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1. INTRODUCTION

Aga Khan Rural Support Programme (India), AKRSP (1) is a non- denominational and non-government

development organization (NGDO). It started its activities in the state of Gujarat. It's an integral part of the

world wide Aga Khan Development Network (AKDN). The Aga Khan network as shown in figure I suggeststhat AKRSP (1) as a part of the social development initiative of AKDN.

Figure 1: Aga Khan Development Network1

The Aga Khan Development Network (AKDN), in its social development network, comprises four agencies

working in different sectors i.e. health (Aga Khan Health Services), education (Aga Khan Education Services),

habitat (Aga Khan Planning and Building Services) and livelihood enhancement (Aga Khan Rural Support

Programme). AKRSP (1) today works in 475 villages in Gujarat reaching out to over 40,000 households.

AKRSP (1) is mainly into livelihood enhancement programme and the approach it adopts is a participatory

approach.

1www.akdn.org/akf/akfannual2002.pdf

1

Aga Khan Trust for

culture

Aga Khan health services

Aga Khan education services

Aga Khan planning and

building services

Aga Khan rural support

programme

Tourism promotion services

Media services

Aviation services

Financial services

Industry promotion services

Education andcultural

programme

Historical sites

support

programme

Aga Khan award

for architecture

University of CentralAsia

Aga Khan UniversityAKF

AKF forEconomic

Development

Economic Development

Social Development

Culture

AKDN


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1.1. Objective of the study

1. To develop an understanding of what the organization is as well as its evolution.

2. To study the structure and functioning, resource mobilization, strengths and weaknesses, stakeholders and

organizational strategies.

3. To understand the external forces that influences the organization so as to find out its opportunities and

threats.

1.2. Methodology and Data Sources

Both primary and secondary sources of data were used for the study. The main tools applied for the study are:

Direct Observation of day-to day-activities of the working of the organization.

Interviews with the staff of AKRSP (1) at various levels of hierarchy viz. the CEO, the Department Heads,

Development Associates, Area Managers, Cluster Managers, Programme specialists and community organizers

in the Surendrangar and Bharuch programme areas ofAKRSP (1).

Focused Group Discussion of the staffs in order to get a know how of the various issues related to the

organization.

Secondary source: AKRSP (1) documents, books, and internet.

1.3. Scope and limitation of the study

The area offices of Junagadh, Kutchh and Nimar district could not be visited. Hence, the study includes the

insights obtained from the area offices at Surendranagar and Bharuch. The functioning of the head office was

observed during the beginning and concluding sessions of OTS with CEO of the organization. No interaction

could be held with the trustees as most of the time, during the OTS, was spent in the field. Hence, due to paucity

of time, meeting with the trustees was not possible.

2. ABOUT THE ORGANIZATION

History of the Organizational

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AKRSP (1) was started with the support of His Highness, the Aga Khan who during his visit to Gujarat in 1983

announced the initiation of the programme and gave a corpus for the same. In 1.984, the programme was

registered as an NGO under the Section 25 of the Companies Act. The operational expenses of the organization

including the salaries of its permanent employees are met by this corpus. Besides, AKRSP (1) receives long

duration one time funds from European Commission (through Aga Khan Foundation, AKF). It also receives

funds from state, national and international agencies for its programmes.

In 1984, AKRSP (1) started its work in the 3 selected backward areas of Gujarat state which were Bharuch

(rainfed district), Surendranagar (drought prone) and Junagadh (coastal districts). It promoted income

generating activities and not welfare programmes such as those related to health and education. Till 1994,

AKRSP (1) implemented its development programmes through the formation of Gram Vikas Mandals as the

village level institutions.

From 1994-2001, AKRSP (1) received a grant of 11 million Euro from European Commission under the

Community Management of Natural Resources (CMNR) Project. The evaluation of CNINR in 2001 showed

that the funds invested had a high rate of return in terms of rural incomes. This was the period when the

Surendranagar programme area which was a drought prone area emphasized at the formation of Watershed

groups. The vision of AKRSP (I) for this programme area was "zero run-off' vision. It meant that not even a

single drop of rainwater should move out of the geographical boundaries of the programme area. It was done

through the focus on building up of water harvesting structures like check dams, rain roof water harvestingstructures etc.

Since 2002, AKRSP (1) is a part of a 10-year project called Sustainable Community Based Approaches to

Livelihoods Enhancements (SCALE). The European Commission has approved a grant of Euro 25.5 million for

the same. The grant will contribute towards a long-term programme to enhance and protect livelihoods of

disadvantaged rural populations in resource poor areas of central-west India, where nearly 100 million people

depend on a rapidly degrading natural resource base for their livelihoods.

As of now AKRSP (1) is concentrating on the formation of village development communities (VDCs) to

overcome the flaws present in the Gram Vikas Mandal structures. It is, thus, a good example of "learning by

doing". The GVMs catered more to the affluent people of the society whereas VDCs include the participation of

all the stratas of the society. The VDC contains two representatives of the Self Help Groups and the Mahila

Vikas Mandals so as to increase the participation of the underprivileged section of the society. The box 1 is a

case study on the effect of the water management programme of AKRSP (I).

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Vision

There are those who enter the world in such poverty that they are deprived of both the means and the

motivation to improve their lot. Unless they can be touched with the spark which ignites the spirit of individual

enterprise and determination they will only sink into apathy and degradation and despair. It is for us, who are

fortunate, to provide that spark.

His highness, the Aga Khan

Based on the vision seen by Aga Khan, the vision statement of AKRSP (India) was framed which is AKRSP

(I) can contribute in India to the creation of an enabling environment in which rural people can identify their

needs & priorities and with the professional support, organize themselves to improve the quality of their lives.

Mission

1. To enable the empowerment of rural communities and groups, particularly the underprivileged and

women.

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Oasis in drought-hit Saurashtra

Three years after they had accomplished the impossible - building their own checkdams

with money borrowed from the banks, - the people of Devgadh at Mendarda taluka of

Junagadh are sitting pretty while the rest of Saurashtra reels under drought. Like any other

village in north Gujarat and Saurashtra, the people of Devgadh did not think twice before

installing diesel sets to pump out ground water in the mid-eighties and early nineties. In a

decade, the pumps ran dry. The people realised they were responsible for the situation.

For a village that did not even have a primary health centre and with just 650 odd residents, the task wasenormous. However, there was no looking back. The villagers founded the Devgadh Gram Vikas Mandal and

approached the block officers of the Aga Khan Rural Support Programme who promised to partially fund their

project.

They decided to commission two check dams in the first year - 1996. They pooled in about Rs 45,000,

deposited the money with Dena Bank and took a loan on that deposit. Management committees, supervisory

and legal committees were formed and rich farmers pledged to give water for construction.The not-so-affluent

farmers and their families chipped in with free labour. By the end of 1997, the dams were built and with the

two subsequent monsoons of 1998 and 1999, they had enough water to recharge all the sub-terranean sourcesthat had run dry. Even in 1999, although the rainfall was not very good, the dams did manage to collect some

water. `Today Devgadh is reaping the harvest,'' says Narendra Matalia of AKRSP.


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2. To take control of their lives and manage their environment.

3. To create a better and more equitable society

Core values

1. Equity : It means equal opportunities to access and control

2. Participation (team work): It aims to give equal opportunities to inputs.

3. Environmental concern : It signifies concern for not only natural resources but also human resources.

4. Professionalism : It means efficient and effective in performance with required competencies along

with commitment, integrity and honesty.

5. Excellence : Excellence in terms of quality, precision, efficiency, growth, sustainability and equity.

6. Sustainability : It means the ability of the beneficiaries to maintain the project interventions and

sustain the process of development.

2.1Philosophy of the organization

1. NGOs cannot replace the state as it is the major actor in rural development in terms of coverage and

resources, but prepare models of participatory, bottom up approaches of development.

2. NGO should focus on a particular functional area to have a substantial and sustainable impact of its

work.

3. Focus at the local (village) level is not sufficient as rural livelihood is also influenced by factors at

the state, national and international levels. Hence , working only on micro level is not sufficient.

2.2Strategies adopted by the organization to achieve the objectives

Based on the philosophy and mission of the organization, the following strategies have been adopted by

AKRSP (I)

1. AKRSP (I) will focus on the enhancement of rural livelihood and will not work in areas rural health

and education issues so as to have a substantial impact in this functional area.

2. AKRSP (I) believes in a learning process approach wherein it is continuously learning through

doing.

3. AKRSP (I) employs professionals of multiple disciplines to work together for enhancing livelihoods

because it believes that the poorest communities require the best inputs.

4. It decided to work on a two-way approach i.e. both at micro as well as macro level interventions to

create an enabling environment to improve the livelihoods.

Figure 1: Two pronged approach of AKRSP (I)s strategy

5

SUSTAINABLE RURAL DEVELOPMENT

MICRO: Field

implementation andcommunity

development

MACRO: Policy

Advocacy, Capacity

Building, Training,

Research


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Micro-level interventions

It includes field implementation and community development. Field intervention strategies include more of a

participatory approach. Participation of rural people is done at every stage from the selection of the project to its

design, implementation and management. The projects also involve contribution from the community where the

projects would be implemented. Contribution is given in terms of cash, kind, labour etc. This kind of

contribution in the project increases the stake of the members in the project. They, thus, have a sense of

belongingness, relatedness and ownership in the project and are more willing to take up the responsibilities of

the project in terms of its management and maintenance.

AKRSP(I) provides necessary skills and training to the village institution members to increase their

participation and empower them so that they would be able to carry out the functioning of the project without

the assistance of AKRSP(I). The support of the organization is channelized through the village institutions. To

deal with the gender issues in development the organization adopts a more sustainable approach called gender

and development. Here, women are treated not only as the beneficiary in the project but they are considered as

the development agents. The NGO always ensures that the benefits reach to the women in an equitable manner.

Participatory rural appraisal techniques are used for the initial assessment of the village conditions and increase

the participation of the village institutions members. The organization takes the help of its committed staff and

field level extension volunteers (Para workers) to achieve the above-mentioned results. Broadly, AKRSP (I)s

work can be categorized into Human Resource Management (HRM) and Natural Resource Management

(NRM).

2.6.1.1 Human Resource Management (HRM)

1. AKRSP (I) works through Village institutions to enable communities to participate in and have a sense of

ownership over the development process and activities.

2. A Gender and Development approach provides opportunities to empower women and encourage equality.

3. The savings and credit programme creates a saving system, which provides credit for village development

activities.

2.6.1.2 Natural Resource Management (NRM)

The natural resource management programme provides rural people with the access to the knowledge and

material inputs for the cost effective and environmentally sustainable ways to improve yields from the water,

land and forest resources.

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2.3Selection of programme area

In alignment with its mission statement (of working for underprivileged), environmentally degraded areas of

Gujarat have been selected as the programme area for the working of AKRSP (I). The various areas selected for

the same are environmentally, ecologically and social economically very distinct from each other. Hence, the

problems are also distinct creating a need for adoption of different approaches for different areas. The annexure

2 provides an overview of the demographic profile and land use classification of the programme areas while

annexure 3 shows the geographical location of the programme areas. The distinct characteristics of the different

programme areas are shown in table

Table1: Comparison of the programme areas of AKRSP (1) on various parameters'

Parameter

s

Bharuch Surendranagar Junagadh Kutch Khandwa

Field office Netrang Sayla Gadu Anjar Nimar

Society Homogenous

tribalpopulation

Multi-caste

society withcaste conflicts

Multi-caste

society

Mostly tribal

population

-

Economy One of thepoorest block

Poor, droughtprone area

Large number ofcommercial

farmers

Not muchdeveloped

Mostunderdevelope

d block

Natural

resource

base

Good, but

undermanaged

Poor, soil lesser

fertile, waterscarcity due to

droughts

Over exploitation

of naturalresources by the

rich farmers

Not rich in

water as anatural

resource

Medium

Focus

areas

Incomegeneration,

Increasing

developmentproductivity

and micro-

enterpriseagricultural

Droughtmitigation

through water

managementand suitable

agriculture.

Micro-irrigationto reduce effects

of salinity ingress.

Droughtproofing,

capacity

building

Land and waterconservation,

farm forestry,

explorealternative

sources of

energy.

Annual Progress Report, 2003, AKRSP,

2.4Programmes of AKRSP (1)

The following programmes' are being, undertaken by AKRSP (1) as of now

Micro Enterprise Development

It is being promoted at the village level as an income generating plan for the villagers. They art, given access to

loans to start up their enterprise. Together with financial support they are also given training and access to

information about the various activities involved in the enterprise.

Drinking Water

Rain roof water harvesting system is being adopted to conserve rain water that can be used during drought

season.

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Prevention of Salinity Ingress

This is implemented in the coastal tract of Junagarh district which is facing the problem of seawater ingress

spread over 1-15 km inland. The average rainfall in the area is 700 mm and however, the natural recharge of

groundwater is very low. Such a situation has occurred because of increase in the number of diesel pumps and

electric motors, due to which there has been rapid increase in the number of wells and tube-wells along the

coast

Gir Periphery Area Management

AKRSP (1) started this programme in 2000-2001and the two main objectives of the programme are

conservation of Gir and livelihoods enhancement of the two communities i.e. Siddis and the Maldharis. It also

focuses on capacity building of the people.

Water Resource Development (VVRD) Programme

It includes renovation; deepening and widening of upstream of old water harvesting structures, which is less

costly and welcomed by farmers. In villages, where there is no natural stream, farm bund (stone/earthen) may

be constmeted to harness the farm water. Well se4ling activity will be one step forward, in direction of groundwater use regulation policy work.

Source: Annual Progress Report, AKRSP, 2003

Water Use Efficiency

AKRSP (1) has been promoting efficient water use devices like drip irrigation system and sprinkler irrigation

system. Promotion of extension volunteers (EVs) in implementation of Drip system installation resulted in

effective and prompt coverage of area under efficient irrigation, particularly in horticultural crops. In current

drought year, this irrigation protected the survival of crop, ensuring optimal water application, from existing

fresh water quantum available. It also protected livelihood of farmers, because it is a cash crop.

Watershed Plus

The period of 1990s when AKRSP (1) was working under the Community management of natural resources, itfocused on the formation of watershed structures with a "zero-runoff vision". Later, after getting, the SCALE

project, it emphasized on watershed plus activities like credit provision, water resource development, savings

and promotion of collective marketing among the poor.

Earthquake Rehabilitation

AKRSP (1) in response to the tragic earthquake in Kutch in 2001 volunteered to work for rehabilitation. Its

Sayla Spearhead Team (Surendranagar) became storehouse and conduit for relief material for NGOs in

Saurashtra while Ahmedabad office was used for initiating proposal appeal for funding. In the rehabilitation

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phase, Abhiyan - an NGO Network - requested AKRSP (1) to provide technical support for activities like dam

construction.

Participatory Irrigation ManagementGovernment had taken up various irrigation projects in the AKRSP (1)

programme area but much effects could not be brought about due to its more top down approach. Participatory

irrigation management is about involving people in the irrigation programmes and gradually reducing the role

of AKRSP (1) in it so that people can take complete control of the programme.

Drought Coping

AKRSP (I) is trying to address drought situation in Surendranagar where there has been continuous droughts

over years. Drought has affected the small and marginal farmers and landless very much by way of shortage of

food-grain, increase in fodder price, scarcity of drinking water and increasing migration to other areas. AKRSP

(I) has responded to the situation through long term interventions like water resource development, land

development, horticulture etc. and relief works like employment generation, supply of food-grain, water and

agriculture inputs etc.

River Basin Management

The present intervention is being carried out to revive the Meghal river through interventions like dripirrigation, ground water recharge, improved agriculture practices and increasing awareness among people.

Gender

Initially, AKRSP (I) adopted the 'Women in Development' approach. Specific programmes were directed at

women to enhance their skills, resources and confidence. Yet, the mainstream programmes of the organization

did not seek any direct participation from women. In 1993, with a change in leadership, the organization

revisited its goals and made concerted attempts at strengthening and institutionalism- gender and equity

concerns in all programmes. This led to a change in the policy from that of 'Women in Development' to that of

'Gender and Development'. This policy implied that the focus was now not only on women but also on relations

of power, roles and responsibilities of men and women. The box 2 illustrates the impact on women due to the

intervention of AKRSP (1).

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Commanding respect

We are here and we will make you all hear us, shares Zubiben, a Siddi women from Sirvan village in

Junagadh, she had gone to a bank for opening an account of her group. As she was illiterate, the banker

treated her harshly saying, If you dont know how to read and write, you can leave.

Hurt by the above incident Zubiben shared the event with AKRSP (I). I want to learn to fill a bank slip,

please teach me. She was helped by the institution organizer to read and write. After working hard for 3

months; she finally translated it. She then went to the same bank again, took a slip went to the banker and

filled the slip in front of him. Is it right or wrong? she asked the banker. He was silent. She proudly told

him,Dont underestimate us, if somebody teaches us we are always willing to learn


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2.6.2. Macro - level interventions

It is also referred to as the outreach activities of AKRSP (1). The macro-level support activities of AKRSP (1)

compliment the rnicro-level HRM and NRM programmes. Macro level interventions entail the following set of

activities

1. AKRSP (1) services provides training and capacity building to share expertise among staff as well as

villagers, NGOs and government.

2. Policy advocacy through working, with the other NGOs and government is an important component of

AKRSP (1) work.

3. The Research and monitoring branch conducts research and documents programme results to guide AKRSP

(1)'s progress.

2.5. Configuration of strategic development in AKRSP (1)

The configuration of strategic development indicates the various forces that influence the strategy of an

organization and the extent of influence of these forces on strategic development. The figure 3 depicts the

various forces viz. Planning, Incremental, Command, Cultural, Political and Enforced choice on a three point

scale where one indicates low influence; two indicates medium influence and three indicates high influence.

Figure: Configuration of strategic development in AKRSP (I)

Enforcedchoice

Planning

Command

Cultural

Incremental

Political

High

Medium

Low

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2.7.1. Planning

The organization as other NGOs depends on the donor agencies for its funding. Hence, it has a proper planning

system. Periodic budgets are prepared so as to meet the targets given by the donor agencies. As such AKRSP

(1) doesn't have any grant scarcity but still in order to maintain this competitiveness it lays due importance on

planning.

2.7.2. Incremental

AKRSP (1) is a learning organization that aims at "learning by doing". Hence, it is high on incremental which

mean that the organization shows gradual changes in its strategy in reaction to the environment. Strategic shift

or sudden shocks seldom take place in the organization.

2.7.3. Command The presence of a charismatic leader, Apoorva Oza (CEO), ranks the organization high on

command. Though he is not an authoritative kind of person and believes in participator), approach, still he

knows how to get the things done.

2.7.4. Cultural

The influence of culture is high in the organization as employees share common beliefs and ideas. The vision

and mission is also shared commonly in the organization. Such sharing helps developing strong culture in the

organization where nobody is "sir" or "madam". People are called by their first name adding "Bhai" or "Ben" at

the end. People have the freedom to put across their ideas without any hesitation.

2.7.5. Political

Political grouping of different interest groups are not very prominent in the organization. Hence, power groups

don't exist in AKRSP (1) and it is said to be low in political influence.

2.7.6. Enforced choice

The strategies of AKRSP (1) are not enforced upon them directly. But a closer look to the organization suggests

that the strategies of AKRSP (1) are influenced by the targets given to them by funding agencies. European

Commission which gives periodic funds to AKRSP (I) influences the strategy of the organization to a

considerable extent. Hence, it has been put medium on enforced choice.

2.6. Stakeholders

2.8. 1. Board of directors

The first chairperson for AKRSP (1) was Dr. Verghese Kurien, the then Chairperson of NDDB, and father of

white revolution in India. The Board of Directors plays a major role and is drawn from the development,corporate and the research sectors. There are ten board of directors out of which four are female members.

Table 2: List of the board of directors of AKRSP (I)

Name Designation Occupation

1. Mr. Naseer M. Munjee Chairperson Managing Director: IDFC Ltd.

2. Dr. Kamla Choudhury Director Trustee: Vikram Sarabhai

Foundation

3. Dr. Naushad I.

Padamsee

Director Managing Director: Eagle

Flask Industries Ltd.

4. Ms. Hameeda Allana Director President: National Council for

India

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5. Ms. Madhu Sarin Director Programme Advisor: SPWD

6. Ms. ELA Bhatt Director Founder: SEWA Foundation

7. Mr. Akbar Ali Merchant Director Business Leader

8. Mr. David Nygaard Director Programme Director (Rural

Development): Aga Khan

Foundation

9. Mr. Deep C. Joshi Director Programme Director:

Professional Assistance for

Developmental Action

(PRADAN)

10. Mr. Apoorva Oza Chief Executive

Officer

Chief Executive Officer,

AKRSP (I)

Source: Annual progress report 2003. KRSP (1) and Designation MunjeeeChairmanDrectorDr.PadamseeDi

Byomkesh,Organizational Traineeship Segment

Report, IRMA.

2.8.2. Beneficiaries

The beneficiaries of AKRSP ([) are the poor and marginalised people who are socially and environmentally

under-privileged. The beneficiaries include the rural people residing in the programme areas of AKRSP (I)

which Constitute of the most backward districts suffering from unavailability and inaccessibility of natural

resources due to droughts, salinity ingress etc.

2.8.3. Funding agencies

The major sources of fund for AKRSP (1) has been shown in the table 3

Table 3: The major sources of funds for AKRSP (I)

1. Name of

Funding AgencyAddress Purpose for Which Fund Was Given

European

Commission

(Through Aga

Khan Foundation)

6, Bhagwandas

Road, Sarojini

House,

New Delhi-110001

SCALE Project

Ford Foundation 55, Lodhi Estate

New Delhi-110003

Endowment fund. Interest from that

fund is used for research and monitoring

purpose only.

Sir Ratan Tata

Trust

Bombay House

Fort

Mumbai

Project based. At present it has given the

fund for salinity ingress prevention

programme.

Government of

Gujrat

Gandhinagar For various projects.

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Employees

The total number of employees in AKRSP (I) as of now is 177 out of which around 15 % are female employees

and 30 % of the total staffs are professionally qualified people in various areas like rural management,

engineering, forest management, agriculture, animal husbandry, social work etc. AKRSP (I) appoints people

both as regular staffs and on contract basis. The break up of contractual as well as regular employees in AKRSP

(I) is shown in table 3.

1.2.1.

1.2.1.

1.2.1.

1.2.1.

1.2.1.

1.2.1.

1.2.1.

1.2.1.

1.2.1.

Regular Contractual Total

Central Office 27 4 31

Gadu 27 1 28

Netrang 48 7 55

Sayla 31 9 40Bhuj 4 3 7

Anjar 3 4 7

Madhya Pradesh 3 6 9

Total 143 34 177

The area wise break up staff strength including the head office, area office and cluster office has been shown in

the form of a pie chart in the fig. 2

Figure 2: Area-wise break up of staff

Staff Area-wise

Junagadh

19%

Kutch

7%

Ahmedabad

19%

Surendrana

gar

22%

Bharuch

33%

Mishra, Byomkesh, Organizational -Traineediip segmentaddressBhagwandas

SarojiniHouseDelhi-l10001EstateEndowomentforBombayHouseGovernmentGujaratGandhinagarprojects

Report, IRMA.

Table 4: Staff break up, regular and contractual wise

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3.0ORGANIZATIONAL STRUCTURE

Figure 3: Organogram of AKRSP (I)

3. The strategy of AKRSP (I) is to work through village institutions and aim at capacity building of the people

rather than acting like a funding agency. Hence, AKRSP (I) has planned its structure in a way to achieve its

goal more efficiently. The head office of the organization is situated at Ahmedabad under which there are

five area offices or the spear head teams in five different districts. It is, generally, one in one district. The

cluster office is based at the taluka level through which the field implementation programme is carried out.

The community organizers are directly involved in maintaining links with the farmers. Based on the

Minzberg model, the organization can be divided into five parts:

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CENTRAL OFFICE

Chief executive

Organization Support

system

Finance

Administration

HRD

Functional & Logistic

Development support team

Field support associates

Policy advocacy services

Research & Monitoring

SPEARHEAD TEAMS (AREA MANAGERS)

Finance and administration

Research and Monitoring

Programme Specialist

CLUSTER OFFICES (CLUSTER MANAGER)

Community Organizers Programme assistants

Village communities

DONORS

MEDIA

Other

Networks

Government

agencies

Other NGOs

Research and

training

institutions

Chairman

Board of Directors


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1 Strategic apex: The CEO of the organization who is charged with the overall responsibility for the

organization

2 The operating core: The community organizers who perform the basic work related to the

production of products and services.

3 Middle line: The area managers and the cluster managers who connect the operating core to the

strategic apex.

4 Techno-structure: Development associates, programme specialists and accountants who are

responsible for affecting certain forms of standardization in the organization.

5 Support staff: The support staff include the secretaries, drivers, peons, etc who fill the staff unit and

provide indirect support to the organization.

Dimensions of the organizational structure

Formalization

Formalization is high because the roles and responsibilities of each stakeholder are clearly mentioned in the

manual of the personnel and administration department. Also, the employees are given access to the strategic

documents of the organization and have complete understanding of their roles in accordance with the mission

and vision of the organization.

Centralization

According to our understanding, AKRSP (I) has limited decentralization. The employees are given job

discretion but under the purview of the broad policy framework. The strategic decision is taken at the head

office level but with a participatory approach involving employees in the lower cadre too.

Complexity

1.1.3.1 Vertical differentiation

Vertical differentiation is medium in the organization as five main layers exist.

1.1.3.2 Horizontal differentiation

The livelihood enhancement of rural people as mentioned in the strategy of AKRSP (I) is a holistic approach.

Hence, AKRSP (I) has large number of departments with a separate development associate for each theme viz.

drinking water, drip irrigation, village institutions, gender and development etc.

1.1.3.3 Spatial differentiation

Spatial differentiation is high as AKRSP (I) has its intervention in five different districts covering a large

number of taluka. Also, the development approach differs from region to region as the districts covered are

environmentally and economically very distinct from each other.

4. NETWORKING

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Along with explaining the internal parts of the organization, the figure 5 also depicts the networking of the

organization with external agencies. The main external linkages that the organization has is with the funding

agencies as already mentioned above, media, government agencies like Gujcomasol, WASMO (Water and soil

management organization), banks, research and training institutions and various other NGOs. Media is an

important part of external linkages for AKRSP (1) through which it communicates the success and progress of

its various projects. This is done with an objective to keep the government and people aware about the activities

of AKRSP(I). This would make it easier to receive the government funds. Apart from this, AKRSP(I) has a

strong networking with other NGOs and it is always believes in learning frorn its own activities as well as

activities of others. Its people have visited several places including that of NM Sadguru Foundation,

Ahmedabad Management Association (where it. sends the beneficiaries for capacity building trainings), Tarun

Bharat Sangh, etc.

5. RESOURCE MOBILIZATION

5.1. Financial resources

The balance sheet, income statement and funds flow statement of the organization for the last three years has

been attached in Annexure 4, 5 and 6.

Initially, a donation was received from His highness, the Aga Khan. It forms the corpus funds of AKRSP (1). It

also receives periodic donations from the Aga Khan foundation in India. It also avails itself of substantial

assistance from state and central government schemes as well as various funding agencies.

Figure 4: Sources of finance for AKRSP (I)

Sources of Finance

People

23%

European

Commission

50%

Others

4%

Government

13%

AKRSP(I)

10%

Besides since 2002 AKRSP (I) has also included peoples contribution as a part of its budget and expenditure.

Out of the total funds of Rs.162.71 million in the year 2003, the break up of the contribution of these areas is

shown in the fig. Peoples contribution is accounted for in the books in terms of cash and labour contributed for

programme activities. The cash contribution is actual amount contributed in cash towards the programme while

labour contribution is converted into monetary terms by the actual time spent for the programme activities by

the beneficiaries.

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Utilization of funds

On of the measures of organizational performance is the amount of fund it utilises on its operational activity.

The pie-chart (figure 5)shows that only 4 % of the total expenses incurred is on operations and 83 % is being

able to be utilized for the purpose it was being given.

Figure 5: Break up of fund utilization by AKRSP (I)

Source: Balance sheet of AKRSP (I), 2003

Recruitment

The recruitment process of the organization can be shown as follows

Figure 6: Recruitment process of the organization

Training

The six types of training that are being conducted by AKRSP (I) for the capacity building of its staff in the

recent years are

17

Utilisation of F

Programme

83%

Capital

13%

Open marketB-school

Creation of

applicant pool

Campus visits

Interviews and Group

Discussions Written tests and

interviews

Advertisement

(in newspaper)

SelectionSelection


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a) Mandatory trainings that AKRSP (I) provides to the total new staff members i.e. Orientation & Gender

Sensitization Training. All newly joined staffs attend both the trainings.

b) Trainings for enhancing skills and capacity in existing roles: Trainings were provided to staff on

watershed, biogas, geo-hydrology, ground water management, efficient water use in agriculture, writing

skills, watershed organization trust in (WOTR) in Maharashtra provided and theoretical training in the

watershed.

c) Training to managing information systems of MIS

d) Training to improve managerial capacities

e) Training to self-realization: Emphasis was given on series of in-house trainings on self-realization and

self-management.

f) Trainings for enhancing performance of existing staff

The chief executive of AKRSP (I), who is also a trainer, began a series of gender sensitisation training

programmes with the staff that lasted 18 months. The training programmes drew a very positive response from

participants. It helped them to analyse their interventions from a gender perspective and examine how and why

women are isolated from the development process. In AKRSP (I), prior to 1993, the composition of the team

was mainly male. Since the adoption of the new policy, women have been recruited at key positions. It has

adopted the policy of positive discrimination. That is, if male and female candidates are of equal merit, then

female candidates are selected. Along with positive discrimination, AKRSP (I) has conducted gender

sensitisation training for its entire staff. As a result of consistent inputs, AKRSP (I)s male staff members havealso been able to integrate gender concerns in planning and implementation and effectively mobilise women in

the field.

5.2.3. Growth

Growth for employees is mainly time bound and not performance bound. Promotion is based on performance

but is a rare occurrence for the non-professional and mainly takes place for the professional.

5.2.4. Performance appraisal

In AKRSP (1) MBO (Management by Objective) is a culture to promote participation in the tearn approach and

to evaluate the individual and team achievements. [Source: HR Manager, AKRSP (1)]. It builds mutual

cohesion within the team and between the superior and subordinates. Through participation, all the individuals

contribute to the setting of the goal of the group and every individual is evaluated as per the assignments in the

group. Every appraisee is evaluated as per certain targets given to him within the frarnework of the organization

at the beginning of the year. The reporting officer goes through the report prepared by the appraisee and also the

appraisee is given the opportunity to cite the problems faced for achieving the target and further improvements

for the problems. 360 degree systern of performance appraisal has been started last year. However, it was

limited to only the head office level but this year attempts are been made to initiate it at the Area Office level.

5.2.5. Grievance management

There are two ways to take care of grievances of employees. First is the open letter box systern where any

people can post his complaint. Personal grievance is also addressed at the quarterly progress review meetings.

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5.2.6. Work culture

As a whole, the organization's policy is to equip and motivate staff to achieve the mission with professionalism

and excellence. According to the Manager (Personnel and administration), "The reputation and success of

AKRSP (1) is due to the fact that we have built up and maintained technical and professional excellence which

is reflected in the quality of work. The competence, innovativeness, commitment and hard work as well as

belief, conviction and dedication Of Our staff to our philosophy are the major attributes to our success.

However, there is a reasonable balancing of the AKRSP (1) objectives and the needs and aspirations of the staff.

The people art

motivated to generate new ideas and are given full freedom to put their point across and it follows an open door

policy

6. COMMUNICATIONS

6.1. Internal communications

Unlike an authoritative culture, all the three types of communications viz, lateral, downward and upward exists

in the organization. The CEO prefers an open door policy wherein employees of any rank can approach the

CEO directly, though he prefers the approach of coming through proper channel.

6.2. External communications

The external communications of AKRSP (T) can be divided into two broad categories viz, outreach and inreach

communication Outreach communication is for the donors, government and other NGOs. The media used for

such communication is annual progress report, brochures, series on good villages, books and press conference.

The language used for external communication is mainly English

Inreach communication is for the beneficiaries and involves more of a bottom up approach. It includes

padyatras, lokdairo, sammelan street plays, local magazines, leaflets and journals etc. The languages used are

Hindi and Gujarati.

7. MONITORING AND EVALUATION

NGOs are generally dependent on external funds and same is the case with AKRSP (1). Hence, it has a proper

research and monitoring department headed by Mr. Niraj Joshi to take care of this responsibility. The

responsibility includes the impact assessment of various programmes that it has undertaken. This documentation

is necessary so that it can be presented to the funding, agencies on demand. In the SCALE programme funded

by European Commission, AKRSP has the responsibility of conducting several research works. Earlier, it was

more of a pro-active work but now it has become a part of the regular activities. To deal with the challenge of

regular research works, it has commissioned a chair position for guiding its research activities. A very senior

researcher is holding the chair at present. In this way, it acts as a link between the AKRSP (1) and the funding

agencies. The department is also responsible for analyzing the progress of their intervention from the annual

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reports. The format for collecting the information about the programmes is giving to the cluster offices where

the community organizers, implementing the programme at the ground level, are present.

8. LEADERSHIP

Dr. Kurien was the first Chairman of AKRSP (1), Mr. Naseer Munjee being his successor. The Board of

Directors of AKRSP (1) responsible for taking decisions at the policy level and are both from corporate and

development sector. The CEO is responsible for the execution of these decisions. The understanding of the

leadership of AKRSP (1) suggest its culture has been very much influenced by the type of leadership it had

from time to time.

9. SCALING UP

The growth strategy of AKRSP (I) is preparing models, scaling up by various means (a significant one of which

is bringing change in policies) and increase the reach of intervention.

Figure 7: Process of scaling up of intervention

Time line of expansion

The increase in the are and activity of AKRSP (I) is shown in the table 4

Table 5: Performance of AKRS P (I) across the years

1992 2003

Villages Covered 136 528

No. of VI 175 1095

Membership of VI 8670 33,155

Soil & Water Cons. Measures (watershed

treatment)

9164 ha 29,211 ha

Annual Outlay (financial) in Rupees 24.1 millions 162 millions

Source: Mishra Pradeep, A report on strategic issue in developmental organizations, AKRSP (1)

Spin-off organizations

Spin off organizations exist in the form of federation that AKRSP (I) is promoting these days. The nature of

these federations is either agricultural federations or the mahila manches which are formed by the union of

mahila vikas mandals.

10. WITHDRAWAL

The formation of village institutions is a part of the withdrawal strategy of AKRSP (I) as it was felt that due to

unlimited growth in number of beneficiaries, sustainability and self-reliance would become a challenge for

20

Piloting Scaling up Increased

reach


21/32

AKRSP (I). The strategic documents of AKRSP (I) state, and as also mentioned in SCALE, Withdrawal of

AKRSP (I) from villages is based on the village institution maturity index (IMI). IMI is calculated by judging a

village institution on various parameters (Annexure 1). The judgement is done using a participatory approach.

Withdrawal from these VIs, however, is only in the form of role change and complete withdrawal from them is

not visualized. It would be just that VIs would take up certain physical intervention roles of AKRSP (I) so that

the latter can focus more on the human resource development and capacity building so as to achieve sustainable

development by empowerment of people.

Hence, for AKRSP (I), withdrawal means shifting of role. AKRSP (I) follows the gradual withdrawal policy.

When a new village institution is formed then AKRSP (I) staff has to attend all meeting and observe all the

activities and help them, train them as and when required. VIs are judged based on IMI annually and gradually

the role transformation takes place. To achieve the greater level of sustainability of the institution, the need was

felt to integrate these village level institutions to form an apex body. AKRSP (I), thus, follows the union

model as a means to organize and empower the people. The village institutions are formed and federated at

different levels. Formation of such federations is a move towards sustainability, autonomy, self-reliance and

independence of the villages from the support of AKRSP (I) or any other assisting organization that these VIs

were once dependent upon.

11. ORGANIZATIONAL FIT ANALYSIS

The organization fit with respect to the programme undertaken can be analysed with the help of the David

Kortens framework.

Figure 8: Schematic Diagram of fit requirement of an organization

Organization: AKRSP (I)

Programme: Natural resource management and human resource management

Beneficiaries: People of rural area benefiting from the programme.

Need and output:

AKRSP (I) focuses on areas which are ecologically degraded and economically backward. The people in these

areas have agriculture as their mainstay but still the agro-climatic situations of the area are not suitable for

agriculture. At some places, there is problem of drinking water and highly under-managed resources. The

21

Programme

OrganizationBeneficiaries

Demand ex ression

Plannin

Com etenciesNeeds

Task re uirements

Plannin


22/32

strategy of AKRSP (I) has, thus, been to build watershed structures in drought prone areas of Surendranagar, to

reduce the problem of salinity ingress in Junagadh, to increase market awareness in Bharuch etc. Hence,

AKRSP (I) adopts a need based approach for specific programme areas.

Task requirements and competencies

One of the strategies of AKRSP (I) is the poorest need best quality inputs. Competency of AKRSP (I) for this

task is the multiple disciplines employees that it has. To cover the livelihood enhancement of rural people in

holistic manner, large amount of funds are required. For AKRSP(I) funds are never a problem. It gets a long

term grant of 8-10 years from the European Commission which provides it with a competitive footage as

compared to other NGOs.

Demand expression and decision making

AKRSP (I) works at the grassroot level and has direct and constant interaction with the beneficiaries it caters to.

The AKRSP (I) staff attend the monthly meetings of the village institutions, so as to gather insights about what

the people want. Decision making is, thus, participatory in nature and decisions are taken keeping in view the

demands of the farmers.

AKRSP (I) AS A LEARNING ORGANIZATION

The learning process approach helps us to understand the growth of an organization over the years and the

changes in its strategies with the growth of the organization.

Learning to be effective

This corresponds to the initial phase of the organization wherein it explores to find out what is it that needs to

be done. Here, the major focus is doing right things. Hence after an indepth study of the areas and mission

and vision of AKRSP (I) the programme areas were selected. Also, the programmes were selected with full care

so as to make maximum impact. It aimed at forming peoples organization at the village level through which it

could implement its programmes and Gram Vikas Mandals (GVMs) were formed during the late 80s and early

90s. But, later the problems with these structures were felt. Such GVMs mainly covered the rich and affluent

section of the society. The strategy was changed to formation of watershed groups and SHGs in 90s which had a

positive impact and targeted the right people.

Learning to be efficient

Targeting the right people was done as mentioned in the previous section. The next step was doing things right.

In the 90s, the organization has started realizing that with the increasing number of beneficiaries and village

institution were increasing sharply. AKRSP (I), thus, planned to federate these village institutions at apex level

which can take up the responsibilities currently being taken by AKRSP (I). This was a move towards doing

things efficiently from doing right things.

Learning to expand

Once the withdrawal strategy was formed, the organization entered into a phase of more rapid growth.

Expansion was done and AKRSP (I) entered into new regions like the Khandwa region of Madhya Pradesh. It

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now focuses on the intervention into new areas and withdrawal from older ones as it is also mentioned in

SCALE project.

Figure 9: Learning process diagram

Table 6: Styles of working of different leaders and its effect

Year Style of working Effects

1984 Mr. Anil Shah Burcaucratic, decisions taken at the Problems at the ground level

apcx level and communicated to the would have been untouchedemployees Traget oriented. as there was no participation

of the community workers

in the decision making.

1992 Mr. Barry Participatory, the mission statement Better understanding of the

Underwood of ,\KRSP (I) was made by ground level realities,

einployees' participation employees feel moreassociated with the

organization.

2001 -Mr. Apoorva Oza A mix of Participatory and This has the benefits of

monitoring of the Cinployces

ZD

both, the participatory

system and the bureaucratic

one. A check i s kept on

employees through settingof targets but they are given

discretion to take their own

decision to accomplish thesegoals.

12. RELATIONSHIP WITH THE GOVERNMENT

If we look back into the philosophy of the organization, it states that it cannot replace the government and alms

to supplement the activities of the government. Thus it strategies to prepare models of participatory

development which can be up scaled by the government. At present it has received a grant of crores of rupees

for the drinking water pr ject under the

23

Effective Efficient Expand

TIME

INITIATIO

N

TRANSITI

ON

MATURIT

Y

TRANSITI

ON

PERFORMA

NCE


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WASMO scheme. The necessity and benefits of having a linkage with the government is to bring about changes

in the policy of the government for the benefit of target population. However, this also requires the AKRSP (1)

to have networks with various other NGOs working if) this field so as to better negotiate terms with the

govenimei-it

13. SWOT ANALYSIS (Based on our talk with the CFO)

Strength Weakness

Team work facilitates the execution of 9 Employee turnover among the programmes in the field. professionals is high.

Honesty and punctuality are the shared MIS is partly implemented.

assumptions of the organization

Sustainable Supply Of fundsRapport with different research and

academic institutes for capacity

buildingand implementing new ideas in the

field.

Good leadership.

Opportunities Threat

Market linkage for (lie miicro-

enterprise

Chances of improper selection of

target.

activities taken by the people beneficiaries

Mission can be achieved throughSCALE

9 Change in government policies

project. 9 Changes in the market structure

Scope for expansionBetter linkages with government in the

future

14. FUTURE PLANS

The future plan of AKRSP (1) can be summed LIP in two points. First, field implementation in the existing

areas to tackle the new challenges and outreach activities and second, expansion to new area within or outside

Gu arat (c.-. Khandwa in Madhya Pradesh). In future, it wants to focus more on outreach activities due to its

limitation to reach a large mass of people through implementation strategy. It, hence, plans to scale up indirectly

through capacity building of a large number of NGO and government staff and work towards changing policies

through research, networking and policy dialogue. According to the specifications of SCALE project, AKRSP

(1) has to cover 1000 villages till 2012 (Source: Annual report., 2003). It, thus, plans to complete its

intervention 111 1000 villages till 2007-2008 as it can't just pact its bag off after its, developmental activity in a

villa-e is over. It needs to empower people to so that they can take the charge of their development after

AKRSP (1) is gone. Thus, AKRSP (1) would gradually withdraw from these villages with a proper withdrawalstrategy which would take at least five years to withdraw from a villa-e. It also plans to fully implement the

management information system in the organization so as to facilitate proper information flow and its

availability as and when required which is very important in tho case of organizations that work on the ground

level like AKRSP (1).

15. AKRSP (1) AS AN NGO

As an NGO AK RSP (1) has various added advantages which other NGOs may or may not have. NGOs

generally have problems of getting financial support from donor agencies but for AKRSP(I), funds are never a

problem. It has also made itself self reliant as it meets its operational requirements iricludiiil- salary p,~yrrient

to staffs by its own corpus. It doesn't depend on donors for the same. It is a very planned organization and the

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decisions are taken through proper channels. People very well associate themselves with the goals and

objectives of the organization which is a very big achievement of AKRSP (1). As an NGO, AKRSP (1) doesn't

believe in the perpettial cx1stence of itself, so it supports formation of community based organizations. Hence,

AKRSP (1) is an organization which understands its limitations and make,; strategies within the purview of

those limitations For instance, it understands that it cannot replace state, so it aims at bringing about change in

the policy so as to benefit a whole mass which it would not be able to cover otherwise.

16. LEARNING FROM AKRSP (1)

It was learnt that the style of working of the leaders influence the work culture of an organization which

ultimately has an impact on its performance. The success of an organization depends on the alignment of its

mission and vision with the strategies it adopts. This is because strategies provide long term direction to an

organization. If it is not directed towards the vision and mission of the organization, it is difficult to achieve the

desired state. In AKRSP (1), the strategies are aligned with its vision and mission. Also, the structure of the

organization is decided by the kind of strategy it adopts. In AKRSP (1), as the strategy was working through

village institutions, the structure of the organization includes spearhead teams at the field level which has been

given enough autonomy as it works at grassroot level where things may not always be predictable. The

importance of informality, participatory approach in the organization was realized as it results in a committed

work force. The importance of proper documentation of the performance of' the organization was also felt in

case of NGOs that are dependent on donor agencies for funds. The proper documentation and communication of

successes of the organization builds its rapport in front of the financing agencies. As in case of AKRSP (1),which has a very good brand image and, hence, funds are never a problem

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REFERENCES

1. Robbins P. Stephen, Organisation Theory, Third Edition, 2001, Prentice Hall of India Pvt Ltd, NewDelhi.

2. Annual Report, AKRSP (1), 2003.

3. Annual Report, AKRSP (1), 1992

4. Organizational Administrative Maunal AKRSP (1).

5. HR manual, AKRSP (1).

6. Annual Report, SHTs (Netrang, Surendranagar)

7. Teaching Aid Unit Material, Managing Cooperatives, IRMA Publication.

8. Mishra, Pradeep, A report on strategic issues in developmental organization, AKRSP (1).

9. www.Ltkdn.org/akt-`/Ltkf~iiiiiual2OO2.pdf

10. www.akdn.oi - g/akl'i'~ikfOO - OL.L)clf

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Aga Khan Rural Support Programme (India) Organizational Traineeship Segment

ANNEXURE 1: INSTITUTION MATURITY INDEX

Parameters

1. Age of the institution

2. Coverage

3. Meetings:

a. Regularityb. Attendance

c. Management (independent oi- by AKRSP (1) staff)

4. Leadership

5. Member awareness6. Financial discipline

a. Savingsb. Credit and recovery

7. Gender and equity

8. Dependence on AKRSP (1)a. Proportion of operational expenses self financed by VI

b. Contact with outside agency

c. Initiative in taki 110, up pro gram mes other than those of AKRSP (1)d. Resolving conflict

9. Framing and following of rules (punctuality, tenure of office bearers)

10. Control and management of paid employees

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Aga Khan Rural Support Programme (India) Organizational Traineeship Segment

ANNEXURE 2: COMPARISON OF POPULATION, SEX RATIO AND LAND USE CLASSIFICATION OF

VARIOUS PROGRAMME AREAS

Rural population of different districts of Gujrat

Surat, 27%

Surendranag

ar, 15%

Junagarh,

23%

Kachchh,15%

Bharuch,

14%

Narmada, 6%

Surat Surendranagar Junagarh

Kachchh Bharuch Narmada

SEX RATIO OF DISTRICTS OF GUJARAT

Districts Sex Ratio

Surat 835

Bharuch 920

Surendranagar 923

Narmada 948

Kachchh 951

Junagarh 955

District-wise Land Utilisation in Gujarat (2000-2001)

(In 000 hactares)

Net sown

area

Gross

sown area

Net

irrigated

area

Gross

irrigated

area

% of gross

irrigated

area to

gross sown

area

Narmada 1101 1113 175 186 16.7

Bharuch 3226 3249 827 850 26.2

Surat 4320 4899 2306 2636 53.8

Junagarh 5101 5435 790 1048 19.3

Kutch 6201 6550 1420 1769 27Surendranagar 6877 7207 1261 1392 19.3

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ANNEXURE 3: INCOME STATEMENT OF AKRSP (I) FOR THE LAST THREE YEARS 2

Particulars 2003-04 2002-03 2001-02

INCOME

Interest on investments, ST deposits, and

saving bank accounts

5838438 6465088 7498925

Profit on sale of fixed assets 207529 190942 49197

Misc. income 40661 112016 482767

Interest from IT dept. 42199 -4070 55153

Profit on sale of units - -

Rent recovery qtrs 220800 185250 159107

Additional subsidy received 51974 329639 21625

Grant received AKF, New Delhi 66264871 49745407 33106202

Contribution from beneficiaries of the

project

33255873 14141548

Income from AKRSP services 455089 1027747 1093217

Biogas supervision charges & service

fees

316300 77000 134000

Government assistance 14614167 5952868 5917887

Grant received donor agencies 14126723 13234895 10544951

Total 135434625 91466470 59063031

Operational expenses 10451959 8592358 7194616

Programme expenses 124888150 45843

Transfer to AKRSP Benevolent fund 30339 168337

Previous year adjustment - (35836) -

Surplus carried over to balance sheet 64177 6788351 5856680

1.3. Total135434625 91466470 59063031

Particulars 31.03.2004 31.03.2003 31.03.2002

Sources of fund

2 Source:Finance Department, AKRSP (I)

1.1.1. EXPENDITURE

1.1.2.

1.1.3. ANNEXURE 4:BALANCE SHEET OF THE ORGANIZATION FOR THE LAST THREEYEARS

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Reserves & surplus 93811369 87468061 78925757

Total 142217502 134914866 105175757

Application of funds

1.1.4. Capital

fund

26250000 26250000 26250000

1.1.5. Other

funds

22156133 21196805 -

30


31/32

Gross block 37077634 26922494 23333688

Less : depreciation 15351245 14053596 13647065

Net block 21726390 12868898 9686623

Capital work in progress 10849520 4650391 -

Current assets

1.3.1. Loans

& advances

Inventories 2200501 1336808 437895

Cash & bank balance 63491821 87337680 42968336

Interest accrued- Invt. & Bank F.D. 2108843 3396733 3034051

Loans to GVMs 1014591 520121 75492

1.1.6. Fixed

asset

1.1.7. Investments 35104146 39243896 44599046

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Other loans and advances 2207871 2861407 2037763

Govt./AKF assistance/ grant

receivables

22940326 9184235 16905202

Less: Current liabilities &

provisions

Other liability 4719570 1769291 821946

Payable to beneficiaries 49914 50391 423337

Payable to employees - - 326557

Upsent grant govt./ donor agencies 10601711 22197443 11182005

Provision for employee leave

encashment

4055312 2468178 1814806

Total 142217502 134914866 105175757

ANNEXURE 5: FUND FLOW STATEMENT OF YEAR 2002-03 AND 2003-043

Funds flow statement for the year 2002-03(in Rupees)

Source Use

Surplus 6508789 Gross addition to fixed asset 346317

Increase in biogas fund 236196 Increase in net working capital 12334104

Increase in AKRSP benevolent 68532

Fund

Depreciation 1145484

Decrease in investment 4721420

Total 12680421 Total 12680421

Funds Flow Statement for the year 2003-04 (in rupees)

Source 1.3.2. Use

Surplus 5856679 Addition to fixed asset 723273

Increase in AKRSP benevolent

Fund 198337

Increase in net working capital 10867955

Increase in biogas maintenance

Fund 161235

Depreciation 695057

Increase in investment 4679920

Total 11591228

Total 11591228

1.1.8. Net

current asset

(C.A. - C.L.)

74537447 78151681 50890088

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