based income generation activities. Work is concentrated more in the area of watershed development and SWC.

• GO NGO collaboration in the sector has begun yet it has failed to achieve any long-term results till date. There is potential to contribute to more substantial forms of collaboration in this


area. • A number of new and innovative internationally aided projects

seek participatory methods, innovations, cost effectiveness and collaborative modes. Resources are not a constrain yet new methods and practices need to be introduced.

Health and Family Welfare

• Significant gaps exist in the delivery of health services and education. These gaps will not be filled by public health systems adequately in the near future.

• NGO involvement in health is not even though it is rather limited in scope viz. Clinical, rehabilitation and disability services.

• NGO participation in GO health projects is old yet it is limited also in scope and cannot said to be very effective. Rural health services remain concentrated in the Government while privatization is not able to meet the gamut of health needs of the rural poor.

• Support agencies do exist some of them visible, yet there is a serve failure to co-ordinate actions and establish a platform for change in the health set up of the state.

Employment and Livelihood

• Agriculture returns are finite and there is an urgent need to explore alternate options for poverty alleviation

• Micro enterprises, non-farm sector operations, value added activities in agro/ livestock sectors are becoming increasingly important.

• Attempts in this field have been few and have been frequently unsuccessful.

• Private sector can play a more important role in this area and there is a scope to build market alliances.

• Notable advances have been made in the field of micro credit through the formation and promotion of SHGs. Linkages with banks under NABARD refinance have picked up and there is a good scope to link up with these initiatives.

Human and Institutional Capacity development

• GOs face a shortage of personnel trained in participatory approaches and prepared for innovative thinking and actions.

• NGOs face a general crisis of manpower both in terms of number and professional quality. This has severally affected their outcomes and expansion capability.

What roles will ARAVALI play in the above sectors? Sector Role NRM Agriculture ARAVALI will be the nodal implementers and co-ordinator of


Animal Husbandry

an innovative collaborative programme for improved services in rainfed. This will be the only project in which ARAVALI will work in a “direct” manner, spearheading a project through the creation of separate division. It will give ARAVALI an on going opportunity to engage with a collaborative project. Since the project is multi Sectoral and will span technical and institutional issues, there will be considerable learning from it that ARAVALI can use more generally.

Forestry

The principle role will be that of liaison and facilitation of dialogue between forest department and NGOs as part of the State Support Group on JFM and JPAM. Strengthening participatory approaches in forestry and forest conservation would be an important thrust area. JFM and JPM offer considerable scope in this regard. Building alliances and improved conditions for JFM and JPFM will be central to this role.

Water and Watershed

Watershed development has been recognized as an important development strategy for the state and the Government and donors are making considerable investments alike in this sector. The emphasis has been on sustainable development through participatory, people centered approaches. While a number of projects are now large there is a felt need for on-going, quality training, research and liaison support. ARAVALI will aim to act as a resource Centre for watershed management in the state. It may develop as one itself or be involved in the setting up of one. Influencing GO policies and approaches; improving GO NGO collaboration in this realm will be important thrusts. In all of the above activities ARAVALI could take on a financial support role in case the demand for such a role exists within the scope of the project. The financial support role thus would essentially be a channelisation of funds for the purpose of improving the flexibility and responsiveness of the programme.

Health • ARAVALI’s work in the health sphere will seek to promote increased NGO involvement and participation in the delivery of immerged health services in particularly undeserved rural areas. ARAVALI recognizes that there is a multitude of support and research agencies in the health sector – IIHMR, RVHA, SIHFW, Jan Mangal etc. and it does not wish to overlap with these. It will, of course, collaborate and strengthen the respective agendas of these agencies.

• ARAVALI’s work in the health sector will be built up in collaboration with the principal multi lateral donor – UNFPA. It will arrive at a shared action agenda with UNFPA, which could be in the form of identifying key gap areas, in which


NGOs could work and substantially contribute. • ARAVALI can support NGOs to develop innovative

approaches for health services. This support could be through research, planning, training and management support. ARAVALI can particularly assist in the fostering of linkages of non-Governmental; community based efforts with the public health systems.


Under the rubric of employment and livelihood development, ARAVALI’s work will particularly focus on the promotion of micro enterprise and financing. It will do this in collaboration with existing agencies and undertake the following: • Research, planning and consultancy support to GOs and

NGOs for micro enterprise; • Encouraging private sector investments and linkages with

producer associations and NGOs. • Networking with investment and financial institutions for

provision of micro finance. Human and Institutional Development

ARAVALI will seek to provide high quality input and support for long term improvement of personnel and organisational capacities among GOs and NGOs of Rajasthan. Complex demands are being placed on the personnel of GOs and NGOs for performance of new and innovative roles in development projects. These require acquisitions of new skills, professionalism, structures, and management styles, structures and information skills. ARAVALI will play a pro-active as well as responsive role in this broad sphere. It will do this through. • Facilitating training of personnel in specific subject areas and

building of management skills in GO and NGO personnel; • Undertaking information exchange and knowledge sharing; • Catalyzing cross learning through deputation and placement; • Providing professional support in management, action and

research. Sector Programmes NRM • Nodal implementation of the Rajasthan Initiative for

innovations in agriculture sector • Development of resource Centre for Watershed Development • Setting up and Management of a State Level platform for

JFM/JPAM Health • Support to a NGO Centred collaborative programme for

improved health services delivery • Assistance to the IEC Bureau in developing an NGO

programme



• Collaborative programme in micro finance and enterprise promotion

• Support and revitalization of economic programmes for rural poor through establishing linkages and providing research and monitoring input.

• Establishing district level livelihood database and identifying opportunities for interventions by NGOs and private sector by support from the Government

Human and Institutional Capacity Development

• Professional Assistance for Voluntary Agencies (PAVA) • Professional Support to Government Departments and

Projects • Deputation and Placement Services • Workshops and Training Programmes • Publications –Development journal and newsletter • Management consultancy

STRENGTH AND REQUIRED INPUTS OF ARAVALI ARAVALI’s major strength lies in Participatory Rural Appraisal and Training. They also have good skills in formulation of proposals. From the skill inventory reference can be made on specific skills available with the individuals in the organisation. A discussion with the Executive Director it was realised that while ARAVALI did not have experience in undertaking research of any kind, they are quite keen to strengthen their research capabilities with hands on experience in research. Accordingly they have proposed a research under RNPA funding which will allow them to gain the needed experience. However their method of writing the research proposal were found to be fairly scientific and target oriented. The areas where inputs are required are as follows: 1. Participatory problem formulation 2. Quantitative Analysis 3. Inputs in research methodology 4. Applied and Experimental action research


ARAVALI SCAN PROFILE AT A GLANCE

PRA Applied Research Gender Sensitization Experimental Action Training Research Participatory Problem Proposal Formulation Writing Qualitative Quantitative Analysis Analysis


ORGANISATIONAL SETTING Action for Social Advancement (ASA) is a non Governmental, development sector organization registered under the societies registration Act., 1860 and the Bombay Public Trust act, 1950. ASA is based in Dahod and work in the State of Gujarat and Madhya Pradesh. The organisation was registered in May 1996. Area of operation The organisation is based in Dahod and works within the contiguous and predominantly tribal (Bhil) districts of Jhabua, Dhar and Ratlam in Madhya Pradesh and Dahod district of Gujarat. It is presently working in a total of 80 villages. The region is relatively homogenous in terms of climatic, topographic, demographic and socioeconomic variables. The terrain is undulating, the weather dry and the rainfall medium. Once a bountiful, self-sustained and magnificent natural resource system, which created to the needs of the people in a symbiotic interaction, it has today lost its grandeur. Within a relatively short time frame of 20-30 years the area has been left devoid of its otherwise abundant forest cover resulting in severe soil erosion. It has also witnessed declining farm yields and decreasing stability of livelihoods. The acute deficiency in livelihood means created a vicious cycle in which an increasing quantum of land area was brought under cultivation leading into inefficient and unsustainable land management systems. The rapidly growing population, poor infrastructure and low and disorganized public investments have further aggravated the problem forcing people into the clutches of indebtedness and forced migration. An approximately 60-70% of the people migrate for an average period of 6-8 months to the regional cities to work as casual / contract labour. The average literacy rate is a merge 5-7% while the female literacy rate is as low as 3%, much below the stated national average. Mission ASA was founded by a group of professionals who had been working in the region for a number of years. Their first hand grass roots experience gave them an understanding of the underlying causes of the regional problems and the intricate patterns in which they were manifested. The organisation was built on the firm belief that development had to be from inside and that the people, if offered an opportunity and faith restored in their own capabilities would do it on their own. Replenishment of natural resources and initiating process for sustainable natural resources management have been ASA’s major planks.


ASA’s mission is to conduct an extensive and intensive participatory and sustainable development process through empowerment of the local community with special focus on the role of the women and the socio-economically deprived sections. Strategy 1. To create awareness among the people as to the root cause of the various

problems and to kindle the confidence in their ability to sort them out. 2. To socially organise the people into groups that can act as change agents 3. To increase the people’s capacity through various interventions 4. To act as a demand creator for the groups so that maximum benefits/ resources

both internally and externally are generated. 5. To act as a facilitator to address the development needs identified by the people

themselves.



Team Team Team Team Team Team leader leader Leader Leader leader leader Team Team Team Team Team Team

Director

Programme ADM / A/C Cell

Micro Finance Programme Leader

Natural Resource Mgt. Programme Leader

Training & Documentation Programme Leader

Research Programme Leader

Field Unit

Field Unit

Field Unit

Field Unit

Coordinated with Other Prog. Leaders/ Team Leaders

Field Unit

Field Unit

Adm. A/c, cell at filed level


LINKAGES

ASA is primarily a Project Implementing Agency (PIA), promoted by NM Sadguru Water Development Foundation, Dahod (NMSWDF). With its status as mentioned above it is the primary networking agency for NMSWDF. It works on the similar principle as its parent organisation and concentrated its effort in participatory Rural Development. The organisation within a short span of a four and half years has taken giant leap to make its mark in the development arena. While its primary linkage is with the Government and Sadguru, the leadership of ASA has shown their credibility in networking with other NGOs in the NRM sector as well as with the academic institutions both India and abroad.

Linkages with Government During its four years of operation ASA has been able to build a healthy working relationship with the District Administration. ASA is invited in the district-planning meeting where their view is treated with appreciation. After looking at ASA’s experience and recommendations district officials have changed some of the guidelines for other PIAs in the district. This is also reflected in the two case studies below: Influence at policy level ASA has been feeling that for effective and faster impact, along with watershed, development of water resources is necessary. While lot of money has been allocated for watershed development little for water resources. The district has funds flowing from various programmes like TSP, JRY, MP/MLA fund and directly to departments like irrigation, PWD, RES etc. Most of this money can be diverted to Water Resource Development (WRD) it could be more useful. In January 99’ a District level meeting was held involving Govt. departments like Agriculture, Horticulture, Animal Husbandry, RES, DRDA officials and the leading NGOs from the area to decide about the mission for Jhabua district. This meeting was held because of a call made by the Chief Minister of the State. ASA and SWDF were also invited for the meeting. For Jhabua District the mission chosen was productivity mission. ASA and SWDF had a key role in influencing the decision. In a significant follow up NGOs like ASA and SWDF were recognized as implementing agency for WRD work in a Zilla panchayat meeting held in March 99.


AVAILABILITY OF SKILL AND ROLE ANALYSIS ASA has 22 qualified professional and 18 field level workers. The staffs have a well defined role having strong commitment to their work. Alongside recruiting development professionals from outside ASA has consciously followed a strategy of recruiting local graduates and post graduates in the organisation and training them in their development approach. They believe that this will increase commitment and reduce staff turnover. They have a field Centre at Bori which is well equipped as a training Centre. The staff profile table is shown below:

Staff Profile by Designation No. Name of the person Designation

1. Ashis Mondal Director 2. G. Jayanti Senior Programme Executive (Training) 3. Shiv Shankar Programme Executive (Coordination) 4. Rajesh Ekka Programme Organizer 5. Pramudit Dung Dung Programme Organizer (SHG) 6. Vijay Soni Programme Organizer 7. Gautam Bera Programme Organizer (Health) 8. Subhod Waghela Senior Programme Organizer (Engineer) 9. Dhansingh Chauhan Programme Supervisor 10. Thansingh Dawar Programme Supervisor (Watershed

Engineering) 11. Bahadur Baria Programme Supervisor (Watershed

Engineering) 12. Yogesh Dwivedi Project Coordinator 13. Dhamendra Soni Programme Supervisor 14. Sheikh Moharram Agriculture Engineer (Trainee) 15. Deepak Mehta Accounts Officer 16. Yogesh Mahavar Administrative Asst. & Computer operator 17. Ghotkar Field unit accountant

Subject-wise availability of professionals

No. Subject Number of persons 1. Social science 8 2. Engineering 3


3. Forestry 1 4. Agriculture 2 5. Livestock & Horticulture 1 6. Medicine 1 7. Pump technicians 1 8. Accounts 2 9. Administration 1 10. Support staff 2

ASA has laid satisfactory emphasis on training and development aspect of the organisation. The detailed training programmer attended by the ASA staff is being dealt in the subsequent chapters. In addition to the staff training ASA has also concentrated in the human and institutional building aspect of the community by imparting training to the CBOs and community leaders. Most of their training program for community is undertaken at the Bori Centre.

ORGANISATIONAL KNOWLEDGE BASE

The necessity of reorienting development priorities away from exclusive preoccupation with maximizing the rate GNP growth and towards broader Social objectives like the graduation of poverty and reduction of excessive income disparities is now widely recognized throughout the developing Nations. The gap between problem redefinition and specific action however can be quite enormous. Abstracting from the serious political, institutional and power structure problems of a reorientation of development strategy towards grater concern from the very poor, economics itself has very little in the way of received theory or a set of agreed policies to eradicate poverty. ASA’s work in the Jhabua district of Madhya Pradesh reconfirms this dilemma which makes it imperative to have a concerted effort in maintaining itself a strong knowledge based organisation. Attitudes systems and believes in a society takes long time to change. Some change by giving improvement in living standard while others by social action. Keeping abreast with the total concept of development an organisation like ASA must remain alert and open to multifarious approach. Ongoing through the documents it was found that the staff of ASA have participated in number of training programmes / workshops / symposium to keep itself abreast with the latest trends. ASA staffs have participated in the following training and exposures during last two years: • AKF – MERC Research strategy workshop, organised by AKF(I), New Delhi for

3 days.


• ‘Speaking out’, workshop on Women’s Empowerment, Organised by AKF(I) and UNIFEM, New Delhi for 3 days.

• Workshop on Revisiting National Watershed Guidelines organised by ASA, Ahmedabad for 2 days

• AKF – MERC Research steering committee workshop, organised by AKF(I), New Delhi for 1 days.

• Workshop on AKF – MERC Research strategy organised by AKF(I) at TISS, Bombay for 5 days.

• Logical Framework Analysis Workshop organised by AKF for MERC partners at Lonavala for 3 days

• Rajiv Gandhi watershed Mission – guideline review workshop organised by Mission Directorate, Bhopal for 1 day.

• DANIDA progress review workshop organised by DANIDA, Indore for 2 days • Participatory watershed planning and management and SHG concept and

management organised by ASA with MYRADA, Gulbarga for 4 days. • Project planning and LFA Workshop organised by SAMARTHAN, Bhopal for 4

days • Exposure visit to RALEGAON SIDDHI, Ahmedabad for 4 days • PRA workshop organised by DANIDA for 10 days at Indore. • Vision building workshop organised by ASA for days. • Participatory irrigation management organised by SWDF for ASA staff for 2 days • Gender sensitization workshop organised by Chetna and Sadguru at Chosala,

Dahod for 5 days • Literacy workshop organised by Jilla Shikshan Samiti at Jhabua for 1 day • Watershed concept planning and management organised by ASA for 3 days. • SHG concept, formation and development organised by ASA • Water harvesting structures organised by ASA and RES Department, Gandhwani

for 1 day • Project planning workshop organised by ASA for 2 days at SWDF campus,

Dahod • Workshop on developing indicators for Monitoring and Evaluation of watershed

development project organised by SWDF for 2 days • Mainstreaming gender in NRM management programme organised by IRMA at

Anand for 5 days • Exposure visit to PEDO and PAHAL at Dungarpur (Raj.) • Exposure visits to Rainfed farming and crop variety trials at KRIBHCO • Exposure visit to pasture development organised by ASA at Hathipava micro

watershed at Jhabua promoted by forest department at Jhabua • Exposure to rainfed Horticulture farming at CHRS, Godhra • Training on REFLECT methodology for 3 days, organised by ACTION AID at

Bhopal. • Exposure visit to Nisarpur, Dhar on water harvesting structures for 2 days.


• LI co-operatives management for 2 days organised by SWDF at Dahod • PRA workshop organised by Danida at Ratlam for 2 days. • Workshop on Remote sensing for watershed development planning and

monitoring jointly organised by ISRO, Ahmedabad and DRDA

PROGRAM ASPECTS – CHOICE AND PRIORITIES

ASA’s primary programme approach has been improvement based keeping natural resource management as the prime focus most of their projects have been generating a balanced income security through the growth model however the quest towards attaining this have been through community participation and involvement of CBOs. As mentioned earlier ASA is one such organisation, which has strong linkage with the Government, and also implements the Government programme earmarked under the national development plans. Interestingly the current national development approach of the nation believes in rapid economic growth resulting in disparity of income. Although much of economic analysis has been strangely silent on the relationship between economic growth and the resulting distribution of income. Some theorist believes that highly unequal distributions are necessary conditions for generating rapid growth. However the explicit and implicit acceptance of this proposition by the developmentalist from both developed and developing countries has tended to turn their individual as well as collective attention from problems of poverty and income distribution. If wide inequalities are a necessary condition of rising standard of living through the natural “trickle down” process of competitive and mixed economic system then the direct concern with the alleviation of poverty would be self defeating. Keeping in view the Governments paradoxical approach of market economy and poverty alleviation programme one needs to choose their programme approach on the basis of some set guiding principles. Some brief descriptions of ASA’s project as available in their given documents is summarized below: Current projects ASA is presently implementing five projects. All the projects are directed towards community capacity building for natural resources management. Following is an overview of these projects: • COMMUNITY BASED ORGANISATION Organisation of the community into aware and self reliant institutions that can take care of its interests is one of our major goals. In the past two years, ASA has effectively organised the community into various community based organisations at


different levels which include the Self help groups, the user groups and the villages development committees. Self Help Groups (SHGs) are the functional unit of the CBOs. They form the nucleus of all developmental activities including planning, implementation an review of the programme. ASA’s policy has been to arrange the existing kinship groups into SHGs. Traditional practices like Halma based on concepts of shared labour and social exchange are prevalent among the kinship groups. Therefore, such an arrangement not only makes for smooth functioning but also the sustainability of the institution. As already pointed out, in our work area, money lending is one of the most thriving businesses and debt traps are the general norm. to provide a respite and a way out to the people, the SHG’s have adopted savings and credit as their core activity. while on the one hand this activity ensures the institutions smooth functioning and growth on the other, it also generates resources for contingency requirements and investments thus making the groups more cohesive. In the last two years, 94 SHG’s have sprouted in a total of 51 villages. The SHGs follow a single household representation norm where a household is represented by only one member. This is to ensure the integrity of the household and that there is no diffusion of responsibilities and conflict of positions. Where necessary User’s Groups (UGs) responsible for management of specific activities are also formed within the board frame work of SHGs. These UGs are more as functional group and develop their own working norms. Currently majority of these UGs are existing around water bodies created or rehabilitated by the project. Village level institutions are responsible for the management of wider development of forest resource, watershed development etc. They are usually the representative forum of the SHGs and the UGs. In the case of watershed development programme the SHGs and the UGs. In the case of watershed development programme the SHGs are directly responsible for planning and implementation of the programme while Watershed Development Committees (WDCs) act as funding and monitoring agency at the village level. Representative of all SHGs in the watershed area constitute the WDC. As part of its association with SWDF, Dahod ASA looks after 31 Co-operatives responsible for management of Lift irrigation systems. All the command area farmers are members of these cooperatives.

Type of CBOs Number Total members (HHs) SHG 94 1618 UG 20 209 WDC 28 364


LI Co-operatives 31 403 SHG Federation 2 1618 Village Forest Committee 2 178

Micro credits As mentioned before savings and credit is the core activity of the Self Help Groups. Every member contributes a fixed sum after regular intervals. The SHG general body decides the amount and the interval period, in addition, they also mobilize financial resources as loans or revolving funds from the banks, the watershed programme, the village development fund (Gram Kosh), and the SHG Federation for their credit activities. The SHG have till date saved more than 3.5 lakh rupees.

Break-up of institutional loans to SHGs Institutions Amount in Rs. NABARD 82000 WDC revolving fund 92213 Gram Kosh 270409 SHG Federations 66500 Total 511122

The SHGs provide credit to the members considering the relatives worthiness of the cases. Productive loans are prioritized over consumptionary loans for social functions and institutions. The SHGs, themselves decide the interest rates. So far the SHGs have rotated Rs. 12.5 lakh as loan among its members. SHG Federations The SHGs have come together to form federation which provide them support in terms of linkages with the government programmes, bulk supply and purchase, provision of services, policy advocacy etc. the general body of the federation consists of two elected members form each member SHG. The executive body is elected from the general body while the president and vice president are elected from there executive body members. In its maiden effort the federation at Bori has arranged the supply of 1700 bags of fertilizers, amounting to Rs. 3,00,000/- to 32 of its member SHGs during Kharif98. The bulk purchase has got the people, the fertilizer at a considerably lower price. While it provided loans to 8 SHGs, it also helped in linking 7 SHGs in the NABARD-SHG scheme for availing loans. The Gandhwani Federation has also started dialogue with the Lead bank of the district for availing loan under NABARD-SHG scheme for 20 SHGs.


Realizing Co-operation History proves that the way out is unity and co-operation. Our self help groups have recently organised themselves into federations that will look after the interests of the people and handle operations at a larger level on their behalf. The envisaged activities of the federation include Banking management of agricultural inputs, marketing and liaisioning. Understandably, there has been stiff oppositions of the federations by influential local bodies. The Laxmi Mahasamiti in its maiden effort bought fertilizers in bulk for its SHG members. On the very next day, on the behest of the local traders, the state agriculture department officials inspected the storage. The federation was charged of trading in a controlled item urea, since the federation had only bought the fertilizer on behalf of the primary consumers and no commercial transaction were involved, there was little that they could do. Things didn’t end there. Soon LAMPS, Bori at the behest of the traders again, filed a complaint with the M.P. state Marketing Federation, that Lakshmi Mahasamiti’s activities were influencing its operations. But the samiti has not only relentless maintained its position, it is committed to continuing its operations more vigorously in the future. Gram Kosh The gram kosh is one of the important sources of refinance for the SHG funds. It is a village level fund formed from the contributions of the villagers out of the payments they get for watershed development activities or any other user group activities. The people contribute 50% of the labor cost for private resource development activities and 25% for the common resource development activities. Such contributions make the programmes sustainable not only by way of their ideology of participation and identification but also by positively influencing the savings-investment cycle. The Gram Kosh in 13 villages have a total fund of 8.5 lakh. 30 SHGs have been refinanced by the respective gram kosh for a total sum of 2.7 lakh rupees. • NATURAL RESOURCE DEVELOPMENT The region though traditionally rich in natural resources is rendered vulnerable due to geoclimatic reasons like a high temporal variation in rainfall and an undulating terrain. The last thirty odd years have seen the sudden depletion of the natural resource base. Imbalanced and unsustainable land use patterns and inefficient


agronomic management are some of the crucial reasons for the rapid degeneration of the forest resources and the loss of soil and moisture. The concept of land treatment in the form of watershed units has been highly successful in arresting the loss of soil and moisture in such terrain while on the one hand the physical treatment measures ensure conservation of soil and collection of rainwater where it falls, agronomic improvements ensure sustained prosperity of the area. ASA has been intensively involved in integrated watershed development in 25 villages of Jhabua and Ratlam districts of Madhya Pradesh,, covering 10000 Hr. of area. The collaborators include the Jhabua Zilla panchayat, Aga Khan Foundation (I) and the M.P. Agriculture department.

Natural resources development; at a glance details Total treated area 482 ha Common land, including pasture 63 ha Gully/ nala checks 1168 Tree plantation 91350 Gabion structures 14 Ponds 3 Check dams 3 wells 11 Area covered under this treatment is not calculated here.

The self help groups and watershed development committees not only plan the work but are also responsible for its implementation while ASA acts as the facilitator and provides technical inputs. While the first year was exclusively invested in community organisation, capacity building and planning, the second year also saw the implementation of physical measures. Soil and moisture Conservation Private land On cultivated undulating land, field bundings are a very effective method of soil conservation. They are part of the traditional land cultivation patterns and ASA since its inception has made concerted efforts in ensuring that this practice is used to its true potential. Field bunds have been made in a total of 419 ha. of land so far. Binding grasses like stylo hamata have been planted over the bunds. The immediate impact of this activity


is seen when the farmer starts tailing an extra crop or shifts to a higher moisture-demanding crop. Common land The increasing population and growing consumerism have taken a toll on the common land through encroachment and by heavy demand on them. As a result, the common land have depleted in quantitative as well as qualitative terms, thus affecting the fuel and fodder supply. The condition of these land needs to be immediately addressed if the rural economy is to be saved from bankruptcy. Common land improvement is an important aspect of watershed development. It is given prime importance in the planning process. During the period 63 hectares of common land in 3 villages has been brought under intensive treatment. Treatment measures include contour trenches, gully plugs and plantation of trees and soil binding grasses. Protection through social fencing is another important aspect of the programme. Watershed development Gabion structures Gabion structures with a core concrete wall serve as water harvesting structures. Considering the high seasonal variation in stream discharges, they are important means of meeting the irrigation needs of the rabi crop. The Self Help Groups have made 14 gabion structures in the past two years. Check dams ASA has been successfully able to rehabilitate 3 masonry check dams which were constructed by the Govt. departments earlier but were lying dysfunctional for long time because of neglect and lack of maintenance. With very little technical and financial inputs the structures have been rehabilitated. User’s group has been formed for each of them. All the 3 structures have been the source of irrigation for an area of 60 ha. for last two years. Inclusive of Gabion, ponds and check dams a total of 197 ha. of provide land is benefited for irrigation. Construction of one masonry Check dam is under process which will benefit 42 hh of two villages. Ponds Ponds are the most common water harvesting structures in the region. ASA has made pond construction and deeping of existing ponds, a mission. In the last two years we


developed 3 ponds in an equal number of villages. The activity is expected to gain a lot of emphasis in the years to come. Wells The SHGs have dug 12 wells during the period. The activity is funded through SHGs as loan to the member. All these wells contribute significantly for increasing irrigation area. Lift irrigation This project is related to the management of Lift irrigation systems constructed by SWDE, Dahod. ASA is involved in the management of 31 such schemes in Jhabua, M.P. and Dahod of Gujarat. The schemes are benefiting of approximately 1100 households with a total common area of 1782 hectares. Forestry Historically, it is in a relatively recent period that agriculture replaced forests and forest products as the mainstay of tee regional rural economy. However, during this period of a few decades, the forests have degenerated to abysmal lows. While the land owned by the forest department continues to lie waste, most of the other land I cultivated and the rest heavily grazed. The only possible way to turn the balance is agro0forestry and proper pasture management. The potentials of agro-forestry are stressed in the agricultural extension programmes. The SHGs have installed a few nurseries from where they provide saplings of species like bamboo, subabool etc. Because of the abundant root stock, natural regeneration with proper protection is capable of ensuring a good forest as well as fodder crop in the common lands. Artificial regeneration is therefore opted for only as a gap filling arrangement. During the period, 91,350 sapling have been planted in 12 villages of the project area. The average survival rate of the first year plantation was 80%. The survival rate for bamboo was more than 90%. More than 250 ha. of forest and revenue land has been brought under social protection. ASA is also coordinating with the Forest department’s Joint Forest management efforts and has been instrumental in developing two Village Forest Committees. Agriculture programmes ASA provides informal agricultural extension services to the people during the process of its work in the villages. In addition it also provides improved seed


varieties of agricultural crops and vegetables and grafted horticultural sapling to the farmers. Agronomic practices Physical measures in watershed development can only be fruitful if they are supported by appropriate changes in the cultivation pattern and in farming technology. The major emphasis of extension in the past two years has been on contour cultivation and seed priming. Improved seed variety programme The improved crop seed trails in the last two years included composite varieties of maize, rice and gram. These higher yielding seeds are also more drought resistant. This Kharif season we have taken up trials and comparative demonstrations for these varieties for a reliable impact assessment. The seeds are loaned to the farmers with an agreement of return at harvest time. A seed is maintained for the purpose. Introduction of compost pits We have constructed 14 Nadeps in 3 villages. This activity was earlier taken up on a pilot basis for the purpose of demonstration. The programme has been immensely successful. Acute manure scarcity is a major factor accounting for the success. Bio-gas plants Bio-gas plants are very feasible systems in the work area. Besides other benefits this technology is expected to decrease the work pressure on women. 2 plants on a pilot basis has been constructed so far. The programme is planned to be taken up on a larger scale in the following years. ASA’s programme of bio-gas is linked with the Government programmes for subsidy benefits. Bio fertilizers Bio fertilizers like azeto bacteria, rhizobium culture and PSB have been introduced during Kharif 98. The programme involves 105 farmers from the three villages among whom 500 kg.s of these fertilizers have been distributed. Livestock development Our activities in livestock development include pasture land management, cattle health programme and breed improvement programmes. Common lands are heavily


grazed. This undue grazing pressure has left the pasture lands waste and barren. However generally natural regeneration of fodder grasses is very high and protection itself ensures abundant grass production. the efforts in protection have yielded results. Veterinary services are in-existent. In association with the state animal husbandry department ASA organised few cattle health camps in the project villages. Our work in livestock development till date is limited. However, we realize that it is a crucial resource and needs to be emphasized. We foresee increased growth patterns in this programme. • COMMUNITY CAPACITY BUILDING Development is the process of change, preferably a guided change. Interaction among different cultures, learning from each other is a part of this process. This interaction among various cultures and informed exchange of technology and institutions makes them mutually rich and more cohesive in this fast integrating world. ASA considers appropriate technological interventions and skill building as a part of this enrichment process. Such interventions not only prove to be sources of extra income but are also socially benefiting. For the purpose, we employ means like trainings and exposure visits. Training is a key element of the process. Since its inception ASA has designed and conducted a variety of training programmes for its project participants and field level workers. Recognizing that this is an enormous and continuous task, we have developed a moderately equipped training facility at Bori Field centre, Jhabua. The training modules, aids and materials are developed and revised to incorporate the learnings. The training aids portray the local culture through its language and visuals. Exposure visits and result demonstrations are organised on a regular basis for all the project partners and village level worker. Regular discussions with the project partners, in-house issue based workshops, review meetings are other features of the programme. The SHG members and other villagers have undergone various training and exposure visits. The training areas are: SHG concept and management, leadership, watershed concept, planning and management, water harvesting structures, JFM, nursery raising, budding and grafting techniques, vegetable gardening, plantation technique and after care gender sensitization, etc. In total, since July 96, 38Training/ exposure visit days have been organised in which 597 men and 52 women have participated. The impact of various skill training and exposure visits is reflected in the areas of people’s enhanced capacity to manage activities with low inputs from the project, especially for collective decision making, planning and implementing activities, conflict resolution, adapting new technological interventions, etc.


In accordance to ASA’s policy to develop capacities, a group of village youths who are moderately educated, are selected from project villages to work as volunteers. Since the knowledge base of the micro village situations is strong at this level, it will be easier for these volunteers to take forward the implementation of project activities in a more effective manner. These volunteers have undergone intensive training and exposure visits on a variety of subjects including a 3 months apprenticeship in the beginning. A total of 74 training/ exposure days have been participated by them SHG organisation, development and activation including SHG book keeping; watershed concept, planning and management; participatory methodologies of watershed planning; technical measures of watershed treatment including minor water harvesting structures; JFM; nursery raising; budding and grafting techniques; vegetable generating; plantations and aftercare techniques; WDC book keeping; general office administration; awareness on Govt. schemes gender sensitization, etc. majority of them have visited MYRADA – Gulberga project for an exposure to operationalisation of SHGs to watershed development; SWDF; Dahod for water resources development and LI cooperatives management; Ralegon Siddhi for participatory watershed management; PAHAL project and PEDO in Dungarpur; Rainfed horticulture in Centre fofr Horticulture Research Station, Godhra etc. all these efforts have fostered confidence and the abilities in them to take forward the project implementation with less managerial inputs from the organisations. • SOCIAL AND ECONOMIC PROGRAMMES Falia schools ‘Falia’ is the local equivalent of ‘hamlet’. The concept of ‘village’ is a new to the local culture. This administrative unit contains one or more ‘Falias’ which could be very widely spread. However, all existing Government facilities are village wise, which not only renders them inaccessible to the larger part of the village but also creates conflicts among the various falias. We therefore decided to open schools in ‘falias’, where there were none. There are 6 existing falia schools with a total students of 141. The falia schools are managed by the village SHGs. The teachers also belong to the same ‘falias’. The schools are equipped with educational and recreation materials. This activity will gain further momentum in the days to come networking with the days to come networking with the state education department and midday food supply programme. The number of schools is also expected to increase. Drinking water sources Drinking water, the most important of human needs and the most difficult to access in the remote village. ASA has, in some cases tried to address this vital need by constructing hand pumps. 12 handpumps have been installed till date. The harijans


are a socially ostracized community and have to face the maximum hardship fir getting water. This was one of the important factors considered in selecting installation sites. Primary health programme On our entry, we were confronted by an alarming health situation. To immediately address the situation we organised a series of health camps. Soon after, a doctor regularly visited the villages and provided people services and medicines, charging them 50% of the medicine cost. Later, a dispensary was opened at ASA’s Bori field office. Other aspects of the programme, which have gained emphasis of late include preventive measures, health education and Dai training. These programmes are in liaison with the Government health programmes. Grain bank Income deficits have badly effected the concept of village self sufficiency. Grain banks are aimed at reducing the farmer’s exploitation in the hands of the trader, by virtue of the latter’s capital base. Grain bank have been developed in 6 villages out of the gram Kosh. A total of 116 Quintals of wheat grain in 6 villages are being used as loan by the members during food crisis and paid back with interest after harvest. The programme has completed two years now and in rotation for second time. It is experienced that this programme directly affects the very poor section of the community and also needs negligible amount of managerial inputs from the project. Income generation A number of villagers have started economic activities like poultry, goatry, shopkeeping, nurseries etc. in addition to their existing farming and livestock activities. We consider people’s initiative for digging wells for irrigation purpose is also an important income generation venture. 12 such loans for well digging have been taken by members from their respective SHGs and invested for the purpose. In all the cases they were successful in their venture. The activity is taking momentum and we expect more such initiatives in future. Dairy and lac production, these two activities are now being planned for introduction as major income generation programme for the area which has for large scale employment generation. • GENDER IN DEVELOPMENT Like most other cultures, the society here is male dominated. Women do more than their fair share of work, however their contribution is scarcely recognized. Their decision making roles are also limited. But to be fair, in spite of, this inherent


inequality, this society gives far more freedom and importance to its womenfolk than most other contemporary Indian societies. The process of development would have little meaning and would hardly be sustainable if qualitative equality between the two sexes is not maintained. This has to be ensured in the form of opportunities and decision making roles. ASA in its approach, while tries to maintain the goodness of traditional role distribution on the one hand, on the other it also makes attempts to improve the conditions of women. ASA has a two fold strategy on this front. The immediate step is to reduce the drudgery of the women by improvement in fuel/fodder supplies and improved technological interventions like Ball bearing systems for the households chakki maize shellers, automatic pulleys and micro irrigation systems.

The second aspect of the strategy is to improve their status in the family and their role in decision. They play the primary role in the community based organisations. More than two thirds of the self-help groups are women’s SHGs. Norms ensure that there is only one representative from a family so that household integrity is maintained and the representative’s powers don’t get diffused. Considering the increasing role that these organisations are playing in the rural life, there is bound to be a proportional rise in women’s status in the family as well.

KEY RESEARCH AREAS IDENTIFIED

Though ASA do not have a clear stated policy on research, it has a small monitoring and evaluation cell looking after the issues of Social Research. It also does not have a list of research priorities for the organisation or for the community. However ASA has commissioned four research studies during the last two years. • JFM in Jhabua – a process study of two villages forest committees of Jhabua,

with financial and technical assistance from SWDF • Potential of MFPs in the Jhabua district in M.P. in collaboration with Centre for

Arid Zones Studies, University of Wells, Bangor, U. K.; • NRM status report for Jhabua, Dhar and Dhadod districts in association with

Students Action India, U. K. and IIFM Bhopal • A review of the existing documentation of SWC methods and suggesting

methodology for documentation best practices with the financial and technical assistance from AKF(I).


RESEARCH STRENGTH OF ASA

Learning from one’s own efforts and others efforts, ASA believes is a necessary requisite for arriving at the right approach. While on one hand, ASA has continuously documented its efforts and learnings, on the other, it has also been involved in few intensive studies into specific subjects. As mentioned earlier, in addition to regular programme documentation ASA was involved in the following two studies:

A process study of two Village Forest Committees in Jhabua district The JFM initiative in Jhabua district of M. P. has won accolades from one and sundry. However, the situation had never been really studied and most of the euphoria was presumably the result of the increase in forest cover. This can definitely be one of the factors of success but surely not the only one. ASA commissioned an intensive study of two Village Forest Committees, recommended by the forest department, as an attempt to know the inside process. The document has tried to filter out the attitude and activities at every step, thus analysing the whole process. It found that there had been a substantial increase in forest cover. However, in many a case the forest had been handed over to a few influential people thus tearing apart the social fabric and making a mockery of people’s traditional rights. Physical development of the forest had been the only consideration. Further analysis revealed that right from the policy papers to the attitude of the beat guard, the Government’s approach was one of ‘using’ the people to protect ‘its’ forest. It concludes that such approaches might succeed as exceptions but are unsustainable and ethically and socially inappropriate. The document has been widely disseminated so that the ground reality might be of help in future strategies/ policies. A workshop on the findings is also planned.

Status, use and potential of Minor Forest Products in Jhabua district, M.P The purpose of this pilot study was to develop a workable methodology for studies on the value of Minor Forest products and the status of useful species in the area. The data provided in the study provides directions for further work and analysis and has suggested some potential forest management options. The findings of the study are being used in the formation of a NTFP marketing federation. The document is being


widely disseminated so that the information is used in policy and strategy making by various Government or Non-government bodies. With the experience and the field level commitment as well as the existing programme approach that ASA has taken their major strength and potential lies undertaking Action oriented Research. They have a specific capabilities of crystallizing Applied Research which needs to be focused and strengthen. With the basic analytical mind of the director these research could result to meaningful findings for scaling up an available technology or a process. BASIC AREAS WHERE RESEARCH INPUTS ARE REQUIRED

In the two years of its life, ASA has grown as an organisation, qualitatively as well as quantitatively. While the operational area and staff strength of the organisation has grown many folds, there is also an increased clarity of the mission and approach. Understanding the teams potential for being a sound research organisation in addition to their existing status of a PIA the following inputs are recommended for ASA: • Participatory Problem Formulation • Quantitative Analysis • Inputs in research methodology with specific inputs in identification of

methodological issues related to applied research • Experimental and Empirical research


ASA SCAN PROFILE AT A GLANCE

Applied Empirical & Analytical Research Research Methodology Community Organisation Experimental

Research Action Participatory Research problem formulation Clarity Quantitative

of Analysis Concept


ORGANISATIONAL SETTING Development Support Center (DSC) is a hardcore support and people centered organization which started in the year 1994 with a small team of only 4 members with intense efforts and efforts system. In short span of 5 years it grew considerably by expanding its work and human resource to 45. It mainly concentrating with policy related issues in natural resource development and management. It strives to promote community participation, equity, efficiency and sustainability. Their basic area of operation is in the state of Gujarat. It works in close coordination with the Government and has substantial rapport in the related departments of the state Government. Main functions of development support center are: 1. Contact and motivate voluntary organisations to include Watershed Development

programmes in their programme portfolio. Identify individuals who are already working towards a solution to the problems in natural resource development and management and provide them support to institutionalize their contribution by setting up an appropriate organisation.

2. Collaborative with Government in improving the performance of irrigation canals

through formal or informal institutions for participation of farmers. 3. Develop information and documentation systems on technologies for easy access

by development agencies for interventions in the given physical, social and geographical context

4. Identify areas where watershed development needs to be undertaken on a priority

basis. Prepare fact-sheets for various physical and geographical areas. 5. Integrate in the working of the voluntary sector, principles of technical excellence,

cost effectiveness, equity, accountability and sustainability 6. Prepare audiovisuals, organize seminars and training programmes that would

facilitate the NGO’s to enhance their contribution to natural resource development programmes.

The salient feature of their activities as mentioned in their annual report is as following: 1. When the National Watershed Development Programmes was launched in the

year 1995-96, it was considered to be one of the most significant and many believe, the boldest change in the way programmes are designed, planned and implemented. Perhaps no other national level programme has strived to put people


in the Centre, as this programme has. DSC, and more notably the Chairman, made important contribution towards framing of the Common Guidelines and subsequent feedback and finalization process. Realizing the importance of this landmark policy change, DSC decided to devote substantial attention, human and financial resources to make a success of this programme.

2. After three years of implementation, a review in 1998 gives experiences that are

mixed. The results so far have only re-emphasized the need for proper and adequate capacity building process for Programme Implementing Agencies (PIAs). PIAs with adequate competency in implementing participatory natural resources management programmes demonstrated the advantages and impact of people-centered processes, while PIAs who came into the programme as a result of improper selection process are threatening to undermine the salient features of the programme.

3. It was therefore only logical that DSC took up the responsibility to dialogue at the

district, state and national level with a specific purpose of reviewing the selection criteria and monitoring systems. Considerable investment in terms of human resources were made to learn from successful experiences of other states and agencies to improvise and adapt them.

4. After three years of support services to about 12 NGO partners and 2 Government

agencies, the district administration and state level commissionerate are gearing up to streamline the monitoring and appraisal system. DSC made major contribution in these efforts. As an output of efforts the following documents were prepared and put in for adaptation:

• Criteria and procedures for selection and deselecting of PIA’s. • Criteria and procedures sanction of new projects. • Constitution and roles of state Level Training Committee to develop a strategy • For training at state level for all concerned functionaries. • Constitution and functions of State level standing committee to study critical

issues that effect watershed programme, from time to time.

5. The training cell is now renamed as Centre for Participatory Learning (CPL) and has started functioning in a new premises from August 1998. 4 new programme staffs were also recruited. The functional agreement with the State Institute of Rural Development (SIRD) resulted in the joining of strengths of the two organisations in conducting training programmes for various functionaries involved in the watershed programme. As one of the six Training and Support Voluntary Organisations of CAPART, DSC decided to promote the programme by conducting two workshops for NGOs in the State. By March 1999, the cell would have conducted more than 20 training programmes in the current year and a total of 2046 participants days.


6. The training impact assessment exercise carried out during the year 1997-97

revealed that the emphasis on attitude and behaviour change must be given more emphasis when dealing with subjects such as participation and equity. Mere techniques and procedures have limited impact in changing the way key functionaries. Operate. On the positive side, it was evident that participatory training methodology and field oriented sessions had markedly better retention and relevance with the programme that is implemented.

7. Progressive policy changes have unshared in many programmes that enable

increased participation of users in the management and development of resources. However, experience in the last five years has clearly shown that policy changes are not sufficient to create the required enabling environment. Key functionaries in the programme tend to behave in a manner that inhibits or hinders participation. Having identified this as a critical area that required attention, DSC strived to put this subject into the curriculum of training institutes that can deal with participatory NRM programmes. Starting with a ABC workshop in Ahmedabad in August 1997, DSC has progressively improved the design and methodologies of conducting workshops. In August 1998, a similar workshop was organised by Lal Bahadur Shashtri National Academy of Administration (LBSNAA) where senior development administrators and Trainers from all over the country participated. Both the workshops had major contributions from Dr. Robert Chambers from IDS, Sussex. Similar workshops are being planned sector-wise for PIM, Forestry and Watershed programmes. The first TOT for PIM is organised for 22nd to 26th of March’99 and DSC is coordinating the programme with India NPIM, New Delhi.

8. Noteworthy developments have taken place in Participatory Irrigation

Management (PIM) programme. After distilling the experiences from the pilot projects that served as “learning laboratories”, Government of Gujarat and DSC are working together closely to now upscale the programme. DSC is Events in Andhra Pradesh, where the Irrigation sector is undergoing a large scale transformation towards farmers managed systems, through legislative and training inputs, also have lessons for Gujarat.

9. On the growth of the PIM programme, what started as three nucleus pilot projects,

has now grown into 27 projects and a coverage of 6400 ha. there is an increase in capacity of community organising staff to scale up without proportionate increase in staff and costs.

10. This year DSC focused on what are the difficulties in involving women in NRM

programme and what can be done for this? DSC arranged series of training programme, exposure visits for women member of SHG and saving groups in collaboration and to SEWA, Ahmedabad. This shall help in learning from other organizations. A total of 19 Mahila Mandals have been formed in the programme


villages and they have an aggregate of Rs. 73,000 savings. Some of the groups have started lending operations.

11. A research project titled “Policies That Work (PTW) – Indian case study of

watershed management” was launched in October 1996. After two years, the report on the PTW was presented to International Institute of Environmental Development (IIED) in January 1999. The project brings outs significant issues with policy implications from all that has happened in last two years in management of watershed development programme in India.

12. A research study titled “Catalyzing Village Level Institutions (VIs) for Natural

Resources Management” was done with the aim to document different models and community mobilization processes being operationalised by different NGOs. It also made efforts to identify and prioritise the variables contributing to the success & sustainability of VIs and arrive at design principles for replication. Six case studies were collected, analysed and documented. The research programme was based on the design prepared by the Executive Director during a Study Fellowship at Institute of Development Studies, Sussex, UK. The research programme received funding support from AKF(I).

13. “Developing tools for cost effectiveness assessment of NGO programmes – this

case study on DSC was conducted by an external agency EDA Rural Systems Group. This is a part of a larger research programme by EDA Rural Systems to test methodologies for assessing the cost effectiveness of the NGO programmes in the livelihoods of the people they target though their programmes.

14. Committed to its mission to provide support to people center organisations,

programme and policies in natural resource development DSC was actively involved in the policy advocacy at national and state level. Few of them were:

• Chairman was invited to attend & chair a group on “Sustaining momentum

beyond the project period” at National Workshop on Watershed Approach organised by Ministry or Rural Affairs and Employment and DFID. And therefore he was in a position to put into the recommendations number of ideas that were considered and experienced during DSC’s different activities. He was also was invited to be the member of The Design Team on DFID assistance to Ministry of Rural Affairs & Employment and Advisory Committee for Preparation of Manual for watershed.

• DSC developed a number of manuals related to appraisal, monitoring and reporting of watershed and PIM programmes. A second edition of compilation of all Government Orders that were issued by Water

• Resource Development Department, Government of Gujarat during the year 1998-99 for furtherance of participatory irrigation management was distrubed this year and received well by NGOs and Government officials.


• Through initiatives of DSC, Government of Gujarat has set up various committees to streamline monitoring, training, appraisal an review of watershed and irrigation programme. Notable among them are the Expert Group to revamp structures and functionating of WALMI so as to make it attuned to the changing management practices in irrigation. A similar group is looked at GLDC.

15. Erratic funds flows from Government of Gujarat has serious impact on the programmes. However impact be reduced partially due to the board based funding source of DSC. The total funds available for DSC during the year was Rs. 8.017,402. Large proportion (84%) was sourced from Government of Gurajat, Government of India and their sponsored agency – CAPART, GLDC. Aga Khan Foundation (I) is the major supporter with a grant of Rs. 13.4 lacs.



The organogram for the organisational chart is as follows

Direct line of reporting to primary supervisor Second line of reporting to second supervisor for specific tasks only.

Anil C. Shah Chairman

Board of Directors - 12

Shashidhran Executive Director

Ram Coordinator (FS) (Over-all responsibility of CPL Administration) Responsible for WDT (Dhari)

Sachin Coordinator (TRG) Responsible for FU (Meghraj)

Pinakin Coordinator (PIM) (responsibility for all Field Units of PIM)

Nandu – tech services Viraj – Gender & HRD Ranjit –Comm & Docu.

Uma Manisha Messengers

Ketan

Ajay Kriti

Bhagirath

Himmatnagar FU (PIM)

Arvind Mahesh Apurva Neha Messengers

Naushad

Pankaj (Research Monitoring)


The organisation consists of chairman and 12 board of Directors. The executive of the organisation reports to the chairman and is accountable to the board. He is assisted by 5 main co-ordinators, which includes research and monitoring co-ordinator as well. An OD analysis, which was done prior to the organisation scan intervention, recommends the following: 1. The Organogram needs to be well chalked out and understood by the staff,

especially the programme staff. 2. Governance:

♦ The boundary between the Board and the executive needs to be looked into the redefined. Care has to be taken that the Chairperson’s role and responsibility does not intrude the Executive Director’s role and responsibility. Our suggestion is that all executive decisions are taken by the ED. The chairperson’s or Governing Board members resources and expertise may be required and utilized but they must always be channelised through the ED.

♦ Roles, tasks, responsibilities need to be clearly defined. A clear line of authority needs to be established and adhered to.

♦ Dual reporting has to be done away with as far as possible. ♦ Common services e.g. vehicles, steno-typists may be co-ordinated by one

person to reduce confusion and stress. Systems:

♦ A common forum for information sharing could be introduced. ♦ Orientation and exposure to the field areas for the Support staff could be

useful and moral boosting. ♦ Clear criteria for the reward system need to be formulated. ♦ More regular feedback, and if possible from team members and immediate

superiors, might help to affect the performance positively. ♦ Monitoring, at the team level, instead of it being more centralized could

help. ♦ HRD function could be do it, in consultation with the programme heads.

Organisational Culture: ♦ Trust is an issue with the group and needs to be addressed. ♦ Bypassing of the programme coordinators by the Support staff must not be

encouraged. ♦ The programme staff did not perceive also be due to lack of trust in the

group. It appears that interpersonal conflicts were present and were affecting the group functioning and well being. It could help the group to look at the trust issue and the interpersonal issues and the dynamics, which affect the group negatively and move towards increased cooperation and team building. Spending a day or two on these could help.


LINKAGES DSC is a support organisation, which provides direct technical support to its partner organisation in the field on NRM and in particular PIM. It’s linkages with the Government of Gujarat is very sound and also has a direct network with major NRM related organizations such as N M Sadguru Water Development Trust, Aga Khan Rural Support Program, ARAVALI, ASA, BAIF etc. The chairman of the organisation being an ex-civil servant makes the linkage with the Government more ambient and smooth sailing. In collaboration with the Government DSC has been able to achieve the following : ♦ Formulated ten theme papers on various subjects related to NRM. ♦ Identified certain resource organisation and people. ♦ Promoted research in Government agenda which earlier made a very low

priority in the water shed project of the State Government. ♦ DSC was able to initiate four main committees viz. Monitoring and Evaluation

committee, Training committee, Standing committee and Apex committee. ♦ Normally DSC takes the initiative in calling all the four meetings and also does

most of the ground work in suggesting the agenda etc. ♦ The method of implementing the suggestions from the committee is by forming

sub committees for identifying specific parameters. ♦ In addition to DSC, Sadguru, Sewa, and Baif are members all the above

mentioned committees. ♦ DSC is putting in effort to rename the Monitoring and Evaluation committee as

Research Monitoring and Evaluation committee. If this happens then the Govt. itself will have to give priorities to many action research project that would be directly farm and land based.

AVAILABILITY OF SKILL AND ROLE ANALYSIS DSC is a reasonably well managed professional organisation, which has multiple skilled personnel in the organisation. The skill level range from engineering to management including rural management. While training forms an extremely important part of the program of the organisation, their thought on the perspective plan does not solidly reflect on the human resource requirement matched with skill upgradation for the future. However, their concern towards the overall development of the organisation and quest towards professional management was very evident through the fact that they had undergone an OD analysis and prioritized the implementation of the recommendations made there on. From the inventory of the skill it was evident that their strength solidly laid on participation and ability to involve the villagers in the decision making process in


the project through PRA method. It was also very clear that both the program officer as well as field staff were very confident on PRA method. The list of skills available in the organisation is being attached with this report as annexure. The role analysis pattern suggests that there is a fair and democratic distribution of primary and secondary responsibilities of individual in command. However, on interaction with one of the members, primarily responsible for carrying out research, it was realised that more guided supervision was required towards initiation of research as well as quantitative method of analysis. Further details are being added later in this report while discussing strength and weaknesses. Reporting System in DSC No. Name of member Primary supervisor Second supervisor 1. Shashi Anilbhai Ram (for F. S.) 2. Pankaj Shashi Sachin (for TRG) 3. Pinakin Shashi Sachin (for TRG) 4. Bhagirath Pinakin Ram (for office support) 5. Mahesh Shashi Ram (for office support) 6. Arvind Shashi Ram (for office support) 7. Apoorva Shashi Ram (for office support) 8. Neha Shashi Ram (for office support) 9. Messengers/drivers Arvind Mahesh Role and Responsibilities of Primary Supervisor 1. Will approve all programme related plans 2. Will review progress in implementing a plan 3. Administration related decisions 4. Final decision in case there is a clash of plans with second supervisor 5. Performance appraisal and recommendation for rewards and punishments, as

and when required 6. Sanction vouchers for express from approved budget items upto Rs. 5000 per

transaction Role and Responsibilities of Second Supervisor 1. Be the supervisor in the absence of primary supervisor 2. Assign tasks in the area for which she/he is the second supervisor 3. Refer matters of confusion and clash of plans to the primary supervisor and

seek final decision 4. Contribute to performance appraisal by feeding into primary supervisor’s

appraisal process.


Reporting System in CPL No. Name of member Primary supervisor Second supervisor 1. Ram Shashi Sachin (for TRG) 2. Sachin Shashi Ram (for F. S.) 3. Ajay Sachin Ram (for F. S.) 4. Kirti Sachin Ram (for F. S.) 5. Viraj Ram Sachin (for TRG) 6. Nandu Ram Sachin (for TRG) 7. Ranjit Ram Sachin (for TRG) 8. Uma Ram Sachin (for office support) 9. Manisha Ram Sachin (for office support) 10. Ketan Sachin Ram (for office support) 11. Messengers/driver Ram Sachin (in Ram’s absence) Role and Responsibilities of Primary Supervisor 1. Will approve all programme related plans 2. Will review progress in implementing a plan 3. Administration related decisions 4. Final decision in case there is a cash of plans with second supervisor 5. Performance appraisal and recommendation for rewards and punishments, as

and when required 6. Sanction vouchers for express from approved budget items upto Rs. 5000 per

transaction Role and Responsibilities of Second Supervisor 1. Be the supervisor in the absence of primary supervisor 2. Assign tasks in the area for which she/he is the second supervisor 3. Refer matters of confusion and clash of plans to the primary supervisor and

seek final decision 4. Contribute to performance appraisal by feeding into primary supervisor’s

appraisal process. ORGANISATIONAL KNOWLEDGE BASE DSC though an organisation mainly concentrating in the field of NRM has also been working in other related areas towards integrated development approach. Their initiative towards Gender development, communication and use of media encompass the basic realms of major developmental issues. Updating and keeping abreast with the latest knowledge seems to have made a major priority as a policy matter. This becomes evident from the fact that DSC has undergone a major OD exercise as well as their training unit has undergone an impact assessment study by


external agents. However, their research priorities have remained unilaterally towards policy research leading to policy advocacy. PROGRAM ASPECTS- CHOICE AND PRIORITIES The improvement approach In 1960 the World Bank described the ‘improvement approach’ as aiming at ‘the progressive improvement in pleasant methods of crop and animal husbandry by working on the peasant farmer on both the psychological and technical planes to induce an increase in his productivity without any radical changes in traditional social and legal systems.’ This approach allows for the continuity of existing social institutions and land tenure arrangements. Development is to be initiated through improved extension work methods, which, it is hoped, will encourage farmers to apply new crop varieties and new methods of production. This will enable them to produce more for the market, which, in turn, will probably require the development of new marketing organizations. It is envisaged that the development of better extension services, and the stationing of agricultural experts to tour farms and villages to give advice and to provide other services such as arranging loans, will establish new incentives that will lead to increased commercial production. The improvement of agricultural extension has frequently formed part of a more general programme of community development. The latter represents an integrated approach to the question of rural development aiming to initiate improvements not only in agriculture, but also in health, sanitation, craft industries, and in the level of literacy. Such programmes, of course, require a number of trained personnel, technically qualified in agriculture or some such skill, who are placed at the local level to provide assistance. The improvement approach was especially characteristic of the development policies pursued by British colonial government in Africa, India, and elsewhere. Under colonial rule extension work was often coupled with the enforcement of various administrative ordinances to prevent soil erosion or to encourage the cultivation of certain crops – e.g. famine crops, such as cassava in central Africa. Hence, general economic incentives to production were combined with the principle of ‘persistent persuasion’, a polite term for enforcement. Officers of the Agricultural Department supervised the implementation of regulations and cases of non-observance were generally reported to the local authorities for court action. The improvement approach during colonial rule led to much greater control over peasant and tribal populations and only in certain zones to increased commercial orientation. Various government agencies or Government-sponsored co-operatives were basically associations of small-holder farmers who grouped together for the specific purpose of marketing their produce. In most countries, the improvement approach was extended considerably after political independence. For example, India’s first Five Year Plan (1952) stated that one of its aims was to increase


agricultural production through and application of scientific knowledge and capital investment, and that this was to be achieved mainly through increased extension work among the peasant farming population. It was not until the second, third, and fourth National Plans that there was a significant stress upon the notion of co-operative farming and the possibility of effecting major structural change through land reform programmes. DSC’s major emphasis to program has been improvement approach as per development theory. It has been striving to promote watershed development in conjunction with national watershed programme which was launched in the year 1995-96 and was considered to be one of the most significant in terms of its design, plan and implementation to be people centered. DSC especially the chairman made significant contribution towards framing of the guidelines and its feedback process. It was also providing support services to 12 NGO partners and 2 Government agencies that is District administration and state level commissionerate in streamlining, monitoring and appraisal system. The outcome of the support resulted to preparation of the following documents, which was latest circulated for adaptation: ♦ Criteria and procedures for selection and deselection of PIA’s. ♦ Criteria and procedures sanction of new projects. ♦ Constitution and roles of State Level Training Committee to develop a strategy. ♦ For training at state level for all concerned functionaries. ♦ Constitution and functions of State Level Standing Committee to study critical

issues that effect watershed programme form time to time. DSC in order to create a model programme to demonstrate excellence in watershed management project took up a field implementing program at Dhari in the District of Amreli in the year 1996. The unit also served to enhance DSC’s whole capabilities as implementing agency in NRM. Some of the important figures of DSC’s Dhari watershed programme is mentioned below: SOME IMPORTANT FIGURES OF DSC, DHARI WATERSHED PROGRAMME Sr. No.

Details Planned for 4 years

Achievement upto Dec’ 1998

1. No. of villages for which plans are prepared

11 11

2. User groups 386 224 3. SHGs 55 11 4. Women Groups 27 19 5. No of Secretaries 11 11


6. Voluntaries 33 19 7. No of Committee 11 11 8. Budget for Training 11,00,000 1,81,210 9. Budget for Community

Organisation 11,00,000 2,95,760

10. Watershed Works 1,86,45,670 63,33,267 11. Administration of PIA 22,00,000 8,71,464 Total 2,30,45,670 76,81,701 From the choice of the program and their priorities it seem evident that the awareness level towards comprehensive research seems to be very high. However, majority of their research has been oriented towards empirical and secondary source based. There is a general culture of research, which forms a major agenda of the organisation. Almost all of their research has been oriented to policy research. However, research has not been understood as a participatory process in the organisation and has remained with specific individuals. A role analysis of the organisation was done with the method of discussion of individuals as well as from the various documents collected from the organisation. The amalgamation of the individual interviews which specifically directed towards understanding various levels of research as well as the available document on OD reveals the following as the balance score card for DSC: BALANCE SCORE CARD FOR DSC JOB CHARACTERISTICS: DIMENSIONS, INDICATORS AND SCORE Definitions of dimensions Job Diagnostic questions Total

score Actual score

I. Job dimensions a. Skill variety – the

degree to which a job entails a number of different activities which involve the deployment of the incumbent’s skills and talents

The job requires me to use a number of complex or high-level skills

5 3.4

b. Task identity – the extent to which the job entails a complete and discernible piece of work

The job provides me with the chance to completely finish the piece of work I begin

5 4.8

c. Task significance – how far the job has

This job is one where a lot of other people can be affected by

5 3.9


clear implications for others either in the organisation or community.

how well the work gets done

d. Autonomy – how far the individual is free to decide about the scheduling of work and how it should be carried out

The job gives me considerable opportunity for independence and freedom in how I do the work

5 2.8

e. Feedback – the extent to which the employee is provided with unambiguous information about the adequacy of his/her performance

The job itself provides very few clues about whether or not I am performing well

5 2.7

II. Critical psychological states

a. Experienced meaningfulness of work – how far the job is meaningful and valuable to the employee

The work I do is very meaningful to me

5 4.7

b. Experienced responsibility for work outcomes – the extent to which the employee feels responsible for consequences of his/her work

I feel a very high degree of personal responsibility for the work I do on this job

5 4.5

c. Knowledge of results – how far the employee is aware of the effectiveness of his/her work performance

I usually know whether or not my work is satisfactory on this job

5 3.2

III. Growth need strength

Definitions of dimensions Job Diagnostic questions Total score

Actual score

a. The individuals felt need for personal growth and fulfillment

Responders are asked how much they would like a job which involves, e.g.

5 5


at work innovation, stimulating and challenging work

IV. Outcome variables a. Internal motivation –

how far the individual feels self-motivated to perform well

I feel a great sense of personal satisfaction when I perform this job well

5 2.7

b. General job satisfaction – an overall assessment of how happy the employee is with his/her job

I am generally satisfied with the kind of work I do in this job

5 4.9

c. Growth satisfaction – satisfaction with opportunities for personal growth and development

Respondents are asked about their degree of satisfaction with e.g. the feeling of worthwhile accomplishment I get from doing my job

5 3.5

The probe questions that were asked in the interviews were all related to the research areas in the organisation. The organisation has also identified and indicated the following priority research areas, which reads as follows: KEY RESEARCH AREAS IDENTIFIED Administrative and Financial 1. Sufficiency and utilisation of 10% Overhead Costs for PIA’s permissible and

non-permissible use. (a, rural Development commisssionerate, Gandhinagar). What is the flexibility in using 10% overheads amounts available to PIA need to be considered by using out essential ‘must’ priority items and non-permissible items.

2. Role of Audits in Watershed programme. (b, Directorate of Accounting and Evaluation, Gandhinagar).

Auditing of the watershed programme is new and important subject for the PIA’s and auditors. However there are number of procedures issues like orientation of auditors to the development programmes and WDT’s to auditing process etc.


3. Case studies of EAS fund flows. (a, rural Development commissionerate, Gandhinagar).

50% of EAS funds are marked for the watershed development programme. But EAS funds are not received in time causing delays in the implementation of the programme.

4. Pattern of expenditure for different programme activities. (a, Rural Development commisssionerate, Gandhinagar).

It is observed that the rain water harvesting structures which 2 of the 11 treatment listed in the guidelines are taking away as much as 70% and more of budget. This need to be studied and some indication about minimum attention and expenditure on the other items such as land, public lands, agriculture, animal husbandry etc. may have to be worked out.

5. Problems in Government department functioning as PIA’s : administrative, technical and institutional. (c)

For implementation of the watershed programme Government departments can also be appointed as PIA’s and in fact in several Government departments have been preferred as PIAs. It has been found in several studies that there are number of problems in Government departments functionating as implementing agencies.

6. Support functions of WDT, PIAs, DRDA and state administration in watershed programme. (a, Rural Development commisssionerate/ DSC / School of Planning, Ahmedabad).

Guidelines have clearly envisaged certain roles and functions for the different stakeholders of the programme. But usually those roles are not played effectively by them leading to hinderance for the success of the project. It will be useful to conduct a study where the support functions of these agencies are brought out.

Institutional

7. Planning process and decision making at the village level/local communities/

UG/ SHG/ WDT/ WC/ EVs. (a, DSC/Centre for Social Studies, Surat). Participation of the community, administrative and institutional arrangement for operationalisation of the programme is central to the watershed programme and therefore Guidelines has laid down detailed process for them. Experiences illustrate that these processes are usually not followed.


8. Peoples contribution. (b, Centre for social Studies, Surat).

Guidelines emphasise on contribution by users of resources being developed under the watershed scheme. Following are the issues pertaining to contribution: the purpose and significance of contribution is to be understood by PIA’s; process of convincing users on need for contribution from the members'’ group or the community; ensuring genuine contribution etc.

9. Involvement of women in watershed. (a, Centre for social Studies, Surat).

In every forum there is always a mention of enhancing the role of women in watershed programme. Several agencies have different experience of activising women to play effective role in natural resources development. It will be very useful if study is undertaken to find out what arrangements, conditions and factors as well as support required for achieving the enhancement of women role in watershed programme.

10. Development of public lands and their extent of benefits to poor and

marginalised sections. (b, Gujarat Institute of Development Research Ahmedabad).

There are several issues that require study in depth – extent of availability and menace of encroachment of public lands, the trend of productivity and use of the products available from public lands, the factors that may motivate the community to protect and develop public lands. The technical and social measures that are appropriate in different locations for developing the public lands, their extent of benefits to the poor and marginalised sections etc.

11. Revolving Funds for SHG. (A, Gujarat Institute of Development Research/

Rural Development Commissionerate, Gandhinagar). Technical 12. Productivity linkages for enchancing different resources in land, crops, water,

animal husbandry, marketing and credit, processing etc. (a, BAIF, Vadadora).

Productivity enhancement is a low priority with most PIA’s except some well organised. There are almost no or negligible linkages established with outside agencies (especially department like animal husbandry, agriculture etc. ) for productivity imrovement in agriculture and related sectors.

13. How watershed development can be undertaken in flat lands. (Gujarat

agricultural University, Junagadh.)


Various treatments for rainwater harvesting and the retention and development of soil fertility is readily applicable when the lands in watershed area are undulating. However areas, which are flat, located in drought prone area, cry for measures that would conserve rainwater and improve land fertility particularly when the land is saline.

14. Decision making when forest / revenue / panchayat lands are involved in

watershed programme. (Any retired Govt. officer such as retired DDO etc.)

This become more importantly since it takes lot of time for the state Government department to grant sanction on the common lands /revenue /panchayats etc. and sometimes even they refuse to do so. It shall be useful if studies are undertaken that what are the reasons responsible for delays in decision making.

15. Extent of damages to the some structures due to unexpected natural calamities.

(Any retired Govt. Officer / Rural Development Commisionerate Gandhinagar).

Key Issues in Participatory Irrigation Management (PIM) Category A 1) Deprivation of tail-ender & others What 1. Prepare a status report of four states – Gujarat, Maharashtra, Rajasthan & Madhya

Pradesh on the issue. • Workshop on the report • Follow up on the recommendations until the GR is issued. • Monitoring of the implementation of GR 2) Promoting Water Users Association (WUA) – Incentives for the farmers What 1. A status reports on the experience of incentives and disincentives in four states. • Workshop on the report • Follow up on the recommendations until the GR is issued. • Monitoring of the implementation of GR Monitoring and Evaluating A System


3) financial & Management Viability of Water Users Association (WUA) What 1. Study on factors that constitute financial & managerial viability of the WUA. • Workshop on the report • Follow up on the recommendations until the GR is issued. • Monitoring of the implementation of GR 4) Capacity Building of Policy makers, Supervisors & NGO’s What 1. Training Need Assessment in 4 states. • Workshop on the report • Follow up on the recommendations until the GR is issued. • Monitoring of the implementation of GR 5) Monitoring of PIM programme in Four States What 1. Development of Management Information System (MIS) for PIM. 2. Issue of GR for MIS. 3. Capacity Building of Key Functionaries. 4. Monitoring of the programme Category B 1) PIM & Incentives for Irrigation Staff What 1. Consultant to study and suggest best possible incentives including

compulsive incentives. 2. Collaboration with Government for preparation of law. 2) Capacity Building of field Staff and WUA’s What 1. Preparation of modules

- Field Staff - Water Users Association

2. Workshop on the modules.


3. Follow up on the recommendations. 4. Identification of Training Institutes / TOT/ Funding Arrangement. 3) Unauthorized & Authorised lifting of the water Action to be taken What 1. Study on the extent of unauthorized and authorised lifting of the water. 2. Workshop on the report 3. Follow up on the recommendations till GR is issued. 4. Monitoring of GR 4) Creating awareness about the issues in the irrigation sector. What 1. State Level Workshop in 4 states While a number of interesting research issues have been identified, it has not been communicated to the cross section of the organisation. Another important point to be noted here that the research work which has been done, the basic weak link observed was in methodology and analysis. In most of the cases only frequency counts were taken and there is a lack on understanding the quantitative method of research design. RESEARCH STRENGTH OF DSC As stated earlier, DSC’s primary strength lies in identification and carrying out policy research. The organisation has strong capabilities of critically analysing the implications of various policies formulated by the Government and its impact at the grassroots level. It was however not very evident from the available document as well as interviews held whether the analysis of various policies has been carried out by way of action research. During a field visit made at Himmatnagar along with the coordinator PIM, it was also very evident that the program staff are well versed with the PRA method and make use of the method very widely. This implies their direct contact and significant rapport built with the villagers. BASIC AREAS WHERE RESEARCH INPUTS ARE REQUIRED The organisation profile and overall scanning analysis included the following:

Study of secondary source documents Field visit


Group meeting Group exercise Individual interview with each of the program staff Interview with the Chairman and the Executive Director

On the basis of this above the following areas need to be strengthen in relation to building up their research capacities:

Understanding the application of action research methodology. Collating literature review with action research. Application of quantitative analysis and interpretation Application of statistical software package for social science (SPSS).

DSC SCAN PROFILE AT A GLANCE

Analytical Methodology Applied and PRA Action Research Empirical Participatory Research problem formulation Vision on long term policy implication on Quantitative grass-root level analysis


ANNEXURE Name of the Trainer

Educational Qualification

Present Position

Experience in years

Main area of expertise

Sachin A. Oza Master in Social Work (MSW)

Training Coordinator

10 years Participatory planning, village Inst. Development, PRA Documentation

Ajay parmar Post Graduate Diploma in Rural Development

Programme Officer (Training)

3 years & 7 months

Institutional Development, attitude and Behavior, Role of Village Functionary

Rama chandrudu

B.E. (Civil) & P.G. Diploma in environmental planning

Programme Officer (Mech.)

9 years Technology application, Micro planning, System & Procedure Development for NRM programme

Kirit parmar M. Com Programme Assistant

8 years 7 months

Community Organisation, Training administration, Planning

Viraj pandit B. A. (Sociology)

Programme officer (Training)

9 years Gender sensitization, PRA, Planning community organisation process, SHG

Ranjit gadhvi B. Com., L.L. B., Master in development communication

Programme officer (communication)

5 years Development Communication

Nandkishore sinh

B. Tech. (Agril. Engg.) M. Tech. (soil & water Conservation)

Programme officer (Technical services)

6 years Soil & water conservation watershed development, PRA


ORGANISATIONAL SETTING GRASS – ROOTS ACTION FOR SOCIAL PARTICIPATION (GRASP) is a support organisation which was started in October1993 under Societies Registration Act. The organisation was further registered under the Trust Act in the year 1994. GRASP since then has emerged as a major support organisation in the Marathwada and Vidharba region particularly in the field of Natural Resource Management. Its major strength is participatory rural development and it has also emerged as an epicenter of an umbrella organisation GRACE. They have a team of young dedicated professionals who hail from multidisciplinary background. The range from engineering to rural management on one side and from geology to agricultural and cooperative on the other. It works in very close coordination with the district authorities of Government of Maharashtra. It also operates in the Sudan part of Himachal Pradesh. A brief summary of the organisation which was gathered from various brochures collected as well as from other secondary sources is depicted below: VISION, MISSION AND PHILOSOPHY GRASP was created to professionalise the process of development at the grassroots by providing an interactive platform for the stakeholders. GRASP lays emphasis on:

Working for poverty eradication in an environment friendly manner. Implementing community Action Programs (CAP) as basis of community empowerment.

Participatory planning and action to implement the Watershed Development Programmes (WDP) to regenerate the environment and enhance the quality of life for the households, specially the poor, in the rural areas.

Providing development support through its Development Initiative Support Program (DISP) to grassroots level organisations committed to a strong base in the field but lack the required infrastructure, organisational skills and capabilities to handle the technicalities of the development process. This is helping large-scale replication of the watershed approach by newly promoted organisations i.e. NGO’s and CBO’s.

Developing research strategy, networking and strengthening advocacy for influencing policy level interventions in Community Resource Management (CRM). Team for Research, Evaluation & Development (TREAD) is facilitating these changes.

Strengthening the spirit of competitive collaboration among the network members for the benefit of the society. The initiative is been taken by our Guild of Regional Associates for Community Empowerment (GRACE). GRACE is true representation of the philosophy to break the cocoons of the competing


organisations and bring them in a partnership mode where they work for the collective benefit.

Thus the vision of GRASP is “Empowerment of communities to manage their resources in a professional and environmentally sound manner. ” GRASP’s mission statement to achieve the stated vision is: “To work for socio-economic development of the poor through community action, capacity building of grassroots level organisations, institution building, networking, policy advocacy and action oriented research.” Objectives of GRASP are:

To develop strategic focus in identifying the technical and organisational management needs of grassroots level organisations

To strengthen the management and utilisation of the natural resources and to regenerate the degraded lands to fulfil the demands of the local community.

To build capacities of the grassroots level organisations and CBOs and promote new grassroots organisations to work for ERM.

To develop areas/ regions plan to implement/ replicate the WDP/ ERM programmes.

To develop the strategy for research, network building and advocating the policy for broad basing the concept of community empowerment using ERM as a tool.

To strengthen the process for initiatives in ERM the following steps were taken by GRASP:

Development support to build local capacities of grassroots organisation and sensitize the local government thro Ftugh based interactive exposure and training.

Promoting more & more new NGOs & CBOs to broad base the concept ERM as a tool to empower community.

CAP to empower the community while protecting the environment. CAP demonstrates the effectiveness of ERM practices in a holistic manner by complementing utilisation technology with conservation works.

Undertaking action-oriented research, network building and policy level advocacy.

Work for attracting professionals in the development sector by grooming and encourage initiation of new projects in the needy areas.


Developing regional strategic plans to address the issue of ERM and its institutional framework for deprived regions.


ORGANISATIONAL STRUCTURE

General Body Members

Governing Board Members

Managing Director

Funding Partner

Project Coordinator (CAPs)

Administration & Accounts

Programme Coordinators (DISP & TREAD)

Social & Technical Facilitators

Social & Technical Facilitators Partner

Organisations

Village Mobilisers

Village institutions Village Community


PROGRAMMES GRASP with its professionalism mode promote sustainable system while combining its professional competence with social commitment 4 It’s CAP alleviates poverty while protecting the environment in an integrated

watershed framework with an emphasis on holistic development of the region. Working with over 3,000 families and regenerating 12,000 Ha of degraded land.

VWCs being formed focuses on building local capacities to maintain the resources created and work on forward linkages.

MMs initiated to increase direct participation of women in economic and developmental programme.

Community banking system-to provide micro-credit to rural poor and a consecutive step to wards empowerment of women as a cohesive force.

Forest Protection Committees (FPCs) have been formed to save the resources by controlling biotic interference under Joint Forest Management (JFM) act.

4 Its DISP anchors the philosophy of building locally based organisations and

creating new organisations to replicate the work in hinterland. These NGO’s focuses on natural resources management, women empowerment, micro-finance, preventive and curative aspects of health and education. Presently working with over 5000 families for holistic development of the area.

4 It’s TREAD develops research strategy, foster institutional linkages through

networking and advocate policy level decisions. It undertakes potential related studies and prepares regional strategic plans for optimum utilisation of natural resources.

4 GRACE is a network of NGOs initiated by GRASP with a prime objective to

provide a common platform for sharing of experiences, capacity building and to broad base the concept of community empowerment.

A STEP TOWARDS HOLISTIC DEVELOPMENT APPROACH (HDA) OF THE AREA GRASP, as an organisation committed to building partnerships, believes in addressing the problems in environmental resource degradation and rural poverty through people-centered, sustainable and need based approach to community resource management. Programme complements utilisation techniques with conservation practices in a holistic manner for sustainability. Project activities


cover areas inhabited by tribals & other backward classes, who are among the poorest of the poor, where WDP were implemented. Drought Prone Area Programme (DPAP) and Indo-German Watershed development Programme (IGWDP) are the two major programmes being executed in the state of Maharashtra. Under DPAP degraded areas under soil erosion, water and moisture stress, having inadequate productivity and poor vegetative cover on waterlands are being treated. Programme targets on reduction of the adverse effects of drought on crop production, livestock productivity, and water availability and human stress. Programme is funded on 50:50 sharing basis between Central and State Governments. On the other hand the IGWDP is a bilaterally aided programme financed by Kfw and Gtz both agencies of Government of Germany. Programme lays emphasis on regeneration of the environment using watershed management concept to achieve sustainable development. This approach is similar to the approach envisaged in the DPAP. While, Scientific watershed approach looks at both means of conservation and optimum utilisation of natural resources for sustainable land use in a comprehensive manner. Currently in planning and execution major stress is on hardware components specifically in soil conservation. Adopted approach follows ridge to vally principle in treating for best results. Therefore the need for GRASP to facilitate the interventions in promotion of optimum utilisation of conserved resources. Management of water lies at the heart of land management because even the well endowed soils are incapable of biotic production in absence of the moisture. Major need is to incorporate utilisation pattern to compliment the Soil Conservation Programme and Software Components in the watershed programme to ensure holistic development approach. Water conservation for ground water recharge needs to be promoted to prevent draughts as vast tracts of agriculture land depends on it for irrigation. Water being a scarce resource, the management of water demands special attention in its conservation and optimum utilisation for agricultural production. GRASP believes that it is an opportune time to switch our energies to strengthen the traditional approach of conserving water with the increased emphasis on promoting water retention in the form of soil moisture and ground water recharge. This approach focuses on reducing the run-off of rain water to main rivers/ sea by combining biotic and engineering impediments to the free flow of water along slopes to enhance percolation into soil and sub-soil strata. Key elements of this alternative strategy are to work for restoration of permanent vegetal cover on all denuded lands; construction of innumerable small wires and check-dams across the drainage lines in all micro watersheds and the hundred percent treatment of erosion-prone agricultural lands and common lands for conservation and utilisation of both soil and water constitute. Ultimate objective is to prevent damage to non-renewable soil resource from the annually renewable


resource of water to serve the communities living around it. Therefore, inclusion f software components like improved cropping system, use of compost, plant protection measures etc. to increase productivity and water storage/ percolation facilitating structures would help in sustainable developmental intervention. GRASP is facilitating execution of Water Harvesting Structures (WHS) where upper ridges treatment was completed. Community is increasing the area under cultivation through these interventions. In addition the drinking water problem of villagers were solved. Organic Manure technology (NADEP) were being promoted for sustainable agriculture in these WDP. Community Irrigation Wells and renovation of wells have been initiated to strengthen the utilisation pattern. Agricultural promotional activities were initiated in present WDP in a large manner. Micro-irrigation systems were promoted for the optimum of acquired water resource. Optimization of water and input use in an integrated manner was achieved through creation of water harvesting structures as a source of irrigation, mechanisms to enhance undergoes recharge and micro-climatic changes and controlling run-off water velocity. Augmentation of ground water resource helps the community as the same is tapped from open wells as per their needs. It facilitates raising of two crops, provides life saving irrigation in the command area during dry spell and expedites the process of poverty alleviation. NADEP technology to produce organic manure at the village level, by utilizing the agriculture wastes and animal dung, aims to stabilize and continually improve the soil fertility in an economic manner for the small and marginal farmers. This process is supported by imparting training in improved agricultural practices to farmers, training mobilisers and ensuring critical inputs supply. WOMEN IN DEVELOPMENT It is a known fact that the access to credit at unreasonable rates for poor specially women is an hindrance in their empowerment process. GRASP initiated credit & saving women groups to enhance the access to credit for rural poor women starting from their collective savings. It is expected that women would graduate to taking larger credit as their livelihood opportunities become sustainable under their control. Spirit of the group support and revolving individual savings for the welfare of members is considered the first step towards women empowerment. In a broader context conceptual relevance of such an intervention is favored by the following: ♦ Realization of the role of savings and credit process in livelihood promotion. ♦ For sustainability promoting efforts by forum members to incorporate savings

and credit in the developmental interventions.


♦ Dearth of exclusive attempts focusing on savings and credit need to women and ♦ Unleashing of group based cohesive efforts to reduce exploitative external

credit supply. It has been found by the organisation that lack of focus on women in watershed has slowed down the pace of development and has also kept the women out from the mainstream of development. Out focus is on empowerment of these women by making development in the field which are felt by the women and also bringing them into the mainstream activity by providing them techno-managerial support to increase their participation at the decision making level and take up income generation activities. The organisation strives to increase the confidence through awareness campaigns on micro-credit and agro-based inputs and related activities and providing them infrastructural support. GRASP through its field experience found that, watershed development increases the workload on women of the area. The women have indicated their willingness to shoulder this extra responsibility provided that it leads to the fulfillment of their needs. GRASP working on sustainable need based development, identified the need of these women through interacting on one to one basis and through participating continuously with the community.

Conceptual framework

GOVT. POLICIES NATIONAL INSTITUTIONS COMMERCIAL BANKS/ CO-OPs (A) GRASSROOT LEVEL WOMEN GROUPS (B) INDIGENOUS SAVINGS & CREDIT SYSTEM

GRASP


Note: 1. A and B are the routes through which the grassroot level groups will interact

with the larger financial system. 2. GRASP’s role initially will be promotion, which will later evolve into

institution building. GRASP started with selecting five blocks in two districts i.e. Aurangabad and Jalna district. In retrospect, we find that the intuition to operate more than one objective consideration were allowed to take over. However, characteristics such as resource utilisation, caste structure, credit institutional network and infrastructural facilities, presence of other NGOs, indigenous credit and saving system, etc. were found wanting in supporting the economic empowerment process for the community. Intuition and the reality forced us to start work in selected area of the two districts. After selecting the area process data collection was initiated for specific villages. GRASP team collected primary as well as secondary data. Remote villages were accorded priority. Information on land holding pattern in and around the villages within the watershed was analysed along with data from other individuals & government about the area. Nine villages were identified in clusters of Kannad and Chauka. Initial entry was as a member of GRASP interested in studying socio-economic conditions of rural poor women and indigenous credit and saving system. Team made it clear to the community if any action emerged from this study, GRASP would support it. Currently GRASP covers nine villages in two clusters. Fifteen Savings & Credit groups are active. To support the process a cluster office was set up at Kannad with six full time members. GRASP project team maintains a detailed information base on cropping pattern, income generating activities involving women, indigenous saving and credit system, a contract system of wage employment etc. in the selected villages. As a development support organisation we along with our partner organisations are facilitating promotion of more than 50 Savings & credit groups for women in more than 25 villages. Local system of savings and credit is accepted by the members for its high accessibility, and dependability. Team monitors the SAC groups regularly. We chip in the extra bit whenever community seeks the support to enhance their impact. Average size of the SAC groups is twenty. Savings are rotated as soft loans among the members. Group selects the loanee as per the norms. Each group has saved nearly ten thousand INR. However, few groups have crossed fifty thousand INR


mark. Periodic group meeting are used to share the information with the group members. A ‘card system’ for maintaining the individual records was introduced. Women groups have successfully taken up raising nursery and other activities as income generation programme. One group generated more than one lakh INR in two years towards the income. To enhance the capacity of the groups regular training inputs are provided. Few women SACs are now linked with the DWCRA scheme, each group receives financial assistance of Rs. 25,000 under the scheme. One women group purchased a thresher from this money. They earned ten thousand INR by the end of last Rabi season. Another group has purchased utensils, carpets etc. to rent out for village functions. In addition we have promoted non-conventional energy resources by establishing contact with the Maharashtra energy Development Agency (MEDA). The intervention in the credit is usually linked to input suppliers, output purchsers and money lenders, even though the effective rate of interest is high. Access to low interest credit goes a long way towards increasing the income opf the self employed producers along with giving them the psychological edge of being free from the clutches of the money lender. Therefore, some of the groups extended loans to the village farmers for purchase of seed and fertilisers. If the access to credit can reach a scalee then the farmers price is available instead of making distress sales. As the programme mature the farmers would be free from the input suppliers credit on stiff terms. LINKAGES GRASP is a support as well as implementing organisation. It provides direct assistance mostly technical and managerial in nature to its partner organisation. The main support is in the field of natural resource management and very recently in the field of gender issues as well. However, on analysis it was realised that the organisation is fairly new in providing support in gender related issues. They had organised a gender sensitization workshop in the month of March 2000 for themselves as well as their partner organisation. Their linkages with Government of Maharashtra especially with department of Forestry as well as department of Agriculture are very sound. GRASP AS PARTNER ORGANISATION WITH GOVERNMENT Government along with the banks manages the biggest development initiative delivery mechanism in India. Experience suggests they have failed to deliver people Centred programmes. The approach is reflected in the terminology used by them for stakeholders as beneficiaries & managers. Focus over last five decades has been on meeting basic needs. Plans focused on food security, health issues and


expansion of education facilities. Despite the priority accorded to the three social sectors, the approach remained unsustainable. Green Revolution promoted chemical fertilizer based agriculture, provision of health care hinges on the allopathic medicine system ignoring rich indigenous systems and education promoted nurturing of colonial learning systems and ignorance. However, policy framework reflects a quest for justice without sustainability and creates fresh deprivation systems. Intensity and range of ecological movements in independence India has continuously widened as predatory exploitation of natural resources to feed the process of development increased in extent led by massive expansion of energy, forest exploitation, mining, energy intensive agriculture, and large dam projects etc. ecological movements emerged as people’s response to the threat to survival. Significant life-support systems under threat are the water, forests, land and air. As the awareness about the ecological threat increased the people have responded by organising ecological movements. Large dams, once the symbols of modern India, are opposed by massive public unrest. To the elite, exposed to the industrialized world and western ways, the native village looked “a backward place” and hindrance to progress. Planners were convinced that progress would have to be fashioned and directed from outside the village. Implicitly this paradigm accords little value to the role of human resources in action for grassroots development. This is more apparent in the high level planning, policy and programme design, monitoring and co-ordination. Therefore, a need was felt by GRASP to be an active partner rather than a regulatory cell, activist or a relief disbursement arm of the government. To take this process forward GRASP forged linkages with government implementing agencies to facilitate strategies and approach in favor of participatory development. Major emphasis is on collaboration with government departments for implementing rural poverty alleviation programme. Approach focuses on strengthening the planning, co-ordination and monitoring of local governance by significantly expanding the involvement of the community in an integrated approach for planning and implementation of multi-sectoral activities. Main objective is to contribute in poverty alleviation through community managed environmental resources. In a formal collaborative long-term pilot projects, to improve the effectiveness of poverty alleviation through watershed approach, with government, GRASP works either jointly with government extension staff or assists various grassroots organisations in planning and implementing of comprehensive rural development projects. GRASP is the NGO representative for World’s Bank’s National Agricultural Training Programme (NATP) to provide relevant key inputs in policy farming at apex level. GRASP is a member of the District Advisory Committee for DPAP and Model village Scheme of the Government. GRASP interacts


continuously with the government officials to enable changes in government monitoring and sanctioning process. Due to our efforts, government has started one window system for technical and administrative sanctions of DPAP. Seventeen forest officials of Maharashtra underwent an exposure training in Boltek in participatory planning and implementation of natural resource management practices in forest land under Joint Forest Management (JFM) policy from GRASP/ Village Watershed committee (VWC), Boltek. In collaboration with Government GRASP is facilitating the direct implementation programme as follows S. No. Watershed Programme Area Families 1 Hatmali DPAP 1195 684 2 Naigavan DPAP 1766 703 3 Borwadi DPAP 652 248 4 Donwada DPAP 774 312 5 Waghola Adarsh Gaon 1241 286 GRASP AS PARTNER ORGANISATION WITH RESOURCE INSTITUTIONS GRASP is facilitating the process of mutual learning and sharing by forging active collaboration between government organisations, resource institutions like International Development Enterprises (IDE); KVK, DST, WALMI and NGO’s. GRASP is developing a perspective plan for the region and would lead the funds mobilization for taking up the evolved action plan with local NGO’s. IDE, a non-governmental organisation promotes micro-irrigation systems in semi-arid zone of West Central India and Himachal Pradesh to improve the social, economic and environmental conditions for the poorest of the poor by developing and marketing affordable technology that can be manufactured locally. As a strategic follow-up grassroots linkages are developed for efficient marketing. The emphasis is on developing and strengthening sustainable, replicable livelihood pattern through innovative and appropriate technological intervention. The types of affordable micro-irrigation systems developed are Bucket Kit, Drum Kit, Micro sprinkler Kit, Overhead sprinkler kit and Customized micro-tube system. GRASP provided an experienced team member for socio-economic impact study of IDE micro-irrigation systems. The study covered the technical & financial feasibility, project sustainability, its replicability and its inter relation with other developmental efforts the study showed a positive impact on the farmer’s lives, specially on women’s, due to local control and strengthening subsistence.


GRASP has forged an active collaboration with the organisation to expand the use of technology. IDE staff, interacts with the GRASP and its partner organisations. In consultation with the farmers a plan of action was prepared to implement the schemes in an organised manner. IDE in association with other resource organisations provides an exposure and a package suited to local agro-climatic settings. Local organisations and people have shown great interest in utilizing the technology. More than 50 micro-irrigation schemes have already been installed for the optimum utilisation of conserved resource through WDP, promotion of more than 200 micro-irrigation schemes have been planned. To build linkages between the NGO’s and resource institutions in order to facilitate flexible policy framework for grassroots development, GRASP initiated a dialogue with AKF(I), New Delhi; KVK, Jalna; WALMI, Aurangabad; CAA, Australia (Pune office); CRY, Mumbai; and WOTR, Ahmednagar. GRASP is one of the partners of CAA, WOTR & NABARD in the field of ERM in the state of Maharashtra. Discussions covered various systems in selection of beneficiaries, identification of viable activities, promoting utilisation pattern techniques in complementing watershed conservation works, gender sensitization, promotion of community banking system, Input Linkages, services and output marketing , provision for aftercare of assets, etc. this dialogue was appreciated by the AKF(I) & ICEF, the CAA and the CRY and inspired GRASP to submit a plan of action where GRASP acts as a resource support organisation for the community groups and NGO’s in the field of community empowerment. Some of the other organisations within Maharashtra with whom GRASP has direct networking are as below: Other linkage organisations KONKAN

1. Gokual Prakalpa Pratishthan, Ratnagiri 2. Yusuf Meherally Centre, Tara 3. Matru Mandi, Devrutch

B. WESTERN MAHARASHTRA

1. Verala Diary Society, Verala 2. Social Centre, Ahmednagar 3. BOSCO Gramin Sanstha, Ahmednagar 4. Watershed Organisation Trust (WOTR), Ahmednagar and in the process we

would contact AFARM and AFPRO. C. NORTH MAHARASHTRA

1. MPSM, Dindori 2. Jan Seva Mandal, Nandurbar


3. Vachan, Nasik 4. Krishi Vigyan Kendra (KVK), Jalgaon

D. VIDARBHA

1. Apeksha Homoeo Society, Mazri 2. Savitri Jyotirao collage of social work, Yavatmal 3. Chetna Vikas, Wardha 4. Dhara-Mitra, Wardha

E. MARATHWADA

1. WATER AND Land Management Institute (WALMI), Aurangabad 2. Marathwada Shetti Sahaya Mandal (MSSM), aurangabad 3. Krishi Vigyan Kendra (KVK), Jalna 4. Nirman, Jalna 5. Sanskriti Samvardhan Mandal/ Vanchit Jan Vikas Mandal, Nanded 6. Manav Vikas Prakalp, Parbhani 7. Kayadhu Gramin Vikas Prakalp, Parbhani 8. Yuva Gram Vikas Mandal/ RDC, Beed 9. TISS (Rural Campus) / PARYAY, Osmanabad

GRASP’S INITIATIVE TOWARDS EVOLUTION OF FORUM IN TO GRACE GRASP’s efforts in building partnerships with local NGOs and CBOs became visible in the informal forum of organisations focusing on HID of the region. This helped in spreading the HID in the area. Activities of the Forum now rechristened as GRACE (Guild of Regional Associates for Community Empowerment) Activity Focus Action Regular Monthly Meetings

Evolving areas of concern

Identified areas of common concern i.e. Health, Education, Joint Forest Management, Plantation management, Training, Agriculture support, Gender sensitization, Field activities streamlining & Fund leveraging.

Complimentary activities

Complement the development process

Activities identified are promotion of micro-irrigation systems, agriculture promotion, access to credit, non-conventional energy resources etc.

Liaison with the Forest Department

Joint Forest Management

0 Members were requested to submit the required documents to forest offices for JFM registration number. Decided to invite a forest official to forum meeting for guidance.


0 Apprise government about difficulties faced by NGOs while working on forest land falling in watershed and arrive at a common approach.

0 Five-member committee was formed for follow up Effective plantation Management

Plantation management

0 Member share their experiences of feld level in Plantation period, Species selection, Fertiliser usage, Plantation technique etc.

0 Collective understanding of likely pitfalls. 0 Dialogue on Survival rate maintenance under water

scarce conditions 0 Formulation of guidelines based on experiences and

suggestions for species selection, plantation techniques and maintenance with guidance from KVK, Jalna and forest department.

Experience sharing

Strengthening field based learning

0 Forum invites experts from KVK, WALMI, WOTR etc. to bridge the technical gaps.

0 Sharing resources utilisation practices in conservation & management, use of organic manure etc.

Gender Sensitization

Empowerment of women and enhancing their participation in the developmental process

0 Reverse the process of ignoring and denying the women their due in developmental initiatives through upgrading their social status, legal access and cultural attitude correction.

0 Ensure women’s participation as stake holders in the management of watershed development.

0 Strategies to ensure women benefit positively from various initiatives

0 Initiated promotion of the women’s Saving groups, both as a means of empowerment of community and increasing income. Savings & Credit would follow in the entrepreneurial activity and community banks.

0 All members organisations involved in Watershed development programmes also facilitate empowerment of women. Organisations strategies, plan and adapt for this purpose.

0 Forum organised workshops for strategy formulation for enhancing sensitivity towards women in developmental planning.

0 Emphasise facilitating income generation with access to credit.

0 Future workshops would cover social and technical inputs through exposure to rural banking systems and facilitate evolution of the strategy for women’s


upliftment by their groups. Training Capacity

building of NGOs and CBOs

0 Identify and prioritise relevant training needs 0 Identifies areas are watershed management,

plantation, financial management, gender sensitization, organisation development, perspective building, etc.

0 Prepare a year round schedule for the training. Fund Leverage

Fund mobilization

0 Facilitate mainstream resources for initiating CBOs and NGOs.

The process of informal network has led to institutionalization of the development in the region specially in the field of ERM. GRASP’s major break through is reflected in institutionalized promotion of “Human Resource Development”. GRACE members have arrived at common understanding of area development approach. Currently, the fifteen member organisations including GRASP, DAP are working in ERM. Member NGOs represent various districts of Marathwada viz. Aurangabad, Jalna, Parbhani and Nanded and also Yavatmal district of Vidharba region. Most of the members are involved in IGWDP. Initially to understand the complexities of working as a group, though understanding activities independently, and strengthening the capacities of present members, GRACE restricted itself from expanding. As a result of confidence gained in last two years it has been decided to broad base the membership to effectively use the evolved strategies. Forum has invited more agencies to become members from Marathwada region. Initiatives under the GRACE were: 4 Two member organisations were recommended for support from Development

Support Team (DST), Pune got a project to increase the social awareness about women’s development which was sanctioned.

4 The intervention of child health and education, specially on the girl child, to

enhance coverage in the research and policy component in the state of Maharashtra has been supported by CRY, Mumbai. The programme aims to capitalize on existing government structures by involving promotion of social carriers to lead and catalyze the change in respective villages in a sustained manner. Programme also incorporates the process building for ground level implementation of the provisions in Panchayat Raj act.

4 GRASP’s efforts in institutionalizing the social empowerment of gender and

increasing awareness among other actors in Environmental Resource Management practices to make it self-sustainable and replicable is supported by


Community Aid Abroad (CAA), Pune for Himachal Pradesh and now for Marathwada region of Maharashtra State.

4 Aga Khan Foundation (India) & India Canada Environment Facility (ICEF)

has supported the field activities of GRASP’s initiative in networking the NGOs in three phases. The programme covers incorporating utilisation pattern techniques (e.g. WHS, NADEP, micro-irrigation systems, promotion of agriculture support) by complimenting the already executed soil conservation practices under WDP. Phase one has been already implemented, while phase II is in Progress.

4 Aga Khan Foundation (India) & India Canada Environment Facility (ICEF)

has extended support to GRACE initiative and for GRASP being a resource support organisation in contributing to local capacity to promote environmentally sound development. Build action-oriented research strategy on ERM, henceforth networking and to advocate the issue at the policy level.

4 Agriculture Support Services is another key area which the members have

raised as area of major intervention in post watershed phase. Since agriculture played a critical role in civilisation process and in Indian context it is the key sector of the economy contribution, 40% of the GNP. Agriculture remains a major occupation of the people living in the rural areas. Above three-fourth of India’s population live in rural areas and their major activity is agriculture and productive land based assets. Control/ access and ownership of land in rural areas determines the well being of the millions of rural masses. Promoting sustainable livelihoods for the rural poor is a major challenge for the policy makers and implementation action in India. Watershed development is emerging as the most widespread and robust tool for enhancing sustainable rural livelihood opportunities. Watershed development programmes leave a definite quantitative positive impact on agriculture development and livelihoods opportunities through resource regeneration/ strengthening. GRASP and its partner organisations are bringing change by creating awareenss about optimum resource utilisation principles with their rural partners. GRASP, in association with partner organisations, has facilitated/ proposed following changes:

♦ Demonstrating effectiveness of local species which are economically viable,

ecologically sound, socially/ culturally just and adaptable by nature. Some examples are S. Skebra, S. Hemata, Pavnya, Ghaypat and Dinanath varieties of grass for soil conservation; Glaricidia for soil conservation and nitrogen fixation; Custard apple, Ber, Ritha, Tamarind and other dry land horticulture varieties for income generation; different vegetables, cotton & oil seeds for self consumption and income generation.


♦ Strengthening access to credit for seeds, fertilizer purchase, land development and micro-irrigation promotion.

♦ Encouraging SHG’s linking with mainstream banking.

♦ Identify and promote “Micro-subsistence Capacities” by promoting

livelihood opportunities

♦ Linking & promoting technology up-gradation services enhancing local control e.g. IDE promoted micro-irrigation systems.

♦ Plan and undertake action-oriented research projects to strengthen

management and appropriate technology approach in bio-fertilizer application for sustainable agriculture.

♦ Conduct awareness campaign to build realistic motivations and perceptions

among rural masses. ♦ In-house and on-job training’s for various advance and indigenous

technology capacity building.

AVAILABILITY OF SKILL AND ROLE ANALYSIS GRASP is a multiskilled organisation where the skill is spread all across the organisation i.e. from their Governing board to the field level. The details mentioned below gives some idea of the skill support available from the board members. Name Post Qualification and Experience Dr. Rakesh Kaushik Chairperson PGDRM (IRMA), SEPIA (Netherlands)

Worked with ‘PRADAN’, has enormous experience in rural marketing and ganisational development. Presently working as international free-lance consultant.

Soumen Biswas Vice- Chairperson

PGDRM (IRMA) A development Professional, deeply involved in developmental activities in East India, working as Programme Director of ‘PRADAN’

Sanjay Nagesh Treasurer An applied geologist (IIT) Working since last nine years in watershed Resource Management

Yugandhar Governing An agriculture engineer and an alumnus of


Mandavkar Board Members

the IIM, Ahmedabad Ex-secretary of NAWDA, A Development consultant is working for nearly one & half decade towards Community empowerment at various levels

Tapan Chakravarty Governing Board Members

B. Tech A computer professional, worked as Dy. Manager with Tata Bearings. Presently consultant to PCS.

Promod Kulkarni Governing Board Members

PGDBM (IIM), Ahmedabad Worked with ‘PRADAN’, Instrumental in setting up of ‘PRERNA’ an organisation committed for poverty alleviation , presently leading the organisation.

Skrikant Joshi Governing Board Members

B. Tech Dedicated to social upliftment since last two decades

Praveen Mahajan Governing Board Members

M. A. Executive Director of ‘Janarth’ on deputation from Action Aid.

R. S. Nijjar Secretary sum Managing Director

A Nuclear Physicist (IIT) The main catalyst in setting up GRASP. Initially associated with ‘PRADAN’, an organisation committed to a professional, entrepreneurial approach to development issues. Nearly a decade’s eternal involvement in planning, implementation and institutional building for micro and macro poverty alleviation programmes in various states of India.

GRASP recognized its short coming through a hired consultant to analysed the organisation and brought out the following points: As an outcome of the review, GRASP re-looked at its mission, goals and way of working. Process of future exploration was initiated by forming working groups addressing key areas. Number of brain storming sessions with broad members and local partners were organised. Key concerns, which emerged, are: α Failure in increasing the number of stakeholder α Neglected the HRD especially the training needs of our staff at various levels. α An unintended neglect of impact assessment. α Administrative norms are not strong


External factors affecting GRASP are: κ Limited clarity and difference in approach in holistic development among NGO

and GO leading to unsystematic strategy development to make significant impact on poverty.

κ Relief-oriented and target approach of some NGO’s and Government departments.

κ Unwillingness to discard authoritarian style by some NGO leaders and Government officers.

κ Non-caring attitude of government towards people’s based programmes κ Frequent transfer of government officers affecting the pace of the

developmental process. κ Absence of people oriented policies places very little value on human resources

development at grassroots. κ Resistance to change among the intermediate and field functionaries of the

government κ Absences of true mechanism to bring together GO and NGOs for conflict

resolution and participatory planning. Discussions also identified the strengths of the GRASP. They are:

Flexible approach & high degree of professionalism Ability to design development systems that combine technology with equity Hierarchy on the basis of roles and responsibilities Openness and transparency within the system leading to collective decision making procedures

Emphasis on learning, capacity building, collegial and decentralized style of management

Effective networking including strong interaction with government departments Based on the above shortcomings and strength a list of action points was prepared. Significant inclusions are:

Need to attract more public-spirited young professionals in long-term to increase the number of stake holder and formalize & strengthen in-house capacity building

Expansion in geographic areas should be based on the availability of committed young professionals. Thus GRASP decided to close the Himachal Project for time being

Strengthen internal writing skills and streamline reporting mechanism Develop impact assessment management systems, formats and build skills in managing it.


However, as can be seen from the action points no mention on research/ research methodology has been prioritized. The organisation requires a detailed OD analysis especially in the following areas:

Organizational Communication Mobility and Satisfaction Organization Systems and Recognition Detailed Organisational Training Need Assessment

From the skill inventory it was realised that their major strength was in field of supporting other organisations and participative decision making with partner organisations. Strength was also very vivid in networking, resource mobilization and ability to share work. The ability to use the available skill was high in the field of Agricultural, Forestry and Watershed development. However, they do need to recognize other available skills especially in-group counselling and community organisation. During the field visit done it was observed that the rapport with the villagers was satisfactory and the organisation has been able to make a mark in involvement of women in the programme as well as in the area of social transformation. The available skills of the key program staff are annexed with this report. ORGANISATIONAL KNOWLEDGE BASE GRASP is primarily an organisation whose strength lies in networking and resource sharing. Due to this strength the organisation is able to draw their multifarious skill requirement from a number of partner as well as resource organisation. However, it is equally important that they concentrate on updating and acquiring requisite knowledge within the organisation as well so as to remain as a strong support organisation. As mentioned earlier, this can be achieved through the training need assessment and systematic human resource planning keeping ahead their prospective plan in mind. Their research priorities uptil now does not come out very clear in conjunction with their programme. It is also suggested that their library as well as process documentation should be strengthened. It was however difficult to access the amount of importance they were giving to organisational knowledge base as the brochure given did not reflect the details of financial allocation of training and development within the organisation. PROGRAM ASPECTS –CHOICE AND PRIORITIES GRASP seems to have taken a mixed approach towards development. While their major angle is towards improvement approach some of their programmes related to gender issues are inclined towards transformation approach.


The improvement approach In 1960 the World Bank described the ‘improvement approach’ as aiming at ‘the progressive improvement in pleasant methods of crop and animal husbandry by working on the peasant farmer on both the psychological and technical planes to induce an increase in his productivity without any radical changes in traditional social and legal systems.’ This approach allows for the continuity of existing social institutions and land tenure arrangements. Development is to be initiated through improved extension work methods, which, it is hoped, will encourage farmers to apply new crop varieties and new methods of production. This will enable them to produce more for the market, which, in turn, will probably require the development of new marketing organizations. It is envisaged that the development of better extension services, and the stationing of agricultural experts to tour farms and villages to give advice and to provide other services such as arranging loans, will establish new incentives that will lead to increased commercial production. The improvement of agricultural extension has frequently formed part of a more general programme of community development. The latter represents an integrated approach to the question of rural development aiming to initiate improvements not only in agriculture, but also in health, sanitation, craft industries, and in the level of literacy. Such programmes, of course, require a number of trained personnel, technically qualified in agriculture or some such skill, who are placed at the local level to provide assistance. The improvement approach was especially characteristic of the development policies pursued by British colonial government in Africa, India, and elsewhere. Under colonial rule extension work was often coupled with the enforcement of various administrative ordinances to prevent soil erosion or to encourage the cultivation of certain crops – e.g. famine crops, such as cassava in central Africa. Hence, general economic incentives to production were combined with the principle of ‘persistent persuasion’, a polite term for enforcement. Officers of the Agricultural Department supervised the implementation of regulations and cases of non-observance were generally reported to the local authorities for court action. The improvement approach during colonial rule led to much greater control over peasant and tribal populations and only in certain zones to increased commercial orientation. Various government agencies or Government-sponsored co-operatives were basically associations of small-holder farmers who grouped together for the specific purpose of marketing their produce. In most countries, the improvement approach was extended considerably after political independence. For example, India’s first Five Year Plan (1952) stated that one of its aims was to increase agricultural production through and application of scientific knowledge and capital investment, and that this was to be achieved mainly through increased extension work among the peasant farming population. It was not until the second, third, and fourth National Plans that there was a significant stress upon the notion


of co-operative farming and the possibility of effecting major structural change through land reform programmes. The conceptual framework of the work done in the field of women’s development however, shows the transformation approach towards development as a by-product of their overall development initiatives. The idea towards women’s development initiative was to realize the following: ♦ Realization of the role of savings and credit process in livelihood promotion. ♦ For sustainability promoting efforts by forum members to incorporate savings

and credit in the developmental interventions. ♦ Dearth of exclusive attempts focusing on savings and credit need to women and ♦ Unleashing of group based cohesive efforts to reduce exploitative external

credit supply

While all the above four points mainly leads to improvement approach, the initiative of the village women (where field visit was undertaken) towards involving themselves more and more in the decision making process in typically male dominated programme was also observed. Their ability to participate in the discussion as well as their initiative for mass anti alcoholic campaign sphere-headed by women was certainly praiseworthy. It is suggested that such events be carefully process documented.

BALANCE SCORE CARD FOR GRASP JOB CHARACTERISTICS: DIMENSIONS, INDICATORS AND SCORE Definitions of dimensions Job Diagnostic questions Total

score Actual score

II. Job dimensions f. Skill variety – the degree to

which a job entails a number of different activities which involve the deployment of the incumbent’s skills and talents


5 3.91

g. Task identity – the extent to which the job entails a complete and discernible piece of work


5 4.7

h. Task significance – how far the job has clear implications for others either in the organisation or community.

This job is one where a lot of other people can be affected by how well the work gets done

5 4.85

i. Autonomy – how far the individual is free to decide about the scheduling of


5 3.9


work and how it should be carried out

j. Feedback – the extent to which the employee is provided with unambiguous information about the adequacy of his/her performance

The job itself provides very few clues about whether or not I am performing well

5 2.9

V. Critical psychological states

d. Experienced meaningfulness of work – how far the job is meaningful and valuable to the employee


5 4.1

e. Experienced responsibility for work outcomes – the extent to which the employee feels responsible for consequences of his/her work


5 4.7

f. Knowledge of results – how far the employee is aware of the effectiveness of his/her work performance


5 2.7

VI. Growth need strength Definitions of dimensions Job Diagnostic questions Total

score Actual score

b. The individuals felt need for personal growth and fulfillment at work

Responders are asked how much they would like a job which involves, e.g. innovation, stimulating and challenging work

5 5

VII. Outcome variables d. Internal motivation – how

far the individual feels self-motivated to perform well


5 2.9

e. General job satisfaction – an overall assessment of how happy the employee is with his/her job


5 4.5

f. Growth satisfaction – satisfaction with opportunities for personal growth and development

Respondents are asked about their degree of satisfaction with e.g. the feeling of worthwhile accomplishment I get from doing my job

5 2.9

The balance score card suggests that the job dimension variables have higher score in achievement scale as compared to the satisfaction scale. The variables on growth need specially where the respondents have shown keen interest in innovative stimulating and challenging task give a clear indication that there is a


great potential of building up their research capacities which is currently scattered in nature. It may also be noted from the outcome variables that the score suffers a great deal of loss due to lack of OD inputs. However on discussing with the managing director it was realised that the organisation is aware of the shortcoming and perhaps already chalked out the strategies for improvement in this area. RESEARCH STRENGTH OF GRASP A TORI diagnosis was undertaken by GRASP. In this a set of 96 questions were administered on key programme staff. It was felt that detail discussion with the key programme staff would provide sufficient clues in terms of their research strength specially the action research field. The diagnosis and score card suggests the following: 1. GRASP’s major research strength lies in the area of research related to

agriculture and soil conservation. 2. They have a strong capacity to network with resource organisations and draw

strength from them appropriately to fulfil the research requirement. 3. Have good capacity in carrying out action research project. 4. Organizationally, the coordination of research strength lies more on individuals

rather than team. 5. Good capacity to involve the stakeholders by clearly demarcating risk factor. BASIC AREAS WHERE RESEARCH INPUTS WERE REQUIRED The organisational profile and overall scanning analysis included the following: ♦ Study of secondary source documents ♦ Field visit ♦ Group meeting ♦ Group exercise ♦ TORI analysis ♦ Individual interviews with each programme staff ♦ Interview with board members including the Chairman. On the basis of the above analysis the following points immerged: 1. Research on teamwork basis must be realised and emphasized. 2. Secondary source data and literature review should be strengthen. 3. Clear understanding of research methodology and process documentation. 4. Currently nothing much has been done in the field of social research and this

needs serious strengthening. 5. Conscious use of statistical package for data analysis.


6. Research related to policy advocacy that needs strengthening. 7. A clear vision on research related to various issues needs to be documented and

prioritised.


GRASP SCAN PROFILE AT A GLANCE

Analytical Method- Ology Research

Team Formation Community Empirical Organisation Research Action Participatory Research problem formulation Research Networking and Qualitative Resource and Quantitative Mobilization analysis


TORI ANALYSIS

MASTER SHEET

Variable

R1 R2 R3 R4 R5 R6 R7 R8 Total Actual Score

Average

1 1 3 1 3 1 2 1 2 24 14 1.75 2 2 3 3 2 2 2 2 2 24 18 2.25 3 1 2 3 2 1 2 0 2 24 13 1.63 4 2 2 2 1 2 2 2 3 24 16 2.00 5 2 3 3 3 2 3 2 2 24 20 2.50 6 3 3 2 3 2 2 2 2 24 19 2.38 7 2 2 2 2 3 1 2 2 24 16 2.00 8 1 2 3 1 2 3 2 2 24 16 2.00 9 1 3 1 0 0 1 1 0 24 7 0.88 10 2 2 2 2 2 2 3 24 15 1.88 11 2 3 2 0 2 3 2 1 24 15 1.88 12 3 2 3 3 2 2 3 3 24 21 2.63 13 1 2 2 0 1 2 2 0 24 10 1.25 14 2 2 2 3 2 2 2 2 24 17 2.13 15 0 2 0 2 0 0 1 0 24 5 0.63 16 3 2 3 2 3 2 3 3 24 21 2.63 17 2 2 2 2 3 3 1 3 24 18 2.25 18 2 2 2 3 2 2 2 2 24 17 2.13 19 1 2 3 3 3 3 2 1 24 18 2.25 20 2 2 2 2 3 2 2 3 24 18 2.25 21 3 2 2 2 2 2 1 2 24 16 2.00 22 1 2 2 0 0 1 2 1 24 9 1.13 23 2 2 3 3 2 3 2 3 24 20 2.50 24 3 2 2 1 1 2 1 2 24 14 1.75 25 2 3 1 1 1 1 2 0 24 11 1.38 26 1 2 3 3 3 2 2 2 24 18 2.25 27 2 3 3 2 1 2 3 1 24 17 2.13 28 3 2 3 2 2 3 2 2 24 19 2.38 29 2 2 2 2 2 2 2 2 24 16 2.00 30 1 2 2 2 3 2 3 3 24 18 2.25 31 2 2 2 2 2 1 2 1 24 14 1.75 32 3 2 3 2 3 3 3 2 24 21 2.63 33 3 2 2 2 3 3 2 3 24 20 2.50 34 2 2 2 1 3 2 2 1 24 15 1.88 35 1 2 3 2 3 3 2 3 24 19 2.38 36 2 2 2 1 2 3 2 2 24 16 2.00


37 2 3 2 3 2 2 3 2 24 19 2.38 38 2 2 1 3 1 1 3 24 13 1.63 39 2 2 2 3 2 2 1 3 24 17 2.13 40 2 2 3 2 2 2 2 1 24 16 2.00 41 2 3 3 2 2 2 3 24 17 2.13 42 2 3 2 3 3 2 3 3 24 21 2.63 43 2 2 2 2 3 1 3 2 24 17 2.13 44 2 3 3 3 3 3 2 3 24 22 2.75 45 1 2 2 0 1 0 0 2 24 8 1.00 46 2 2 2 3 3 2 3 2 24 19 2.38 47 1 3 2 2 2 3 1 1 24 15 1.88 48 1 3 3 3 3 2 2 2 24 19 2.38

Variab

le R1 R2 R3 R4 R5 R6 R7 R8 Total Actual

Score Averag

e 49 1 2 2 2 0 2 2 2 24 13 1.63 50 1 2 2 2 2 2 2 2 24 15 1.88 51 2 2 3 3 3 2 2 2 24 19 2.38 52 3 2 2 3 2 3 3 3 24 21 2.63 53 2 2 2 2 2 2 1 2 24 15 1.88 54 2 2 2 3 2 3 2 2 24 18 2.25 55 2 2 2 3 2 2 1 3 24 17 2.13 56 2 3 2 2 2 2 3 2 24 18 2.25 57 2 2 3 3 2 3 3 3 24 21 2.63 58 1 2 3 3 2 2 2 3 24 18 2.25 59 1 2 1 0 1 0 0 0 24 5 0.63 60 2 2 2 3 3 2 3 3 24 20 2.50 61 1 1 0 0 1 1 1 0 24 5 0.63 62 2 3 3 3 3 3 3 2 24 22 2.75 63 2 2 2 1 1 2 2 3 24 15 1.88 64 2 3 2 3 3 2 2 3 24 20 2.50 65 2 2 3 3 3 3 2 3 24 21 2.63 66 2 3 3 3 2 2 1 3 24 19 2.38 67 3 2 2 2 3 3 3 2 24 20 2.50 68 3 2 2 1 1 2 1 3 24 15 1.88 69 2 2 2 3 3 2 2 3 24 19 2.38 70 2 2 2 2 2 2 2 2 24 16 2.00 71 2 3 2 3 2 2 3 2 24 19 2.38 72 1 2 1 0 1 0 2 1 24 8 1.00 73 1 1 2 2 2 2 2 2 24 14 1.75 74 0 2 1 1 0 2 1 2 24 9 1.13 75 2 3 3 1 3 1 1 2 24 16 2.00 76 2 2 2 2 3 3 1 3 24 18 2.25 77 2 2 2 2 2 2 2 2 24 16 2.00


78 3 2 3 3 2 2 3 3 24 21 2.63 79 2 2 2 2 2 3 3 2 24 18 2.25 80 2 2 2 3 2 3 1 2 24 17 2.13 81 2 2 2 3 3 3 2 3 24 20 2.50 82 2 2 3 2 2 2 1 2 24 16 2.00 83 2 2 2 2 1 2 2 2 24 15 1.88 84 3 2 3 2 2 2 3 3 24 20 2.50 85 2 3 3 3 3 3 3 3 24 23 2.88 86 1 2 2 1 2 0 2 2 24 12 1.50 87 2 2 2 2 1 2 2 2 24 15 1.88 88 3 2 2 1 2 1 1 1 24 13 1.63 89 1 3 2 2 2 2 2 1 24 15 1.88 90 1 2 2 1 1 2 2 2 24 13 1.63 91 1 2 2 2 2 2 2 3 24 16 2.00 92 2 3 3 3 3 3 3 2 24 22 2.75 93 2 2 2 1 1 1 1 1 24 11 1.38 94 2 2 2 2 1 1 2 2 24 14 1.75 95 3 3 2 2 2 2 1 2 24 17 2.13 96 2 2 0 2 1 0 3 2 24 12 1.50

2304 1562 2.03 Target group - Program

incharge

R= Respondent

Team diagnosis Tori scale

In front of each of the following items, place the letter that corresponds to your degree of agreement or disagreement with that statement. SD= strongly disagree, D= disagree, A =agree, SA= strongly agree -------1) I think this team will accept me as a full member no matter what unusual

thing I might do. -------2) There are lots of things I don’t tell the team, and they are just as well left

private. -------3) I assert myself on this team. -------4) I seldom seek help from other members on tasks. -------5) Members of this team trust each other very much. -------6) Members are not really interested in what other members have to say. -------7) The team exerts little pressure on members to do what they should be

doing. -------8) Everyone on this team does his or her own thing with little thought for

other members.


-------9) I see myself as a very cautious member of this team. -------10) I don’t think that I have to cover up things with this group. -------11) On this team I do only the things that I am supposed to do. -------12) I think that everyone on this team is willing to help me when I ask for

help -------13) The team is more interested in accomplishing tasks than in helping

members on personal problems. -------14) Members tell it like it is. -------15) Members do what they ought to do, out of a strong sense of

responsibility to the team. -------16) This team really “has it together” in many ways. -------17) I trust members of this team. -------18) I am afraid that if I told this team my innermost thoughts they would be

shocked and have negative feelings about me. -------19) When I am with this team I think I am free to do what I want. -------20) I often think that I am in a minority on this team. -------21) Members of this team know who they are; they have a real sense of

being individuals. -------22) When at work, members are very careful to express only relevant ideas

about the task. -------23) The goals of this team are clear. -------24) The team finds it difficult to go ahead and do something it has decided to

do something it has decided to do. -------25) If I left this team they would miss me very much. -------26) I can trust this team with my most private and significant ideas and

opinions. -------27) I often find that my goals are different from those of the team and of

other members. -------28) I look forward to getting together with this team. -------29) Members of this team are often not being themselves and are playing

roles. -------30) We know each other very well. -------31) This team puts work pressure on each member. -------32) This team will be able to handle an emergency very well. -------33) When I am with this team I feel very good about myself. -------34) If I have negative feelings when I am with this team, I don’t express

them very easily. -------35) It is easy for me to take risks when I am working with this team. -------36) I often go along with the others simply because I have a sense of

obligation. -------37) Members seem to care very much for each other. -------38) Members often express different feelings and opinions outside meetings

than they do when members are present. -------39) We really let members be who they are as individuals.


-------40) Members of this team like to either lead or be led, rather than to work together as equals.

-------41) My relationship to this team is a very impersonal one. -------42) Whenever I feel something strongly I feel easy about expressing it to the

team members. -------43) I think that I have to keep myself under wraps in here. -------44) I enjoy working with members of this team. -------45) Each member has a definite and clear role to play and its respected on

the basis of how well he or she performs it. -------46) Whenever there are negative feelings they are likely to be expressed at

some point. -------47) At times members seem very apathetic and passive . -------48) We are well integrated and coordinated at many levels. -------49) I feel like a unique person when I am on this team. -------50) I would feel very vulnerable if I told members my most secret and

private feelings and opinions. -------51) The team thinks that my personal growth and learning are very

important. -------52) I don’t feel like cooperating with others on this team. -------53) Team members have high opinion of my contributions. -------54) Members are afraid to be open and honest with each other. -------55) When decisions are being made, members quickly express what they

want. -------56) Members are very much individuals and do not work together as

members of a team. -------57) When with this team I don’t feel very good about myself. -------58) When with this team I am free to be exactly who I am and never have to

pretend I am something else. -------59) It is very important to me to meet the expectations of other members. -------60) I would miss anyone who left because each of the members to do things

they don’t really want to do. -------61) It is easy to tell who the “in” members are. -------62) Members listen to others with understanding and empathy. -------63) The team spends a lot of energy trying to get members to do things they

don’t really want to do. -------64) Members enjoy being with each other. -------65) I am an important member of the team. -------66) My ideas and opinions are often distorted by the team. -------67) My goals are similar to the goals of the total team. -------68) Members seldom give me help on things that really matter to me. -------69) Members listen to the things I have to say. -------70) On this team, if members feel negative they keep it to themselves. -------71) We have a lot of energy that gets directed into whatever we do as a team.


-------72) You really have to have some power if you want to get anything done on this team.

-------73) I something don’t feel very genuine when I’m with this team. -------74) There is hardly anything I don’t know about the other members. -------75) If I did what I wanted to do on his team, I’d be doing different things. -------76) Members often help me in things I am trying to do. -------77) Some members are afraid of the team and of its members. -------78) Members are very spontaneous and uninhibited when they are around

each other. -------79) The goals are often not really clear. -------80) We really work together as a smoothly functioning unit. -------81) I care very much for the members of this team. -------82) Members misunderstand me and how I feel and think. -------83) When we reach a decision I am usually in agreement. -------84) I have no real sense of belonging to this team. -------85) We treat each person as an important member. -------86) It is easy to express feelings and opinions in here if they are positive, but

not if they are negative. -------87) Members of this team are growing and changing all the time. -------88) We need a lot of controls in order to keep on the track. -------89) I often feel defensive when I’m with this team. -------90) I keep very few secrets from other members. -------91) It is not OK for me to be myself with this team. -------92) I feel a strong sense of belonging. -------93) It is easy to tell who the important members are. -------94) Members don’t keep secrets from each other. -------95) A lot of our team energy goes into irrelevant and unimportant things. -------96) We have little destructive competition with each other.

ORGANISATIONAL SETTING N M Sadguru Water development Foundation is a field level implementing organisation which found its roots in the year 1974 through Sadguru Seva Sangh Trust (SSST). It is a non-political, non-profit making secular organisation, which is registered under the society’s registration act 1860, and Bombay public trusts act 1950. It is also recognized under Foreign Contribution (Regulation) Act. The organisation currently located at village Chosala that is about 10 kilometres from Dahod located over a sprawling 12 acres of land. It has completed more than 25 years of its existence and has brought in immense professionalization in the voluntary section. Rich in its experience of natural resource management, successful co-operative movements, the organisation has carved its name where collaborating organisation likes to affiliate their work with them.


It has a team of dedicated professionals, which range from Social work, Civil engineering, agricultural engineering and Finance. It works primarily in the Dahod District (Erstwhile Panchmahal district) of Gujarat and at joining district of Rajasthan. A brief summary of the organisation giving the historical perspective as well as other backgrounds is depicted below which was collected from several reading materials from the organisation’s library. Some facts where Sadguru works Gujarat State Gujarat is one of the 25 States of the Republic of India, geographically located in the west, with a total area of 196024 km2. It has a 1600km long coastline, which is almost 1/3rd of the total area of the country, as a whole. Administratively, it has 25 districts, with about 18,200 villages. Gujarat has a long cultural and historical tradition and is recognized today as the second biggest Industrial State in the country, next only to Maharashtra. About 65% of the population of the state live in backward rural areas, where land is limited. Large areas of land suffer from seawater intrusion, salt accumulation, salinity, and high fluorides in water and water logging. Uneven spatial and temporal distribution of rainfall occurs across the State, causing recurrent floods and droughts. This affects agricultural production and creates scarcity of fodder and impacts on the sustainability of drinking water supplies. Gujarat is also deficient in forest cover, which is primarily responsible for the serious of soil erosion and silting of water storage reservoirs. Ground water resources are limited and over-exploited for irrigation during the Rabi season. Water tables are going down each year in many districts as abstraction generally exceeds recharge. In Mehsana district, the fall of ground water level is as high as 4 meters; each year. Salinity ingress in the coastal areas, particularly around Saurashtra Region, in Districts such as Rajkot, has assumed serious dimensions. Pockets of high poverty exist, especially in the tribal and hilly areas of Surat and Dahod Districts. Over 2.6 crores families still live below the poverty line, according to the findings of the household survey carried out by the State Government in 1991. Dahod District • Introduction


The original Panchmahals District was divided into two districts on 2/10/97; Panchmahals district with its headquarters at Godhara and Dahod District with headquarters at Dahod. Dahod District consist of 9 Talukas each as under: Sr. No. Name of Taluka No. of Villages

1 Dahod 86 2 Jhalod 151 3 Limkheda 152 4 Devgadbharia 92 5 Santrampur 163 6 Fatehpura 96 7 Kadana 136 8 Dhanpur 90 9 Garbada 34 Total 1000

The newly constituted Dahod District has a geographical area of 4918 sq. km. It has interred state borders with Madhya Pradesh and Rajasthan in the southeast, East, North and northeast. The population as per the 1991 census is 1577807. Out of this 91.87% constitutes rural people. The population of Scheduled Caste is 37236 (2.36%) and Scheduled Tribe is 1125923 (71.36%). In Dahod there are 28 villages with a population of 5000 and above. Other basic statistics of the Districts are:

1 No. of Talukas 9 2 No. of Towns 4 3 No. of Villages 1000 4 Gram Panchayats 893 5 Geographical Area (sq. km.) 4918 6 Density of Population per sq. km. 320

The names of the Talukas and their geographical locations are:

Sr. No.

Original Talukas of Panchamahals

Name of newly formed Talukas

North latitude East latitude

1 Dahod 1 Dahod 2 Garbada

22.50 75.18

2 Jhalod Jhalod 23.07 74.10 3 Limkheda 1 limkheda

2 Dhanpur 22.50 74


4 Devgarhbaria Devgadbharia 22.42 73.51 5 Santrampur 1 Santrampur

1 Kadana 2 Fatehpura

23.13 73.55

A study undertaken for AKRSP by S. J. Phansalkar titled Development Profile in the coming Decade (1997) has revealed that Dahod is one of the five most backward districts in Gujarat. Limkheda and Jhalod are among the ten most backward Talukas in Gujarat State. The population is highly scattered and dispersed, especially in the eastern part of the district, which is fundamentally a tribal area. • Agriculture

The cultivable land in this region is shallow and rocky with uneven terrain. The cultivable area including irrigated and non irrigated land in the district is 256000 ha (54.40%), while area under denotified forest is 118000 ha (25.07%). Cultivable waste is 31800 ha (6.76%). Over 90% of the total population is employed in agriculture and activities allied to agriculture. Kharif (rainy season) and Rabi (winter season) are the two main cropping seasons practiced in Dahod District. The major Kharif crops are maize (Zea mays) and Paddy (Orya sativa). Various varieties of pulses like Black gram (Urad), Green gram (Mung), Pigeon Pea (Tuar) and Groundnut are also grown. Wheat (Triticum astivum) and Gram are the major Rabi crops. It may be noted that area under maize and paddy in the district is the highest in the state. All Talukas have centralized marketing of agricultural commodities. As per the survey conducted by Assistant district Registrar (cooperatives), there are 10896 licensed marketing societies rendering marketing services in rural areas. Further to this, weekly hats are organised on regular basis at most important centers. • Irrigation The main sources of irrigation are wells, irrigation tanks and canals. The lift irrigation systems provide another important source of irrigation water. About 9% of gross cropped area is under irrigation, which is far less than the state average of 22%. Source wise area under irrigation is as follows: Sr. no.

Source of Irrigation No. of irrigation sources

Gross area under irrigation in hectares

1 Dug wells 34978 11782


2 Irrigation Tank 84 12448 3 Canal (Medium & Small

Irrigation Projects) 8 16200

4 Lift irrigation 260 19246 Total 35330 59676 • Topography The topography of the area is pleasantly varied with hills, sparse valleys and often-undulating terrains. The area is well water divided and criss-crossed by rivers, streams and a number of rivulets. The basins are well drained thus the length of overland flow is very short inturn surface runoff concentrates quickly. The flood peaks are high and the minimum flow is correspondingly low. • Industry

Dahod District is one of the most industrially backward districts in Gujarat. Various types of incentive schemes such as capital investment subsidy and sales tax incentives to eligible industries have been provided to promote the industrial growth in the region. However, poor infrastructure such as water, roads and electricity is a definite hindrance to this. There are around 1299 small-scale industries but very few medium and large-scale industries. • Climate

The district is dependent on monsoon rainfall, which is spread from last week of June to October each year. The average annual rainfall of the district is 926 mm on the basis of the last ten years rainfall data. The rainfall is received mainly from the southeast monsoon. Monsoon rainfall is spatially and temporally erratic and long dry spells are common in the rainy season. About 96% of the annual rainfall is received during the monsoon season with July being the month of maximum rainfall. On an average there are a total of 55 rainy days in this tribal region. The occurrence of drought is a common phenomenon and in 1999 the district received only 400 mm of rainfall, which is nearly 50 % of the average. The mean monthly climate data based on 30 years of average is given below. The mean monthly maximum temperature is 39.4˚C in the month of May while mean monthly minimum temperature is 12.2˚C in the month of January. Average percentage of humidity is 53% and mean wind speed in a year is 11.57 km/hr. Mean Monthly meteorological data based on 30 years of data collection Month Max.

Temp C Min. Temp C

Humidity %

Wind speed Km/day

Sunshine Hours

January 26.0 12.1 51 147 9 February 30.3 14.5 36 164 9.8


March 34.9 29.3 29 225 10 April 38.4 24 29 294 10.7 May 39.4 26 39 432 11 June 35.9 25.6 60 544 9.4 July 30.4 24 80 527 4.1 August 29.0 23 83 389 4.2 September 30.0 22.6 78 285 6.4 October 33.3 20 59 147 9.3 November 31.5 15.3 47 104 9.4 December 29.1 12.7 47 121 9 Average 32.4 19.9 53 282 8.5 • Need for the Project The need for the project is very well established by the GOI in its Project concept document. The following paragraphs explain, in summary, GOI’s observations: 1. Water is generally perceived as a ‘social right’ rather than an ‘economic good’

in order to ensure its efficient use/allocation; 2. Water being considered as a free commodity; and its supply as the

Government’s responsibility; 3. Supply driven approach, in terms of per capita supply norms; without

considering user preference; without considering their managerial and financial capabilities to operate and maintain them; without incorporating future demands related to

Current situation • Socio economic scenario The Socio-economic scenario of the District of Dahod is summarized below: 1 Population

1991 (Census) 1999 (Projected)

1577807 1893368

2 Rural Population 1991 (Census)

1999 (Projected)

1449531 1739437

3 No. of Revenue Villages 1000 4 No. of Habitations 6000 5 No. of Households 236108 6 Average Household size 7.36 7 Literacy Rate 32.3


8 No. of Taluka Panchayats 9 9 No. of Gram Panchayats 893

• Physical scenario Geology The overall lithological logical sequence in the District is as follows: River Alluvium Holocene Deccan Trap Basalt Upper Cretaceous to Paleocene Unconformity Infratrappeans, limestone, marls and sandstone

Lower Cretaceous

Unconformity Granites and Gneisses with associated pegmatite’s, aplites and quartz veins

Post Delhi intrusive

Phyllites, quartzite’s, conglomerates, micaschist

Champaner Group

Phyllites, quartzite’s, conglomerates, micaschist, dolomites

Lunawada Group

Granitic Gneisses Archean Hydrogeology Ground water occurs under both confined and unconfined conditions. Unconsolidated shallow alluvium and weathered, jointed and fractured rocks support unconfined aquifers, whereas interflow zones of basalt’s, intertrappean beds, encountered at depth, depth, deep seated fraetures and shear zones give rise to confined conditions. Generally, the water table follows the topographical configuration. The depth to water table is greater in the upland areas, whereas in valley portions and shallow grounds the levels are very close to the surface, which often gives rise to spring zones in streams and rivers with deep courses. In major parts of the district, the hard rocks, Phyllites, quartzite’s, schists, granites, basalt’s, sandstone’s and limestone’s form aquifers. Alluvium and valley fills form potential aquifers in the vicinity of rivers and the piedmont zones, but their distribution is patchy with limited extension, rarely exceeding a few square


kilometers in area. The ground water conditions in different formations is as follows: Phyllites, Quartzite’s and Schists Ground water occurs under confined conditions and is restricted to the weathered mantle and fracture zones. Quartz veins act as good barriers to ground water flow and prevent sub-surface outflow. The features and joints are wide near the surface or just below the weathered mantle but rarely extend below 20 meters depth as ground water conduits Granites and Gneisses Ground water occurs under both confined and unconfined conditions. The aquifer material is weathered and fractured granite, up to 20 meters in depth. Dug wells are between 6 and 20 meters in depth, whereas dug-cum-bore wells extend to a maximum total depth of about 45 to 50 meters. Gneisses form aquifers in the southwestern part of Devgadbharia. The depth of wells varies between 10 to 20 meters. The weathering is often less than granite and storage consequently less. Infratrappeans Infratrappeans form poor aquifers only in isolated locations and groundwater is limited to solution cavities in calcareous formations. Basalts The basalts form aquifers in the area around Dahod. Ground water occurs under unconfined to confine conditions in the weathered mantle, joints, fractures and interflow zones. Interflow zones. Intertrappean sediments often form good local aquifers. Alluvium Alluvium forms aquifers in isolated discontinuous paths along river courses. • Ground Water Quality Ground water is generally suitable for drinking and irrigation across most of the district. The number of sources in villages that are affected by fluoride is increasing as groundwater levels are lowered each year. It is reported that about 166 sources are currently notified as being over the permissible fluoride level.


Salinity and Nitrate levels are also above permissible limits in a number of locations. Ground Water Potential Ground Water potential is illustrated in the attached figure 2.2, produced by ISRO, Ahmedabad. Land Use Land use across the District is illustrated in the attached figure 2.3, produced by ISRO, Ahmedabad. Soil Depth Soil depth across the District is illustrated in the figure 2.4, produced by ISRO, Ahmedabad. Slope Land slope across the District is illustrated in the attached figure 2.5, produced by ISRO, Ahmedabad. Institutional Scenario Gujarat Water Supply and Sewerage Board: In Gujarat State, GWSSB is the nodal agency for drinking water supply. The responsibility for sanitation in the state is with DRDA. Historical perspective Phase 1 : The early Years (1974-1977) The early years were spent in identifying the needs of the tribals in Panchmahals in relation to the natural resources of the area and people’s livelihood strategies. B. Rudramurthy, the then Advisor for Rural Development programmes at Mafatlal’s, assured the Jagawats that no programme would be imposed on them- they would be free to take their time, survey the area and decide what would be the best intervention from the people’s point of view. “Wherever we went”, recalled Jagawat, recollecting the days when he walked 30 kms daily and surveyed 200 villages, “People wanted water – they had land, and there was plenty of water everywhere, but it was not reaching the people who needed it most”. Thus, migration among the Bhils was high, as most were only able to grow one crop in the year, unless they had access to irrigation. One crop


was also not ensured because of the frequency of drought in the area, which affected small and marginal farmers, the most. So Jagawat approached the Mafatlal for technical advice and they engaged an expert from Maharashtra, where water had been lifted from low-lying areas to raised fields through lift-irrigation schemes (LIS). An engineer was identified in 1975 to act as a consultant to Sadguru and the first LIS was commissioned as early as 1976 in Shankarpura village. Since the Mafatlal group could only provide between Rs. 5-10 Lakhs, Jagawat had to approach the state Government for funds. The early years were certainly a period of testing and turbulence as the Directors describe in the executive summary of Sadguru’s Annual Report. Phase 2: struggle through Infancy (1978-1981) Gradually Sadguru began moving to other villages in Panchmahals and slowly gaining the confidence of the villagers. Irrigation does require certain costs and farmers were not always willing to take risks. But as the results from LIS slowly became visible more and more villages approached Sadguru to develop their water resources. Right from the beginning, Sadguru sought to ensure that its schemes were of a high standard and benefiting the maximum number of people in a village so that migration could reduced. In addition to raising the productive capacity of farmers through technical inputs, Sadguru also had to build trust amongst people who had largely been marginalised by the process of development in colonial and post-colonial India. Additional programmes were also launched during this period. In 1978 Sadguru joined the Government’s Food for Work Programme. But for various reasons, including non-cooperation of collaborating agencies, and misperception of villagers’ needs, many of these efforts were short-lived. In 1977-78, the Government introduced a policy to encourage industries to spend directly on rural development by granting them certain fiscal incentives. Phase 3:Developing confidence, Moving Forward (1982-1987) In 1984 the Government removed the tax concessions it had earlier granted to industries for promoting rural development activities. Rashesh Mafatlal called Jagawat to Bombay for a meeting and explained that it would be difficult for the Stanrose group to continue funding the project given the economic conditions of the textile mills and the ongoing labor strike, which eventually crippled the textile industry in Bombay. Rashesh Mafatlal hinted that they had almost decided to wind up the Panchmahals activities and offered the Jagawats a job in the industry.


However, Jagawat insisted that they would try to continue the work they had started, and realizing the difficulties facing the textile sector and the support already extended by the Mafatlal’s, he explained that they would look for alternative sources of funds. Realizing their commitment to the project, Rashesh Mafatlal changed his mind and decided that the Stanrose would continue to fund Sadguru. In 1985, Sadguru, which had till then been working under the banner of the SSST, decided to form an independent organisation, retaining the prefix Sadguru because of the emotional attachment to their ideologue and the popularity of the word Sadguru in the local community. Hence, the Sadguru Water and Development Foundation officially came into existence and awhile later the name of Navinchandra Mafatlal was added as a prefix because it was felt necessary to recognize the organization’s continuous association with the Mafatlals. Sadguru’s main mission is to improve the living conditions of rural and tribal people, chiefly by developing environmentally sound water resources programmes. This is supported by a number of organisational goals and objectives including: 1. To improve the environment through various programmes which will in turn

improve the natural resources base; 2. To arrest migration from rural to urban areas; 3. To improve the health of rural people and strive for their overall development; 4. To impart training for the strengthening of village institutions and also training

other groups for undertaking activities. During the mid-1980s there was a rapid increase in the number of irrigation schemes being constructed by the organisation. Sadguru also provide diesel pumpsets to the farmers having access to water sources and began deeping the wells for drinking water and irrigation purposes. In addition, it developed a holistic, integrated approach to natural resources management, which included the initiation of watershed development, social forestry and farm forestry programmes. Later, in 1990, there were followed by the construction of water harvesting structures such as check dams to augment the availability of surface water resources for the LIS and recharge of groundwater. Phase 4:Strengthening Community Institutions (1988-1993) This was the period of rapid growth in terms of both the organisation and the scope and outreach of its programmes. The staff gradually grew from a mere 15 people when the organisation started to 42- strong by 1990 and almost double that number of staff by 1996 (84 persons).


At the village level, community institutions which had been formed to manage development projects (for example, lift irrigation cooperatives – LICs) were strengthened through exposure visits and training on a range of issues including leadership skills, financial and organisational management aspects and gender relations. Increasingly, Sadguru paid attention to women’s role in development and their status in the community by ensuring that women were represented as village level volunteers and in decision-making positions, for example, on the management committee of LICs. In addition, programmes such as biogas development, nursery raising and income generating were targeted to women to develop their technical skills and enhance their income-earning opportunities. By this time, apart from Government funds and support from the Stanrose Mafatlal group, Sadguru was also getting funds from international donor agencies such as the Ford Foundation and the Aga Khan Foundation, India (AKFI). Initially (1988-89), this was in the form of managerial support, but by 1990 AKFI started programme funding and from 1990 NORAD began to provide funds, mainly for programmes and subsequently also, the development of the training institute. India organizations such as CAPART (Council for Advancement of People’s Action and Rural Technology) and AFPRO (Action for Food Production) were also extending some financial assistance to Sadguru during this period. Towards the end of this phase, Sadguru extended its lift irrigation activities to the neighboring districts of Jhabua in Madhya Pradesh (MP) and later, Banswara in Rajasthan, both of which share a similar socio-cultural, economic and ecological environment with Panchmahals. Phase 5:Expansion and Consolidation (1994 – onwards) The year 1994 marked a critical turning point for Sadguru as it saw the beginning of financial assistance from the CEC (Commission of European Communities). The CEC had approved the largest and first-ever bilateral grants to two NGOs in India, namely Sadguru and the Aga Khan Rural Support Programme, India (AKRSP[I]), to be routed through AKFI. The total outlay for Sadguru for eight years in Rs 28.77 crores, of which Rs 21.77 crores (75%) will be coming as grants from the CEC and the balance Rs 7.19 crores (25%) will be raised as a matching contribution by Sadguru from other sources, including Government and donors. By 1996 the organisation had fully moved to its new premises at Chosala and the Training Institution was soon becoming a well-utilized facility both for internal training of staff and community workers as well as training other NGOs and Government functionaries in land and water development activities. It is also a popular venue for training programmes conducted by other development organisations.


Today Sadguru’s work on natural resources regeneration and management by local communities has been widely recognized, both nationally and internationally. Not only has the extent of distress migration in project villages reduced increased in income level and a more stable environment have facilitated social and economic change at a significant scale. According to a brochure produced by NORAD, one of Sadguru’s main funders, “School attendance has increased rapidly throughout the project area. Whereas the literacy rate was about 15 per cent prior to the project, it now stands at 40 per cent in typical project villages…. Form being seasonal farmers, villagers now take their living from a wide range of occupations, including horticulture and animal husbandry, forestry, fishing, the establishment of small shops, transport, education and various kinds of services”, (Royal Norwegian Embassy 1999). Increasingly, Sadguru is shifting its focus from direct implementation to enhancing the skills and capabilities of smaller NGOs working in the region and supporting them with limited financial resources whenever it can. LINKAGES Sadguru though a project implementing organisation is a strong support organisation as well. It provides technical and managerial support to number o organisations with which it has close linkage. Action for Social Advancement (ASA) is an organisation promoted and supported by Sadguru. Through ASA it works in the Jhabua district of Madhya Pradesh in the area of NRM. In addition it has its linkages with number of other organisations working in the field of gender issues. Their collaboration can be divided into four main categories: 1. Government 2. Academic institutes 3. International organisations 4. National organisations Collaboration with Government Sadguru's linkage with the Government of the Gujarat and also with Government of India is extremely good. The lift irrigation project, which is their major strength, has its primary base under the support of Government of Gujarat. The organisation also has very sound relationship with the forest department.

Collaboration with academic institutes


Sadguru's quest to keep itself abreast with the latest knowledge has led itself in collaborating with a number of multidisciplinary organisations. Having a strong training base they draw-out visiting faculties for various courses from these institutes. Some of them with who they collaborate are as follows:

Name of Institutions Name of the identified

Faculties

1. Institute of Rural Management (IRMA), Anand, Gujarat

Dr. Katar Singh, Director Prof. Rajgopalan Dr. Vishwa Vallabh Prof. Thomas Prof. Sukhpal Singh Prof. Sara Ahmed

2. Tata Institute of Social Sciences (TISS), Bombay

3. College of Technology and Agricultural University, Udaipur

Dr. R. V. Singh Prof. P. K. Singh

4. Sardar Patel Institute of Economics and Social Research, Ahmedabad, Gujarat

Dr. Y. K. Alagh Dr. S. R. Modi

5. Gandhi Labour Institute, Ahmedabad Dr. Indira Hirvey Dr. Vidyut Joshi

6. Faculty of Social Work, M. S. University of Baroda, Gujarat

Dr. Varsha Anjaria

7. Regional Centre for Social Studies, Surat, Gujarat

Dr. Ghanshyam Shah

8. Participatory Research in Asia (PRIA), New Delhi

Dr. Rajesh Tandon

9. UNNATI, Ahmedabad, Gujarat Mr. Binoy Acharya 10. CHETNA, Ahmedabad, Gujarat Ms. Indu Capoor

Ms. Pallavi Desai 11. Director, Center for science and

Environment, New Delhi Dr. Anil Agrawal

Collaboration with international organisations


Sadguru's linkages with international organisations are also equally strong. They are either by way of funding organisation providing funds to Sadguru for specific projects or even drawing out sadgurus experience and model for implementing in other parts of the world. The following are a few names to be mentioned: 1. Ford foundation 2. Aga Khan Foundation 3. World Bank 4. Centre for International Environment and Development studies, NORAGRIC,

Agricultural University of Norway, Aas, N-1432, Norway. 5. Water Engineering and Development Centre (WEDC), Loughborough

University of Technology, U.K. 6. University of Swansea, U.K. 7. Golda Meir International Training Centre, Haifa, Israel. 8. Center for Institutional Agricultural Development Co-operation (CINADCO),

Israel. 9. Reading University, U.K.

Collaboration with National organisations Sadguru has directly linkages with like minded National level organisation with which they network. It is part of Federations related to NRM. Some of the major collaborating organisations in Gujarat are: • Aga Khan Rural support Program (AKRSP) • Development Support Centre (DSC) • Institute of Rural Management Anand (IRMA) • Indian Institute of Management Ahmedabad (IIMA) • Chetna Ahmedabad • Unnati Ahmedabad As a long-term strategy and in order to support new and small NGOs, sadguru has formulated a policy and also provided some budgetary provision to support such NGOs. Following NGOs were supported: 1. Action for Social Advancement, Madhya Pradesh 2. ARMAN, Jhabua, Madhya Pradesh 3. PRAYAS, Jhabua, Madhya Pradesh 4. SARAL, Ratlam, Madhya Pradesh 5. PROGRESS, Banswara, Rajsthan 6. PRAKRUTI Foundation, Gujarat and Rajsthan 7. L. I Federation, Jhalod, Gujarat 8. L. I Federation, Limkheda, Gujarat


Besides above NGOs, many local NGOs and even Government agencies implementing the watershed programme have received our technical guidance during the reporting period. The linkage and networking is very well utilised towards resource and knowledge sharing, which includes both technical and academic. Sadguru has served on various Government committees. As recognition to Sadguru’s contribution, reputation and standing, the Governments have nominated sadguru on various districts, state and national committees, the list of which runs as follows: District committees 1. Permanent member on the Government body of the district rural development

agency, Panchmahal, Gujarat 2. Member of the executive committee of the district rural development agency,

Panchmahal, Gujarat 3. Member on the governing body of district rural development agency, district

Dahod, Gujarat 4. Member on the executive committee of the district rural development agency,

district Dahod, Gujarat 5. Permanent member of Dahod district planning board for the tribal development. 6. Member of the governing body of the district rural development agency,

Banswara , Rajasthan 7. Member on the district level advisory committee on the watershed development,

district Panchmahal, Gujarat 8. Member of district level advisory committee on the watershed development Dist

Banswara, Rajasthan 9. Member of the divisional committee for the world food programme, devgadh

baria division, Panchmahal, Gujarat 10.Member of the divisional vigilance and monitoring committee for the world

food programme, district rural development agency, Banswara, Rajasthan 11.Member, executive committee of indira mahila vikas yojna, Dahod,

Panchmahal 12.Member, district committee, Panchmahal, under the national social justice and

social help 13.Government nominated trustee on the Government trust on abolising of child

labour in districts Panchmahal and Dahod, Gujarat 14.Member of the state level working group on the participatory irrigation

management, Gujarat 15.Member of the state level working group on the joint forest management,

Gujarat


16.Member of the managing committee of the college of agriculture extension, agriculture university, Anand

17.Member of the state level streeing committee of monor irrigation projects with external fundings, Gujarat

18.Member of the state level 'hydrology data user group for the world bank assisted national water management projects' set up by Gujarat Government.

19.Member on the state level advisory council for the world food programme, Gujarat

20.Member on the state level advisory council on watershed development, Rajasthan

21.Member on the state level advisory council on watershed development, Gujarat 22.Member on the state level advisory council on the training programme in rural

development , Gujarat 23.National advisory committee for the trials, ilo-indisco projects, new Delhi AVAILABILITY OF SKILL AND ROLE ANALYSIS Sadguru (as mentioned earlier) is a multiskilled agency where the skills are spread over the organisation very well. The management has very well taken care of putting right people on the right job. A role analysis questionnaire was administered to the heads of the department and a few senior programme officer level personnel. The role analysis has been described in the chapter ‘ Balance Score Card’.

The list of the staff members who are qualified and eligible to be the trainers for high level training (as on 20-09-1999) – All of them are involved in the training programme of their specialisation. The table of skill inventory of the organisation as available from the documents is given below:

No. Name of the person

Qualification

1. Mr. Harnath Jagawat

Post Graduate in Social Work and having total experience of more than 35 years – Trained abroad

2. Ms. Sharmistha Jagawat

Post Graduate in Social Work and having total experience of more than 35 years – Trained abroad

3. Mr. Rakesh Pandey

Post Graduate in Agril. Engg. With specialisation in soil & Water Conservation Engg. And in the last stage of Ph. D. in Water Resource Planning and development – Trained abroad

4. Mr. Ashok Singh

Post Graduate in Agriculture Engineering and 13 years experience in the field as well as trainer

5. Mr. Ravi Shankar

Post Graduate in Social Work and more than 8 years field experience in Joint Forest Management, Social forestry and PRA etc– Trained abroad


6. Ms. Harmeet Saini

Post Graduate in Social Work and more than 5 years field experience in village institution building and Irrigation cooperatives – Trained abroad

7. Ms. Manisha Tharaney

Post Graduate in Social Work and more than 5 years field experience in promotion of self help groups, women participation etc. (Presently in abroad on study leave without Pay)– Trained abroad

8. Ms. Jabeen J. B. Com – more than 10 years experience in Women’s Income Generation activities - Trained abroad

9. Mr. B. C. Manna

B. Sc. (Agri.) and Post Graduate Diploma in Rural Development – more than 18 years experience in biogas, Bee Keeping, Horticulture etc. – Trained abroad

10. Mr. Kanhaiya Choudhari

M. Tech. (Agri. Engg.) in Irrigation Management – more than 4 years field experience with Sadguru in water resources development and 2 year with the University - Trained abroad

11. Mr. Ravi Kote Post Graduate (Agril. Engg.) with specialisation in Irrigation Water Management and more than 3 years field experience in survey and planning – Trained abroad

12. Mr. Mukesh Patel

Post Graduate in agriculture Extension and more than 5 years field experience– Trained abroad

13. Mr. Hitesh Shah

B.E. Civil – 8 years experience in water resource planning design and executive– Trained abroad

14. Mr. Sanjay Singh

?B. Tech. Agriculture Engineering – about 9 years experience in Watershed Planning and implementation – Trained abroad

15. Ms. Alpa Chauhan

Post graduate in Social Work – more than 4 years experience

16. Ms. Sunita Chaudhari

B.E. Civil –more than 7 years experience in water resource planning design and executive– Trained abroad

17. Ms Purobi Bose

Post graduate in Social Work and Post graduate certificate in environment – more than one year experience

18. Ms. Sanjeeda M. D. Taj

Post graduate in Rural Development and Post graduate certificate in environment – more than 3 years field experience

19. Mr. Ramesh P. Patel

B. Sc. Agriculture – about 12 years field experience(11 years with Sadguru) in social forestry, Agro forestry and Horticulture – Trained abroad

20. Mr. Pravin Bhope

B.E. (agriculture Engineering ) and Post graduation in IRMA – Recently joined Sadguru, but, elsewhere 6 years experience in Rural Development


Four of former senior staff of Sadguru are also occasionally available to as the trainers as and when required they are: 1. Mr. Yogendra Sharma, M. Tech. 2. Mr. R. P. Singh, M. Tech. 3. Mr. K. K. Gupta, M. Tech. 4. Ms. Madhu Malhotra, M.S.W. The list of staff qualified and competent to conduct the training programme for village institutions functioning, field workers etc. – they all have received the training of trainers from various occasions. 1. Mr. Sanjay Gujjar B. Tech. With more than 5 years field

experience in watershed planning and implementation.

2. Ms. Toral Desai B. A. with more than 10 years experience in forestry and training.

3. Ms. Sudha Solanki MA with 8 years field experience 4. Mr. Vijay Sanadhiya B. Sc. Agriculture with 7 years field

experience in watershed. 5. Mr. Karansingh Bhabhor B.R.S. – 6 years field experience in village

institutions, community management etc. 6. Ms. Shweta Kadakiya B. Com – 6 years field experience in

Irrigation cooperatives. 7. Mr. Ramesh L. Patel 16 years field experience in the formation

and monitoring of irrigation cooperatives. 8. Ms. Rashmi Acharya M.A. – 6 years field experience in Bio-gas,

training etc. 9. Ms. Anandi Parmar More than 9 years field experience with

Sadguru in Biogas and 3 years experience as Anganwadi workers – dealing with the training biogas women beneficiaries and women volunteers.

10. Ms. Daksha Gohil Worked in Sadguru for about 5 years and trainer in Womens Income’s Generation activities.

Identified individuals as the visiting faculties Following highly experienced and knowledgeable persons have been identified to invite as the visiting Faculties;


1. Dr. K.K. Singh, former Chairman, Rural Development Group, Administrative Staff College of India, Hyderabad.

2. Dr. Tushaar Shah, Ex-Director, Institute of Rural Management (IRMA), Anand, Gujarat.

3. Dr. Sindhu Phadke, former Zonal director, Mumbai, UNICEF 4. Prof. K.S. Hiran, former Dean, Collage of Technology and Agriculture

engineering, Rajasthan Agricultural University, Udaipur (Rajasthan). 5. Mr. K.N. Dave, former Chief Engineer, Water Resources Department, Gujarat

Sate. 6. Dr. Katar Singh, Director, IRMA Advisory council for the training institute (proposed) To assist the Training Institute in its development, the Advisory Council is being setup that will be formalised and operationalised by the end of 1999. The following members have been tentatively identified in the proposed Advisory Council. 1. Dr. Katar Singh, Director, IRMA/Dr. Vallabh, IRMA, Anand 2. Mr. Rajesh Tandon, Director, Participatory Research in Asia (PRIA), 3. Mr. Binoy Acharya, Director, UNNATI, Ahmedabad 4. Prof. K. S. Hiran, former Dean, College of Technology and Agriculture

Engineering, Rajasthan Agricultural University, Udaipur (Rajasthan). 5. Ms. Sharmishtha Jagawat, Director, NMSWDF, Dahod, Gujarat 6. Director of the Training Institute of Sadguru Water & Development

Foundation, Dahod, Gujarat. ORGANISATIONAL KNOWLEDGE BASE Sadguru is primarily an organisation, which has dedicated itself in direct action at the field level since its inception. It is an organisation, which has drawn its strength from its experience dedication and participative community action. It has also given extreme importance to maintain a strong organisational knowledge base by keeping itself abreast with the latest trends through training development and research. From the skill inventory depicted earlier it can be noted that almost all the key functionaries and the programme staff of the organisation have been deputed for relevant training aiming to professionally update them. The organisation has reasonably good library and continuously adding up more resources. The budget allocation for training is substantially high which once again bring home the point of their openness of sound knowledge base organisation. Their daily morning meeting provides them the channel to open communication and transparency of skills and knowledge. The participation in the training programmes and attending of conferences/ seminars/ workshops etc. are well


distributed in the organisation and the staff are sent for multi-disciplinary exposure in addition to their own subjects. However, the organisation perspective plan do not clearly spell out the human resource requirement commensurate with programme expansion. It may also be noted that the staff turnover in Sadguru at the highest level has been 9%, a figure highly commendable in the NGO sector. To that extent the organisation must have the sound HRD policy - an area that Sadguru requires to look into. Training programme attended by staff in 1999-2000 No. Nature of training and

organisation Period Name of the staff

participated 1. Exposure visit to SEVA,

FWWB and BSC, Ahmedabad

27-29 Jul 1999 Karan, Khuman, Lilavati, Meenakshi With 10 Mahila Juth

2. Exposure visit to NEED, Lucknow

18-25 Aug 1999 Alpa, Meenakshi, Karan

3. Exposure visit to indo-German Watershed development Programme, Ahmednagar

3-10 Oct. 1999 A. K. Singh

4. PRIA training at New Delhi

4-15 Oct. 1999 Purobi, Shodhan Shah

5. Meeting at Ahmedabad at National Institute of Design

5-6 Oct 1999 Sharmishthaben , Sanjeeda

6. Meeting at Bhopal 20 Oct 1999 B.C. Manna 7. Meeting at IGWWC,

Ahmedabad 15 Oct 1999 Sharmishthaben

8. Training of Women's Group Leaders at ahmedabad

20-23 Oct 1999 Sanjeeda, Sudha, Karan, Khuman, Devchand

9. Advisory council Meeting at Ahmedabad

22 Oct 1999 Harnath Jagawat, Sharmishthaben, Ravishankar, A.K. Singh, Harmeet, Pravin Bhope, Purobi, Mukesh Patel,Kanhiya, Sanjay, Mazhar

10. Meeting of Community Management Study at ahmedabad

28 Oct 1999 Harmeet Saini


11. Project implementation comitee meeting, ahmedabad

26 Nov. 1999 Harnath Jagawat, Mazhar

12. Gokul gram yojini meeting

27 Nov 1999 Sharmishthaben

13. Meeting at VIKSAT, Ahemadabad

28-29 Nov 1999 Purobi

14. Consultancy GJTI, gandhinagar

6-14 Dec. 1999 Pravin Bhope, R.C. Kote

15. World education conference of FWWB, Delhi

13-15 Dec. 1999 Sharmishthaben, Sanjeeda

16. TCBT training phase - II, gram vikas trust, dwarca

17-24 dec. 1999 Toral, Devchand

17. Presentation of sadguru's work at centre for science and environment, New Delhi

5-6 Jan 2000 Harnath Jagawat, Rakesh Pandey

18. Meeting on policy advocacy workshop, Ahmedabad

6-7 Jan 2000 Purobi

19. Evaluation at chota udaipur

10-12 Jan 2000 A. K. Singh, Sanjay Singh

20. Meeting at jatai samvadanasheel training

12-13 Jan 2000 Meenakshi, Lilavati, Khuman

21. Business round table building competitiveness organised by AKF, U. K. At Delhi

10-11 Jan 2000 Harnath Jagawat

22. Meeting, jhalawar 22-23 Jan 2000 Rakesh Pandey 23. Meeting at gandhinagar 25 Jan 2000 Purobi 24. SHG management

training 27-30 Jan 2000 Lilavati, Meenakshi,

Khuman 25. Evaluation at bhavnagar 31 Jan -4 Feb

2000 A. K. Singh

26. Training globalisation and urbanisation challenges of ngos at IIM, Banlore

4-17 Feb 2000 Purobi

27. Meeting with Dr. Lan tod, New Delhi

2-4 Feb 2000 Rakesh Pandy

28. Training on course effective micro finance operations at FWWB, Ahmedabad

10-15 Feb 2000 Sharmishthaben, Sanjeeda


29. Master trainer training at Ahmedabad

8-23 Feb 2000 Karan

30. Workshop of RLS at IRMA, anand

17-18 Feb 2000 Harnath Jagawat

31. Meeting regarding telecommunications, gandhinagar

19-20 Feb 2000 Sharmishthaben,Sunita

32. ILO workshop at Delhi 24-25 Feb 2000 Ravi Shankar 33. Workshop and meeting at

VIKSAT and BSC, Ahmedabad

29 Feb -1 Mar. 2000

A. K. Singh

34. Workshop on publication of resource book on watershed management at Delhi

3-7 Mar. 2000 Harmeet Saini

35. Meeting with minister Delhi

12-13 Mar. 2000 Rakesh Pandy, R. C. Kote

36. Meeting at ahmedabad 14 Mar. 2000 Harmeet Saini 37. Workshop on micro

finance and self help groups, FWWB, Ahmedabad

17 Mar. 2000 Sharmishthaben

38. Horticulture exposure visit to Amreli, Junagadh

23-27 Mar. 2000 Ramesh Patel, Lalit Patel, Ashwin Patel, Kalpana, Giribalaben, Toral, Somabhai,

39. Training of social development perspective, Ahmedabad

27-31 Mar 2000 Kalpana, Sheetal, Rajesh Mehta

PROGRAMME ASPECTS - CHOICE AND PRIORITIES The choice of NRM sector in Sadguru seems to be coming from their guiding principle from SSST, which decided to concentrate in Rural Development in general, and poverty alleviation through land and water in particular. The relevance of the choice of the location being Panchmahal district needs no explanation since it was amongst the poorest district in Gujarat with serious problems of shortage of water and denuded land. Sadguru however chose to maintain the improvement approach of Rural Development and avoided any kind of Social Action or confrontation. Improvement of approach however continues to dominate the organisation even today and it goes hand in hand with the development planning process of both central and state Government.


The improvement approach In 1960 the World Bank described the ‘improvement approach’ as aiming at ‘the progressive improvement in pleasant methods of crop and animal husbandry by working on the peasant farmer on both the psychological and technical planes to induce an increase in his productivity without any radical changes in traditional social and legal systems.’ This approach allows for the continuity of existing social institutions and land tenure arrangements. Development is to be initiated through improved extension work methods, which, it is hoped, will encourage farmers to apply new crop varieties and new methods of production. This will enable them to produce more for the market, which, in turn, will probably require the development of new marketing organizations. It is envisaged that the development of better extension services, and the stationing of agricultural experts to tour farms and villages to give advice and to provide other services such as arranging loans, will establish new incentives that will lead to increased commercial production. The improvement of agricultural extension has frequently formed part of a more general programme of community development. The latter represents an integrated approach to the question of rural development aiming to initiate improvements not only in agriculture, but also in health, sanitation, craft industries, and in the level of literacy. Such programmes, of course, require a number of trained personnel, technically qualified in agriculture or some such skill, who are placed at the local level to provide assistance.

The improvement approach was especially characteristic of the development policies pursued by British colonial Government in Africa, India, and elsewhere. Under colonial rule extension work was often coupled with the enforcement of various administrative ordinances to prevent soil erosion or to encourage the cultivation of certain crops – e.g. famine crops, such as cassava in central Africa. Hence, general economic incentives to production were combined with the principle of ‘persistent persuasion’, a polite term for enforcement. Officers of the Agricultural Department supervised the implementation of regulations and cases of non-observance were generally reported to the local authorities for court action. The improvement approach during colonial rule led to much greater control over peasant and tribal populations and only in certain zones to increased commercial orientation. Various Government agencies or Government-sponsored co-operatives were basically associations of smallholder farmers who grouped together for the specific purpose of marketing their produce. In most countries, the improvement approach was extended considerably after political independence. For example, India’s first Five Year Plan (1952) stated that one of its aims was to increase agricultural production through and application of scientific knowledge and capital investment, and that this was to be achieved mainly through increased extension work among the peasant farming population. It was not until the second, third, and fourth National Plans that there was a significant stress upon the notion of co-operative farming and the possibility of effecting major structural change through land reform programmes.

The conceptual framework of the work done in the field of women’s development however, shows the transformation approach towards development as a by-


product of their overall development initiatives. The idea towards women’s development initiative was to realize the following: ♦ Realization of the role of savings and credit process in livelihood promotion. ♦ For sustainability promoting efforts by forum members to incorporate savings

and credit in the developmental interventions. ♦ Dearth of exclusive attempts focusing on savings and credit need to women and ♦ Unleashing of group based cohesive efforts to reduce exploitative external

credit supply

While all the above four points mainly leads to improvement approach, the initiative of the village women (where field visit was undertaken) towards involving themselves more and more in the decision making process in typically male dominated programme was also observed. Their ability to participate in the discussion as well as their initiative for mass anti alcoholic campaign sphere-headed by women was certainly praiseworthy. It is suggested that such events be carefully process documented.


BALANCE SCORE CARD OF NMSWDF

Role analysis questionnaire were administered to key staff which is summarized below: Question: - Role

Name Department Brief Ravi Shankar Environment

& forestry Arranging finance; HRD; Reporting and Monitoring

Purabi Environment & Forestry

Co-ordinating the regional forum; Initiating training programmes; conducting research projects; Organising regional level meetings.

Harmeet Saini L.I. Co-op. Development & Management of H. R. in the co-operatives; H. R. D. through training; Research & Documentation; Future developments for the programme; Research & Report

Balalchandra Manna

Rural Energy Planning, executing & designing; Correspondence Gov. funding agency & N. G. O.; Training; Extension work & field.

Mukesh Agri. Ext. To transfer improved agricultural technologies in project area; Increase agricultural production; Training programme; Motivating farmers for commercial crops; Report Shoking and monitoring.

A. K. Singh Trg Impart training to various group; Preparing training programme; Conducting workshop/ Seminar; Administrative role; Lodging & boarding.

Rakesh Pandey

Water Resource

Proper co-ordination and management of resources.

Kanhaiya Lift-irrigation Effective implementation of lift irrigation scheme; Managing the resources available.

Hitesh Managing lift Irrigation system; Managing the resources available

Sanjeeda Swa-Shakti Project

Promote SHG; Creating awareness among tribal women; Tribal women bank at district level.

Shodhas B. Shah

Finance Department

Proper utilisation and management of funds; maintains transparency; Support all work plan.


Question:- Most important things in the role

Name Department Brief Ravi Shankar

Environment & forestry

Facilitating I. P. R. among team members; Provide clarity over roles, tasks & set goals; Create union to achieve new set of objectives; adopting new developmental policies 7 objectives.


Harmeet Saini

L.I. Co-op. Management at office & field; Training; Research; Documentation; Reporting

Balalchandra Manna

Rural Energy

Mukesh Agri. Ext. Motivation; Correspondence with Govt. & Agri. University; Monitoring; Evaluation;

A. K. Singh Trg Ensuring quality of training programme; look after the societies of visitors and trainers; Reports.

Rakesh Pandey

Water Resource

Conducting studies; training to Govt. & NGO officials; training to grassroot workers and beneficiaries; Provide consultancy to other organisation; Formulate proposal for funding; building relationship with Govt. departments and international organisation.

Kanhaiya Lift-irrigation

Identifying the villagers; Planning of lift Irrigation; Planning with the villagers; Monitoring; material management; liasoining with Govt. & local leaders.

Hitesh Identifying the villagers; Planning of lift Irrigation; Planning with the villagers; Monitoring; material management; liasoining with Govt. & local leaders


Planning; meeting with staff; field visit; mobilizing new groups; organising training; Accounting system; expansion of group activities

Shodhas B. Shah

Finance Department

Reporting to concern people; best use of funds with minimum cost;

Question:- Job title of your manager


Name Department Brief

Ravi Shankar


Director


Director

Harmeet Saini

L.I. Co-op. Board and advisory council

Balalchandra Manna

Rural Energy Director

Mukesh Agri. Ext. Board of trustee A. K. Singh

Trg

Rakesh Pandey

Water Resource

Director

Kanhaiya Lift-irrigation Director Hitesh Director Sanjeeda Swa-Shakti

Project Director

Shodhas B. Shah

Finance Department

Board of trustee

Question:- Job title of manager or team leader Name Department Brief Ravi Shankar

Environment & forestry Director


Senior programme executive

Harmeet Saini

L.I. Co-op. Director

Balalchandra Manna

Rural Energy Team leaders of R. E. department

Mukesh Agri. Ext. Director A. K. Singh Trg Board of trustee

Post –Dy. Director Rakesh Pandey

Water Resource Director

Kanhaiya Lift-irrigation Director Hitesh programme executive Sanjeeda Swa-Shakti Project Director Shodhas B. Finance Department Director


Shah Question:- Your job title

Name Department Brief Ravi Shankar Environment & forestry Programme executive Purabi Environment &

Forestry Senior Programme Officer

Harmeet Saini L.I. Co-op. Senior Programme Executive Balalchandra Manna

Rural Energy Senior Programme Officer

Mukesh Agri. Ext. Senior Programme Officer A. K. Singh Trg To work as a training incharge Rakesh Pandey Water Resource Dy. Director Kanhaiya Lift-irrigation Programme Executive Hitesh Senior Programme Officer Sanjeeda Swa-Shakti Project Senior Programme Officer Shodhas B. Shah Finance Department Finance Manager Question:- Job titles of any other people, reporting directly to your manager or team leader

Name Department Brief Ravi Shankar Environment &

forestry 15-18 persons; Assistant Director of concerned dept.


Harmeet Saini L.I. Co-op. Deputy directors; Sr. Programme executive; programme executive; Senior Programme Officer

Balalchandra Manna

Rural Energy Dept. head

Mukesh Agri. Ext. N. A. A. K. Singh Trg All staff members of institute Rakesh Pandey Water Resource Senior Programme Officer Kanhaiya Lift-irrigation Senior Programme Officer Hitesh Lift irrigation department staff Sanjeeda Swa-Shakti Project Head of department Shodhas B. Shah Finance Department N.. A. Question:- Job title of any people reporting directly to you

Name Department Brief


Ravi Shankar Environment & forestry

Staff; Senior Programme Officer and Assistant programme officer

Purabi Environment &Forestry

Harmeet Saini L.I. Co-op. Junior Programme Officer-2, Field supervisors-3+1, Maintenance staff –3

Balalchandra M.

Rural Energy Supervisors; motivator

Mukesh Agri. Ext. A. K. Singh Trg Assistant Programme Officer Rakesh Pandey Water

Resource Staff of water resource department and some administrative staff

Kanhaiya Lift-irrigation Hitesh Sanjeeda Swa-Shakti

Project Senior supervisor; Field supervisor; Manad sevika

Shodhas B. Shah

Finance Department

Programme Officer; A. P. O. cashier; Senior clerk; Junior clerk

Question:- Job title of people reporting to you direct and the total number of people for whom you are responsible.


forestry 3 Direct and responsible for 10


Harmeet Saini L.I. Co-op. 9 staff members Balalchandra Manna

Rural Energy Surpisor-1; Tec. Supervisor –10; Tech motivator-15; follow-up workers –150

Mukesh Agri. Ext. A. K. Singh Trg Assistant Prof. Officer –3 Rakesh Pandey Water Resource Supervisors; POS. & APOS;

administrative staff; beneficiaries; grass root worker.

Kanhaiya Lift-irrigation APOS & Sr. supervisor Hitesh APOS & site supervisor- 20 peoples. Sanjeeda Swa-Shakti

Project 1- senior supervisor;3- field

supervisor; 3-manad sevika

Shodhas B. Shah

Finance Department

4-members reporting directly officer (Finance); A.P.O. cashier Senior


clerk; Junior clerk


Question:- Level of education & qualification & amount of experience needed.



Professional in respective field; minimum experience 5 years in similar field.


Depends and varies from person to person; should be updated with current flow of information and policy level changes.

Harmeet Saini

L.I. Co-op. Professionally qualified with developmental work; 3 years of experience

Balalchandra Manna

Rural Energy More skill knowledge needed

Mukesh Agri. Ext. Agriculture P. G. with one year experience A. K. Singh

Trg P. G. in engineering / Social sciences; 5 years of experience

Rakesh Pandey

Water Resource

P.G. / Ph. D.; experience more than 1 years in same field

Kanhaiya Lift-irrigation P. G. / G/ in engineering; 1 year experience Hitesh Engineering degree; 3 to 4 years of experience Sanjeeda Swa-Shakti

Project MSW; R. D. ; sociology; Orientation training on gender; staff dev. And H. R. D.; exposure with other N. G. O.

Shodhas B. Shah

Finance Department

Professionally qualified; specialised with finance and accounts

Question:- Details of equipment used regularly: Approximate proportion of time spend on operating equipment


Forestry Computer; no time limit


Computer

Harmeet Saini L.I. Co-op. Computer; as required Balalchandra Manna

Rural Energy

Mukesh Agri. Ext. Computer; Occasionally A. K. Singh Trg Computer; 2 hours daily Rakesh Pandey Water Resource Computer; telephone; LCD;

OXP; calculator; four wheeler; two wheeler


Kanhaiya Lift-irrigation Computer; projectors; survey instruments; telephones; calculation; 8 hours per week

Hitesh Surveying instruments; 2 wheeler; Computers; calculators; telephones; fax


Computer; no fix limit

Shodhas B. Shah

Finance Department

Computer; 50% time

Question:- Impact of your role on the performance of your team? Extent of your role influence the result achieved by your team.



7.2 % influence; post makes the difference; control at a point in the chain


Internal and external changes; created space to accommodate networking & platforms to share experience

Harmeet Saini

L.I. Co-op. Charges in ways of functioning and dealing with various areas of co-operating developments; that sustainable co-operative leads to strengthening the organisation as a good organisation.

Balalchandra Manna

Rural Energy R. E. dept. achieve and target 100% to 130% and create awareness on R. E. progress in our NGO & other NGO in rural areas.

Mukesh Agri. Ext. Crop production increased; few villages cropping patterns have been charged; tribal farmers increasing towards commercial cropping slowly

A. K. Singh

Trg Successfully able to administrate Sadguru area; objectives to target group

Rakesh Pandey

Water Resource

Motivation; effective; co-operation; achieve the monitoring target set by us.

Kanhaiya Lift-irrigation Co-ordination, monitoring and proper management help team function effectively; good result means effective role.

Hitesh Working hard, honesty and co-ordinating with people, give good performance in the organisation.

Sanjeeda Swa-Shakti


Project Shodhas B. Shah

Finance Department

Question:- Critical dimensions Name Department Brief Ravi Shankar



Work focus on regional western tribal India; Rajasthan & M. P.; 400 village forest institutions; 20 NGO’s; 4 divisional forest offices; academic funding bodies

Harmeet Saini

L.I. Co-op. No written data but all needs related to co-operated have to be looked at

Balalchandra Manna

Rural Energy Project area –15; training of 3 district in 3 state; number of family –3000; and number of people –18000

Mukesh Agri. Ext. Limited contact with farmers; agricultural messages are spread indirectly to tribal farmers

A. K. Singh

Trg 4 lakh budget; 5 lakh training revenue

Rakesh Pandey

Water Resource

20 checkdam per year budget 40 million Rs./ year. 10 staff, 1000 beneficiaries

Kanhaiya Lift-irrigation Number of persons 6 ; 7 persons budget about 20 million deal with more than 50 persons per week

Hitesh Number of persons 6 ; 7 persons budget about 20-40 million deal with more than 70 persons per week


7 people (staff) approve –10 lakh

Shodhas B. Shah

Finance Department

Question:- Detail about the people you work with – Inside & outside Name Department Brief Ravi Shankar


Inside – staff, other dept. people, clients, public servants, institutions


Communication contact mode of interacting with internal & external people is through one to one; way interaction


Harmeet Saini

L.I. Co-op. Staff, villagers, visitors, researchers

Balalchandra Manna

Rural Energy Regular contact with –workers, beneficiaries, suppliers, Govt. official, NGO, Director of organisation

Mukesh Agri. Ext. Inside- contact with village level women extension working for 30 villages. Outside- seed companies; agricultural universities

A. K. Singh

Trg GO, NGO; academician, consultants, students, farmers inter relational group; internal department

Rakesh Pandey

Water Resource

Irrigation dept.; tribal sub plan of Gujarat; NGOs of Gujarat; sharing information and experiences with dept. and other development; sharing our technical knowledge with people.

Kanhaiya Lift-irrigation Inside- within dept. and other dept. of organisation Outside- exchanging information, persuading people to take a course of action, negotiating dealing with complaints

Hitesh Inside- within dept. and other dept. of organisation, exchanging information, observing queries Outside- exchanging information, negotiating dealing with complaints


With department of people; outside the department, 35 villages; arrival 700 group members

Shodhas B. Shah

Finance Department

Department members; directors of the organisation; with customers, suppliers; with funding agency personnel

Question:- Challenging aspects of your work Name Department Brief Ravi Shankar


Creative in any aspect of work Meet output targets deadlines/ quality standards/ arising from the need consultancy to prioritise or re-prioritise work


Need of making own decisions without specific guidance; need to deal with other people –persuading, negotiation

Harmeet L.I. Co-op. Need to make decision on own, without


Saini specific guidance Balalchandra Manna

Rural Energy Policy; guidance and co-operation with directors

Mukesh Agri. Ext. Single person cannot read all project villages; adaptation of new techniques among tribal farmers, inadequacy of fund and manpower to reach all villages

A. K. Singh

Trg Need to be creative in any aspect of your work; need to deal with other people, need to make decisions independently; need to exercise in depend judgement in solving problems; to meet output targets, deadlines or quality standards

Rakesh Pandey

Water Resource

All five points

Kanhaiya Lift-irrigation To meet output target with set quality standards and that in time

Hitesh All the five points Sanjeeda Swa-Shakti

Project Pressure to meet output targets, deadlines or qualities standards, or arising from the need constantly to priorities

Shodhas B. Shah

Finance Department

All the five points and to meet the requirement of multi funding agencies

Question:- Demands made on you by the role high level of concentration, stress etc. Name Department Brief Ravi Shankar


No physical strain; mental stress is more


N. A.

Harmeet Saini

L.I. Co-op. Mental stress

Balalchandra Manna

Rural Energy N.A

Mukesh Agri. Ext. Mental and physical stress A. K. Singh

Trg Stress

Rakesh Pandey

Water Resource

Attention needed stress

Kanhaiya Lift-irrigation Meet demands of organisation; technical


assistance; visitors for exposure tripe to an project area

Hitesh Technical assistance to other NGO; visitors exposure trip to our project area


N. A.

Shodhas B. Shah

Finance Department

N. A.

Job characteristics: dimensions, indicators and score Based on overall role analysis, discussions and meta analysis the score card is given below: Definitions of dimensions Job Diagnostic questions Total

score Actual score

III. Job dimensions k. Skill variety – the

degree to which a job entails a number of different activities which involve the deployment of the incumbent’s skills and talents


5 4.5

l. Task identity – the extent to which the job entails a complete and discernible piece of work


5 4.9

m. Task significance – how far the job has clear implications for others either in the organisation or community.

This job is one where a lot of other people can be affected by how well the work gets done

5 4.7

n. Autonomy – how far the individual is free to decide about the scheduling of work and how it should be carried out


5 4.9

o. Feedback – the extent to which the employee

The job itself provides very few clues about whether or not

5 4.6


is provided with unambiguous information about the adequacy of his/her performance

I am performing well

VIII. Critical psychological states

g. Experienced meaningfulness of work – how far the job is meaningful and valuable to the employee


5 4.1

h. Experienced responsibility for work outcomes – the extent to which the employee feels responsible for consequences of his/her work


5 4.3

i. Knowledge of results – how far the employee is aware of the effectiveness of his/her work performance


5 4.3

IX. Growth need strength

c. The individuals felt need for personal growth and fulfillment at work

Responders are asked how much they would like a job which involves, e.g. innovation, stimulating and challenging work

5 3.9

X. Outcome variables g. Internal motivation –

how far the individual feels self-motivated to perform well


5 4.4

h. General job satisfaction – an overall assessment of how happy the employee is with his/her job


5 4.2

i. Growth satisfaction – Respondents are asked about 5 3.7


satisfaction with opportunities for personal growth and development

their degree of satisfaction with e.g. the feeling of worthwhile accomplishment I get from doing my job

KEY RESEARCH UNDERTAKEN BY NMSWDF Sadguru is perhaps amongst very few organisations in rural development sector, which has rich tradition of documentation and research. There are large number of areas where it has subjected itself to research and evaluation from outside agencies. Understandably there has been both criticisms and praises. In addition there have been sufficient number of research, evaluation and process documentation work by the organisation itself. A list of such documents by both outside and in house as per the available record are shown below:

Documents on sadguru from 1994 onwards

1. Documentation of the experiences of Sadguru by Dr. Tushaar Shah and Dr. Katar Singh of IRMA (January 1994)

2. Benefit Cost Analysis – Managing the Economics of the Environment by Mr. Robert Mitchell (January 1994)

3. The integrated Approach of NMSWDF and its application in Gandhi Nisarta village by Mr. Benoit Laberge (February 1994)

4. Economics of Farm Forestry : a Case Study in Shankarpura village, District Panchmahal, Gujarat by Balooni Kulbhushan and Katar singh (May-June 1994)

5. Community Management of Natural Resources India Report of the Baseline Monitoring Mission – Mr. Andrew Weir and Mr. Parmesh Shah (August 1994)

6. Study of village : Neemuch by Mr. Hasmukh sonera (November 1994) 7. Baseline and Impact study of village Nimuch by Tasnim Khorakiwala and Dr.

Kusum Dobriyal (December 1994) 8. Baseline and Impact study of village Sharda by Tasnim Khorakiwala and

Kusum Dobriyal (December 1994) 9. Baseline and Impact study of village Chosala by Tasnim Khorakiwala and

Kusum Dobriyal (December 1994) 10. Baseline and Impact study of village Kharda by Tasnim Khorakiwala and

Kusum Dobriyal (December 1994) 11. A study of the ILO-INDISCO Pilot projects of India with special focus on

women and environment by Ms. Sisse Ibsen (March 1995) 12. Community Management of Natural Resources India Report of the Joint

Monitoring Mission – Mr. Andrew Weir and team (April 1995) 13. Natural Resources Management and Sustainable agriculture : Lessons and

Experiences from Eastern Gujarat by V. Ballabh and P. Thomos (May 1995)


14. A Review of the Sadguru Training Institute – Mr. K. K. Singh &Mr. Robert Mitchel (July 1995)

15. A study of the shankarpura LAMPS by Tasnim Khorakiwala & Kusum Dobriyal (August 1995)

16. Forestry and Economic Development : Lessons form the Tribal Belt of Eastern Gujarat by V. Ballabh & P. Thomos (September 1995)

17. Social Forestry Programme – A Success Story by Dr. Kusum Dobriyal (November 1995)

18. Project Documentation on History and Experience Gained : Sadguru Handicrafts, Check dams, Forestry, and Mahila Mandal by Tasnim Khorakiwala & Kusum Dobriyal & Corinne Drumheller (1995)

19. Irrigation – Arresting Distress Migration by Tasnim Khorakiwala (January 1996)

20. In the Hands of Tribal Women by Dr. Kusum Dobriyal (January 1996) 21. A study of social forestry – agro forestry of Sadguru by Dr. Katar Singh and

Mr. Kulbhushan of IRMA (January 1996) 22. Water Resources Development in the Tribal Regions by Mr. Harnath Jagawat

(January 1996) 23. An evaluation Report of Integrated wastelands Development Projects in

Surendra nagar District by Mr. Ashok Singh, Mr. Rakesh Pandey & Mr. Sanjeev Jain (February 1996)

24. Rural Energy Options an Impact assessment of Biogas Village Neemuch by Mr. Ravi shankar & Mr. Tasnim Khorakiwala (February 1996)

25. Comprehensive Study of Water Resources Potential and Planning for the Small Scale Projects for the Tribal Districts of Banswara, Rajasthan by Mr. Rakesh Pandey (April 1996)

26. Watershed Development – a people’s Programme by Dr. Kusum Debriyal (June 1996)

27. Development of Water Harvesting strategy for a Semi Arid Area of Rajasthan Using Deographical Information System (GIS) by Mr. K. K. Gupta (June 1996)

28. Training for Lift Irrigation Co-operatives – A Hand Book by Ms. Harmeet Saini (June 1996)

29. The evaluation Report on watershed Volunteers Training Programme for Jhabua (M>P>) Sadguru Training & Research Institute Chosala by Balwnatkumar Singh and Madhu |Malhotra (June 1996)

30. Watershed Concept – An Experience of Polapan experience by Manoj Kumar Ray (June 1996)

31. Performance and Comparison of Individual portable engines and L. I. Schemes by Narayan Mishra (June 1996)

32. ILO-INDISCO Case Study, Gujarat India by Ms. Manisha Tharaney (August1996)

33. Migration and It’s Impact on Tribal Children by Ms. Manisha Tharaney (August1996)


34. Crossing the Hurdless – The Mahila Mandals by Dr. Kusum Debriyal (August 1996)

35. Comprehensive study of Water Resources Potential and Planning for the Small Scale Projects for the tribal District of Dungarpur, Rajasthan by Rakesh Pandey, K. K. Gupta & Ravi Kote (August 1996)

36. Baseline study of village Kheda by Monitoring Cell (October 1996) 37. Mid – Term evaluation Report of Integrated Wasteland Development Project in

Amreli district of Gujarat state by K. K. Gupta & Mr. Ashok singh (October 1996)

38. Mid – Term evaluation Report of Integrated Wasteland Development Project in Amreli district of Gujarat state by Mr. Ashok singh & K. K. Gupta (October 1996)

39. Base line and Impact Study of Kachumber Faliya by Ms. Manisha Tharaney (October 1996)

40. Base line and Impact Study of Lilva Thakore by Ms. Manisha Tharaney (November 1996)

41. Base line and Impact Study of Raniyar Enami by Ms. Manisha Tharaney (November 1996)

42. Base line and Impact Study of Maghanisar by Ms. Manisha Tharaney (November 1996)

43. Water Resources Potential and Production in the eastern Panchmahal, Gujarat as a part of Ph. D. Study by Mr. Rakesh Pandey (November 1996)

44. Planning for Special Tribal Sub Plan Programme for ITDP, Dahod, Panchmahals, Gujarat. Submited by project Administrator, Tribal Sub Plan Dahod. Mr. Ashok singh & K. K. Gupta (November 1996)

45. Sadguru Handicrafts; empowering Women through Economic Self-Sufficiency by Corrine Drumheller (December 1996)

46. Participatory forest Management workshop Report by Ravi Shankar (January 1997)

47. Harvesting Water for Livelihood – A Project documentation on Check Dam by Tasnim Khorakiwala (January 1997)

48. What Makes a Local Afforestation successful? Lessions from Panchmahal by Tasnim Khorakiwala (January 1997)

49. Orientation to PRA – A Trainers report by Ravi Shanker (January 1997) 50. Mid-Term evaluation report on the Integrated Wasteland Development Project,

DRDA, Rajkot under the Department of Wastelands Development, Government of India by Rakesh Pandey and K. K. Gupta (February 1997)

51. Economic Growth and Sustainable Development ; Micro Perspective for Macro Goals (January 1997) (This was the Paper on Sadguru’s Programme presented by the authors in USA in 1996 Which is produced by us in a book form in February 1997) by V. Bhallabh & P. Thomos.

52. Comprehensive Study of Water Resources Potential and Planning for the Small Scale Projects for the Tribal Districts of Udaipur, Rajasthan by K. K. Gupta & Ravi Kote (March 1997)


53. Comprehensive Study of Water Resources Potential and Planning for the Small Scale Projects for the Tribal Districts of Chittorgarh, Rajasthan by K. K. Gupta & Ravi Kote (March 1997)

54. Irrigation – It makes a difference – A study on Mota Dharola L. I. Co-operative by Dr. Kusum Debriyal (March 1997)

55. Ensuring Sustainability – An Equity Approach to Natural Resource Management by Ravi Shankar (March 1997)

56. Water Harvesting Concept an Experience in Eastern Panchmahal by Mr. Rakesh Pandey (March 1997)

57. Evaluation Report on the Government of India Department of wastelands Development Supported Neem Based by Mr. Ashok singh & K. K. Gupta (April 1997)

58. Evaluation Report on the Government of India Department of wastelands Development Supported Agroforestry by Mr. Ashok singh & K. K. Gupta (April 1997)

59. A Report on Preparatory workshop on Identification and Strengthening Training Aspects in Watershed Development by Balwantkumar Singh & Ravi shankar (May 1997)

60. A short note on People-Centred Development with tangible Results by Corrine Drumheller (May 1997)

61. Towards Sustainability of Irrigation Co-operative by Ms. Harmeet Saini (June 1997)

62. Environment and Sadguru’s Programmes by Monitoring Cell (June 1997) 63. Estimation of Run-off Using Remote sensing Technique, M. Tech (Soil and

Water Engg), College of Agriculture Engineering, J.N.K.V.V., Jabalpur, M.P. by Ashish Pandey (June 1997)

64. Effect of Catchment Discharge on the Design of Check Dams, M. Tech. (Soil and Water Engg(, College of Agriculture Engineering, J.N.K.V.V., Jabalpur, M.P. by Narendra Agrawal (June 1997)

65. Alternative Management styles in Irregation Co-operative by Ms. Harmeet Saini (June 1997)

66. Environmental Restoration Strategies for Area Development - NMSWDF Dahod by Mr. Ravi shankar & Ms. Tasnim Khorakiwala (June 1997)

67. A short note on Women Reforesting their Lands by Corrine Drumheller (June 1997)

68. Training Module for Staff Training to Lift Irrigation Systems by Ms. Harmeet Saini (July 1997)

69. The Sadguru Model of Community – Based Natural Resources Management by Katar singh & K. K. Gupta (July 1997)

70. A Consolidated Training report on Wasteland awareness Training under the Scheme for training & Exchange of Visits Programme (STEP) by Balawant Kumar singh (August 1997)

71. Women’s off-farm Income Generation – A strategy for Sustainable Livelihood (August 1997)


72. Proposal for the Development of small scale Surface Water Resources for the Tribal Sub Plan Areas (T.S.P.) of Rajasthan (August 1997)

73. The Profitability of Vegetable cultivation by Mukesh Ptel (September 1997) 74. Evaluation Report on conservation of Wasteland Development implemented by

Centre for Science and Environment (CEE), Department of Wasteland Development, Ministry of Rural Areas & Employment , Government of India, By Ravi Shankar & Balawant Kumar Singh (September 1997)

75. A report on simulation workshop, organised by N M Sadguru Water & Development Foundation by Sopan Nagargoje (September 1997)

76. A consolidated Training Report on Gram Sevak : Peoples Participation by Sopan Nagargoje (October 1997)

77. Equity in Sadguru’s Programme by Ravi Shankar (October 1997) 78. Equity , Gender & Sustainability in Sadguru’s Programme (November 1997) 79. Gender in Sadguru’s Programme by Usha Vishwanathan & Gayatri Giri

(November 1997) 80. Sustainability of Sadguru’s Programme by Tasnim Khorakiwala (November

1997) 81. Voluntary Initiatives for Tribal Development in Gujarat – a Review by

Sudarshan Iyengar (This study has highlighted Sadguru as a successful professional NGO) (November 1997)

82. Village Forest Institutions – Local Realities and Factors influencing the success in JFM by Ravishankar (January 1998)

83. Mid Term Review Evaluation Report done by Commision of the European Union (January 1998)

84. Comprehensive Planning for Harvesting and Utilisation of Surface water Potential in Limkheda Taluka, District Dahod, Gujarat by Ravi Kote (March 1998)

85. Local Initiatives in Irregation Management (A case study of Raniyar Enami) by Manoj D. Sakte, Surekha B. Jagtap (April 1998)

86. A Comprehensive Report on Field Based Training in Natural Resources Management for Ethiopian participants by Tasnim Khorakiwala & Ravishankar (June 1998)

87. A Brief note on Field Based Training in Natural Resources Management by Melaku G. Michael, Ethiopia (June 1998)

88. Summary of Evaluation Report on Field Based Training in Natural Resources Management by the Participants (June 1998)

89. A Case Study in Matwa Village Dist Panchmahals by Mr. Rajendra Jaiswal. 90. An Experience in Participatory Watershed Development Programme in Dist

Panchmahals by Mr. Rakesh Pandey. 91. Water Harvesting Structures Across the Country by Mr. Rakesh Pandey. 92. Changing Gender Roles in irrigation Management : The Case of Sadguru’s Lift

Irrigation Co-operatives by Dr. Sara Ahmed and Mr. N. Hari Krishna (June 1998)


93. Moving Ahed – A study of Well-Manged irrigation Co-operative by Ms. Harmeet Saini (August 1998)

94. A brief note on – Historical Partnership Between GO & NGO in Gujarat by Harnath Jagawat (August 1998)

95. Revival of Rivers – An illustrative Story of the Revival of several Rivers and Rivulets through an Appropriate and effective strategy in Water Harvesting in the Tribal Regions of Western India by Harnath Jagawat (October 1998)

96. A study on hoghly profitable Tomato crop grown in Dahod of Gujarat by Mukesh Patel (October 1998)

97. Trickle down impact of L. I. Schemes at village Chanasar by Mukesh Patel (December 1998)

98. People’s Afforestation Programme at VIKSAT – Evaluation Report by Ravi Shanker (December 1998)

99. JORDFORSK : Triangular institutional Cooperation Project, Water Harvesting Study. Field report from N. M. Sadguru Project areas on Panchmahal district, Gujarat State, India. (January 1999)

100. Managing for growth and Change. A case study prepared under the Aga Khan Foundation, Canada research Project on the Organisational Management Learning of successful NGOs in South Asia. (February 1999)

101. A comparative study of Common Peol Resource Management with respect to forest and natural regeneration by Ravi shanker & Mr. Yekabbei (field report No. 2) (February 1999)

102. Evaluation Report of CAPART Supported sanitation project implemented by Shroff Foundation Trust in the District of Vadodara & Bharuch, Gujarat by B. C. Manna (June 1999)

103. A Report on Evaluation of CAPART supported project implemented by Shroff Foundation Trust, Gujarat by Ms. Jabeen Jambughodawala (June 1999)

104. Comprehensive planning for Harvesting and utilisation of surface water potential in District Ratlam, Madhya Pradesh. By R. C. Kote (June 1999)

105. The impact of integrated Micro Watershed Development Programme of Sadguru by Mr. Harnath Jagawat (July 1999)

106. Evaluation of CAPART supported Projects constructed by Shre Vivekanand Research and Training Institute, Mandvi, Katch By Rakesh Pandey (9 projects) ( 1999)

107. Evaluation of CAPART supported projects constructed by Aga Khan Rural Support programme (AKRSP) Gadu, Junagarh,Gujarat by Rakesh Pandey (4 projects) ( 1999)

108. Strategic Report – Unfolding our Future (April 1999) 109. Report and strategy on Rural Development Activity of GO- NGO workshop

by Sadguru Foundation (May 1999) 110. Evaluation Report of CAPART supported sanitation project implemented by

Shroff Foundation Trust in the District of Vadodara and Bharuch, Gujarat, by B. C. Manna (June 1999)


111. A report on Evaluation of CAPART supported project implemented by Shroff Foundation Trust, Gujarat by Jabeen Jambughodawala (June 1999)

112. Terminal Evaluation Report, INDISCO – India by International Labour Organisation Office, Geneva (June 1999)

113. Comprehensive planning for Harvesting and Utilisation of Surface Water Potential in District Ratlam, Madhya Pradesh by R. C. Kote (July 1999)

114. The impact of Integrated Micro Watershed Development Programme of Sadguru by Harnath Jagawat (July 1999)

115. The making of NGOs : Golbal Influences and Local Responses from western India. Extracts on Sadguru from Ph. D. Study at Stanford University, U.S.A., by Alnoor Sadruddin Ebrahim (July 1999)

116. A Report on Evaluation of NORAD funded project implemented by VIKALPA, Bolangir District, Orissa, by R. C. Kote and Sunita Chaudhary (September 1999)

117. Report and Strategy on Rural Development Activity of GO – NGO workshop by Sadguru Foundation (Second Phase ) (September 1999)

118. Lessons from South Asia (Experiences, Leanings and Transformation in NRM and Poverty Alleviation) – Compilation of Papers of Mr. Harnath Jagawat (September 1999)

119. Comprehensive planning for harvesting and utilisation of surface water potential for the tribal district Jhabua, Madhya Pradesh by R. C. Kote (October 1999)

120. Strategic planning report - unfolding our future…(April 1999) 121. Report and strategy on rural development activity of GO and NGO

workshop by sadguru foundation. (May 1999) 122. Evaluation report of CAPART supported sanitation project implemented by

shroff foundation trust in the district of vadodara and bharuch, gijarat by b. C. Manna (June 1999)

123. A report on evaluation of CAPART supported project implemented by shroff foundation trust Gujarat by jabeen jambughodawala (June 1999)

124. Terminal evaluation report, INDISCO-INDIA by international labour office - Geneva 9June 1999)

125. Comprehensive planning for harvesting and utilisation of surface water potential in district ratlam, madhya pradesh, by r. C. Kote (June 1999)

126. The impact of micro watershed development programme of sadguru by harnath jagawat (July 1999)

127. The making og ngos : global influences and local responses from western India. Extracts on sadguru from ph. D. Study at stanford university, u. S. A. By alnoor sadguru ebrahim (July 1999)

128. A report on evaluation of NORAD funded project implemented by vikalpa, bolangir district, Orissa by ravi kote and sunita chaudhary (September 1999)

129. Report and strategy on rural development activity of GO-NGO workshop by sadguru foundation (second phase) (September 1999)


130. Rakesh kaushik and James : development of a strategy and market NRM capacity building initiatives of sadguru under the CMNR project initiative, India ( September 1999)

131. Comprehensive planning for harvesting and utilisation of surface water potential for the tribal district jhabua, madhyapradesh by r. C. Kote (October 1999)

132. Summary project outline of self-reliance and empowerment of tribal women in Gujarat and Rajasthan, India . Submitted to ILO, genewa through ILO, New Delhi by N. M sadguru water and development foundation (October 1999)

133. Pictorial documentation of community managed water resources projects executed under the jawahar rojar yojna (JRY III stream) the governemnt of India in Dahod district, Gujarat state, (October 1999)

134. They share river water - an experience of irrigation co-operatives in district Dahod, Gujarat by harmeet saini (October 1999)

135. Why irrigation cooperative success or fail - a comparative analysis by harmeet saini (October 1999)

136. Impression : a compilation of articles/ papers written by various leading newspapers/ magazines on development activities of the organisation (From august 1987 to January 2000)

137. Concurrent evaluation report of NWDPRA project executed by GSLDC in vadodara district by ashok singh and sanjay singh (February 2000)

138. Concurrent evaluation report of NWDPRA project executed by GSLDC in bhavnagar district by ashok singh and sanjay singh (February 2000)

139. A proposal for the community managed water resources development project in dag block of jhalawar district, Rajasthan (february 2000)

140. Training report of training on application of remote sensing in watershed and water resources development ravi kote and pravin bhope (february 2000)

141. Communities initiatives and adaptability of modern agricultural practices : study of bhima lift irrigation cooperative by pravin bhope and mukesh patel ( March 2000)

142. Women's participation and decision making in the management of the key natural resources mainly land and water by harmeet saini. Paper submitted to international water management institue, sri lanka (March 2000)

143. A study entitled "appropriateness of agricultural technologies" by b. N. .hiremath, k.v. .raju and anil Patel as a part of international study on 'Rural Livelihood Systems'. (March 2000)

144. A study entitled "impact of community water harvesting structures on rural livelihood system in semi-arid region of India" by Anil Patel and b. N. Hiremathb(March 2000)

145. A study entitled "seasonal migration and rural - urban interface in semi arid tropics of Gujarat: study of tribal villages" by umal rabi and h. S. Shylendra (March 2000)


146. A study entitled " human development through 'Micro trickle-down': case of a development intervention in a backward village of Gujarat by SWDF " by h. S. Shylendra, uma rabi, mukesh r. Patel (March 2000)

147. "conservation and development for environment forum in western forum in western India " by department of environment and forestry (March 2000)

148. Socio economic profile of Dahod district - paper by harnath jagawat (March 2000)

149. "lessons from south asia - experiences, learnings and transormation in NRM" - compilation of papers by Mr. Haranath Jagawat (1986-2000)

150. "coping with drought - macro level situation and micro level solutions (experience of NGO - NMSWDF) " by harnath jagawat (March 2000)

RESEARCH STRENGTH OF NMSWDF As can be seen from the organisation structure that the management of Sadguru lays a high priority on the research work. It has a full time trained staff who is suppose to specifically look after research and evaluation. Sadguru also has a tradition where by individual departments propose and undertake their own research. A close interaction with the erstwhile monitoring and evaluation officer as well as other heads of the department together suggests that inspite of laying down sufficient importance to research and documentation, it has not yet created the desired culture of research in the organisation. It was however heartening to note that there was a strong willingness to do so by the staff provided the management agrees to create such a culture of research and documentation. One of the directors (Mr. Harnath Jagawat), however has an inherent fear that by bringing the culture of research, Sadguru’s importance in the field as implementing agency may become weak. Paradoxically from the available documents and the list of publications it was found that Mr. Jagawat himself has contributed a large number of articles by way of process documentation and experiences in several areas of NRM. BASIC AREAS WHERE RESEARCH INPUTS WERE REQUIRED The staff profile of Sadguru has great potentials of carrying out research that are both Action as well as Empirical in nature. While they have extensively explored and exploited their empirical research potential sufficient attention has not been given to action research areas. Keeping in view the above matter as well as on the basis of the detail scanning undertaken following are some of the points emerged after the analysis. 1. The organisation has very strong potential for identification of interdisciplinary

core research team. The main function of this team is to initiate, encourage review and evaluate various in-house as well as research proposals that is generated/ received in the organisation. This will lead to a meaningful study of


the organisational requirement with focused analysis. The team can also prioritize the research topics of the organisation.

2. The core team needs to focus on both maintaining the existing systems and

potentials of the organisation, as also look beyond in providing and setting up comprehensive development parameters and packages for both theory building and action oriented research. To that extend inputs are required in facilitating them towards collective thinking and participatory problem formulation.

3. Inputs in quantitative analysis and application of statistical methods. 4. Identification and priortising research issues 5. Undertake action research work

NMSWDF SCAN PROFILE AT A GLANCE

Analytical Experimental Research Research Research Community Team Organisation Formation Empirical Applied Research Research Participatory Research Research Networking Qualitative Analysis Participatory Case Problem Study Formulation Method Process Quantitative Documentation Analysis