Project Title : Understanding

Organisation
Organisation : Professional
Assistance for
Development Action
(PRADAN)
By
Ashim Kumar Roy (24005)
Jitendra Kumar Nayak (24013)
Ravi Kant Tirkey (24029)1
Synopsis
 Objective
 Methodology
 Scope of study
 Evolution and Growth
 Mission of the Organisation
 Strategies adopted
 Key Activities
 Performance
 Design of the Organisation
 Culture
 Roles and Responsibilities
 HR Policies
 Finance
 Concerns
2
Objective

 To develop a broad understanding of the

organisation and and to learn the different
aspect that affects its functioning

3
Methodology
 Sources of Data
 Primary Source
 Focus Group Discussion with team members in specific
locations
 Interview and discussion with PD and senior staffs of
HRD unit
 Secondary Source
 Reports
 Records of Activities
 Annual report
 Website of PRADAN

4
Scope of Study
 Study confined to specific locations of PRADAN
(Alwar, Dholpur and Sar Mathura) and insights
provided by HRD unit in New Delhi

5
Evolution
 Established in 1983
 Registered in NCR, Delhi under Societies of Registration Act
 Started by Mr. Vijay Mahajan
 Started as a consultant to voluntary agencies
 In 1986- direct intervention in rural development and
recruitment of professionals from IITs, IIMs
 1985-86 : It moved into business activities in Agriculture, Tasar,
Poultry and Mushroom by forming SHGs, CIGs and
Cooperatives
 1997, spin off of PRADAN, Tamil Nadu as Dhan Foundation
under the leadership of Mr.Vasi Malai

6
 Growth
Duration Approach Area Funding Activities
1983-86 Consultancy Rajasthan, GOI Consultancy
based MP (Ministry of Rural
Development) and
Ford Foundation
1987-2001 Sectoral / Rajasthan, ICCO, Ford Micro finance,
Thematic MP, Orissa, Foundation, Aus NRM,Irrigation
based WB, Bihar, Aid, SIDA, WFP, Project and
Chattisgarh, SRTT, UNICEF, Technical and
DPIP,CAPART Managerial
Jharkhand.
support
2001 Area based Rajasthan, Additional funds Integrated
onwards MP, Orissa, from European rural
Bihar, WB, Union, Japan development
Jharkhand Embassy, CSB with above
and NABARD livelihood
and
Chattisgarh. activities
7
Mission of the Organisation
 Mission Statement
 “Impacting Livelihood to Enable Rural
Community”
 Understanding mission
 Impacting livelihood
 Addressing rural poverty directly through livelihood
activities
 Livelihood intervention in local context
 Enabling community
 Organise people to improve bargaining power and
capacity to deal with outside mainstream system

8
Strategies Adopted
 Follows a broad “area saturation approach” focused
on creating sustainable livelihood on a large scale
 Mobilise programme funds from govt. programmes
and financial institutions apart from funding
agencies
 Professionals directly work with the communities
 Promote livelihood by forming SHGs,CIGs and
Cooperatives
 Establishing models and replicating it.

9
 Key Activities
 Promote women SHGs and linking them to commercial banks to
enhance the saving and borrowing power.
 Promote income generating activities for rural poor in agriculture,
poultry, tasar silk and other non- farm economic activities.
 Provides services to the poor in support of these income-
generating activities through service units and centres
 Undertakes projects for promotion, renovation and maintenance
of irrigation systems, and of natural resources
 Provides technical and management assistance to similar
voluntary agencies, institutions, government department and
funding agencies involved in rural development.

10
 Performance
 16000 new households in 410 villages benefited in year 2002-03
 By March 2003,5209 SHG were formed with approximately Rs.80
million mobilized through bank linkages and savings within SHGs.
 Two of its successful models, Tasar sericulture and poultry covers
1876 families and 600 families respectively, generating an annual
income of Rs.5000-7500/families.
 Till March 2002,it had implemented 689 irrigation projects in 13
districts in five states, benefiting over 22,000 poor families by
irrigating 25,000 acres in winter alone.
 Took up watershed development as the Project Implementing
Agency in 19 micro watershed across three states under National
Watershed Development Programme of GOI.

11
Design of the Organization
 Structure
 Three tiers structure with Executive Director,
Programme Directors and Team Leaders
 Span of control in teams ranging from 1: 5 to 1: 9
 Organisational Tree
 Size
 165 personnel, including 109 professional and 56
assistants, working in 20 teams across 7 states.
 They are working in 1710 villages in 65 blocks and 23
districts.
 Organization is growing at the rate of 16 percent per
annum.

12
Culture

 The informal relation among the employees

and freedom to work is cherished
 Stories of exemplary commitment float in the
organisation
 Long hours of work is considered a matter of
pride.

13
Roles and responsibilities

 Development Apprenticeship
 Exploration (2 months)
 Learning through doing (10 months)
 Project Executive
 Group formation
 Linkages
 Project implementation
 Team Leader
 Planning
 Liasoning
 Coordinating
 Monitoring

14
Roles and responsibilities
(Contd..)
 Programme Directors
 Networking
 Fund Raising
 Planning
 Monitoring and Coordinating
 Executive Director
 Fund raising
 Networking with higher bodies (Govt./ Non. Govt)

15
 Organisational Tree
Governing Board
Executive Committee Executive Committee

Executive Director

PD-1 PD-2 PD-3 PD-4 PD-5 PD-6 PD-7 PD-8 PD-9

Co m
n u
su
lta For
tiv ve
ti
eF
or u lta
um TL-1 TL-2 TL-3 ns
Co

PE-1 PE-2 PE-3 PE-4 PE-5 Back

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

16
HR Policies
 Recruitment & Training
 Initially recruited as development apprentices
 Only post graduates or professional courses
 Spends around 1 crore annually on training of
professionals and apprentices
 Performance Appraisal
 Team based appraisal system both for apprentices and
professionals
 Rewards and Incentive
 Promotion based on seniority
 Salary based on rolling pay system

17
Finance

 Corpus and Capital fund of 6.38 crore

 Shift of funding from- Programme based funding to
Organisational funding
2000 2001 2002 2003
No of Indian 5 7 10 12
Funding
Agencies Overseas 9 3 8 3

Income (in Rs crore) 3.51 4.20 4.38 7.43

18
 Finance (contd…)

 Analysis of Expenditure

Cost Centre % of Total Expenditure

Development support 30.50
Programme investment 28.12
Programme management 14.35
Internal human resource development 13.42
Organisational Overheads 5.05
Building peoples capacity 4.88
Research & Documentation 3.65

19
Concerns
 Not finding skilled professional to lead teams.
 Crisis of leadership in middle level
 Planning, Implementation gets affected
 Affects team building
 Turnover rate for apprentices is around 60 percent,
while for executives, it is 33 percent.
 Recruitment of personnel of any background at
same level
 Cream people leaves
 Career path not clear for senior professionals.
 Mainstreaming-how effective?
 Who will be the next Executive Director?

20
Thank you

21