rajesh - uhrc

7/30/2019 Rajesh - UHRC

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Case Study of UHRC

SupervisorProf. Debiprasad Mishra

Presented By: Rajesh Kumar (F063)


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Objective of Study

To understand the purpose, structure,

strategies and the following Processes of the

organisation

To understand the future direction of theorganisation and to identify the challenges


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Methodology

Informal chats with employees of UHRC

Semi-structured interviews and discussions with the

Ex. Director, Operations Director, Account Head andUnit heads

Analysis of Annual report

Analysis of Annual plans

Record of Activities

Information from website of UHRC


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The Organization

Name Urban Health Resource Centre

Head Office New Delhi

Field Offices Indore, Agra, Meerut

Main Objective

strengthen Urban Health programming

approaches and capacities at different levels

among the government and non-governmentlevels.

To ensure this demonstration models are built

at different places so as to be replicated by

others.


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Profile of the Organization

Executive Director Dr. Siddharth Agarwal

Board Members 5

Advisory Board Member 3

Number of Staff 51 (Staff30;Consultants21) Head Office New Delhi

Branch Offices 3 (Indore, Agra, Meerut)

Presence in Ranchi, Jaipur and Lucknow

Demonstration sites Indore, Agra, New Delhi, Meerut

Area of work Urban Health

Issues working on RCH


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The Outreach

Providing Technical Assistance to

Govt. of India &

6 States (including Delhi)

No. of NGO partners 10

City Models 3 cities

Direct intervention in :

No. of Slums

97 / 393 (Agra) + 184 / 539 (Indore) = 281 / 932

No. of Population served 5 lakh


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Biggest Contribution

Have established urban health as an issue to

be worked upon by the government and other

agencies

Have successfully listed and got officiallyrecognized the unlisted slums and their

existence


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Vision

An urban India where every resident enjoys

optimal health and well-being, realises his/herfull potential and contributes to the nations

growth and development


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Mission

To bring about sustainable improvement in

the health condition of the poor by influencingpolicies and programmes and empowering

the community.


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Why Urban

Urban population - 328 million (Projections for 2007 by TechnicalGroup on Population Projections)

India is expected to be approximately 40% (550

million) urban by 2026(Census, 2001 population, Projections, 2001-26)

2-3-4-5 phenomenon of population growth (2% - growth ofIndias population; 3% - of urban population; 4% - of Metros; and 5% - of Slums)

Urban poor estimated at 80.74 -100 million;

projected to increase to 202 million by 2020(Planning

Commission, Poverty Estimates for 2004-05 and National Population Policy, 2000; State of Worlds Cities,

2006/07)

Estimated annual births among urban poor: 2

million (Based on CBR 19.1 for urban population and 100 million urban poor population)


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Background

UHRC has been institutionalized from theEnvironmental Health Project (EHP / USAID)India project office, which has been functionalsince 2002.

UHRC is a charitable non-profit companyregistered under Section 25 of the Companies

Act, 1956.

UHRC was incorporated in August 2005 andstarted operations on October 31, 2005.

The organization is registered under 12A and80G of Income Tax Act. 1961.


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Growth over time

ModelBuilding

Need of KMand Research

TA & Platform forAdvocacy

With the evolution of time and experience and interaction with the

environment the organization gradually realized the importance of

different processed to be evolved and with these experiences

evolved different units of the organization


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Organogram

Executive Director

Director Operations

Regional Program

Coordinator cum TS (2)

Director Program

HR

Officer

Any Other

City Urban

Health PO

GOI

Consultants

Regional Coordinator

cum UH Planning

Specialist

Prog Res/

CB Officer

Social Mob

OfficerData Entry &

IT Support

Support

Service

Cons. Tech

Associate

InternsInterns

Sec. Cun

Admin Assist

UH PlanningAssociate

State LevelConsultants

Interns

Administrati

ve OfficerFinance

Officer

IT & Admin

Cor (2)

Support

Service

Accountant

Accounts

Asso

Secretary Program

Associate

Team Leader

RKMA Unit

Res. Doc.Associate

Lib. WebSpl

Adv

Spl

Res & Doc.

Spl (3)

Interns

Board of Directors

*Note: Still evolving structure


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Governance

Governing Board,

Advisory Board

Core Team

Programme Team

Strategic level

Tactical or

Managerial Level

Operational level

* Ex. Director + Unit heads + Finance head

Forms

Core Team


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Governance

A five member board of directors

Main functions:

Strategic guidance

Statutory responsibilities

Institutional support

Term 3 years

Quorum 50% member, Min - 2


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Advisory Board

3 member advisory board

They are specialists from their own field

They are kept to advise the organization on

issues of technical assistance


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Environment

UHRC

Donor

Govt.

Central / State

South Asian

Condition

Community

Other NGOs -

Collaborators vs

Competitors

Academia

Media


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Cont

Economic Majority of funds come from single donor;

however organization is in the process of diversifying it

Political Govt. policies are not adverse

Almost no Competition or threat Technical Assistance is anew field very few other organizations are working on this

issue

Other organizations are present at the implementation level

which have been turned into collaborators (By providing

them technical assistance) so risk has already been

mitigated

But there is no guarantee that in future no strong contender

emerges because organizations are there which are working

on urban issues


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Ambience

Mixed Culture some sections are very

dedicated to the organization and its work

While all the employees are highly educated

so potential of the organization is very high Work pressure is high as UHRC is Growing

Organization working late in night and on

holidays are common

Learning culture is fostered those serious,

can learn a lot


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Dimensions of Organization

It is a fast growing organization

Organization is flat with minor element of levels of

hierarchy

Organization Structure is largely Matrix

Why Matrix

The main purpose of the matrix structure is job

enrichment especially for the new-comers Creating versatility among the employees


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Institution Building

Organization

Formalization of rules within organization to the extent of

acceptance of these rules into as organizational norms and Culture

Establishing and spreading its learning and values through Linkages

with Media, Academia, CBO and Government for replication


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Entropy

Besides these the organization pursues an active policy of

open communication so that the information flow or the lack

of communication should not add to the problem

Ex. Director

Very strong and loyal Core

Team (Forms backbone of

the Org.)

A second layer forinternal management

needs to be created


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Systems

Centralization Decision making Centralized

Highest decision making body Core Group

This leads to high work pressure on core group and ExDirector

Communication lateral

Feedback System reports and reviews done

regular meetings with staff

through written method as well as verbal during trainingand workshops

Span of Control 4-5 person (Exception 13 in KM)

MIS not yet evolved


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Degree of Formalization

It is a Formal organization

Core team forms the actual planning and

managerial platform

Once planning is done then implementationand communication are informal

Written plan provides every staff the work

and target they have to achieve

Written along with verbal is communication isin vogue


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Differentiation and Integration

Differentiation

Horizontal differentiation is based uponstrategic departments and locations. Vertical

differentiation is very less as organization doesnthave many levels. Spatial differentiation are in theform of different branches located in different citylocations

Integration

Planning integrates the entire work ofall the staff. Monthly meetings and annual retreat

provides platform for integration


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Planning Process

USAID

UHRC

City Team

Team Team

Team

Core Team plans and

formulates the annualplan

Sends tentative plan

Implementation

at team level

Planning at city teams

separately

Two way planning

A Top Down Planning process


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Monitoring and Evaluation

Internal

Weekly reports

Monthly reports

Annual reports

Field visit

External

Once two years by the funding agency


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Human Resource Management

Recruitment process through advertising on web-sightetc.

Staffhighly educated (have both professional and Ph.Ddegrees holders)

Working Hour 8 hrs (bet 8:30 AM to 8:30 PM) Remuneration According to the Experience &

Educational qualification

Staff are reasonably compensated

Acknowledgement are given for any work if writtensome article authorship is provided

Annual Performance Appraisal

Process of conformation written rules are their but rarelyused


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Cont

Employee turnover 25%

Due to environmental factor of cropping up of

a lot of organization in the same domain

Demand of employees of this caliberincreased

A quantum jump in salary has suddenly

brought a spurt in the turnover of the staff


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Human Resource System- HR System

Prepared by Ernst & Young


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Capacity Building

On job training is the main pattern

Internship is also taken as CB exercise

Study Tour or Exposure Visit

Attending workshops


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Grievance Redressal & Conflict

Management

Core Team

Programme Director

Employee

Team Head


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Career Chart

Intern Consultant Team Member

Coordinator

Highly stable and

strong so no one can

reach here

No hierarchy


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The Strategy

Research,

Knowledge

Management

and Advocacy

City Models

TechnicalAssistance to

Govt. and other

NGOs

Improvement in

Health of the masses

Influencing National and State

Policy and Program


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Strategy

Three Pronged Strategy:

To build City Demonstration Programme:

Transforming Communities and HealthSystem

Research, Knowledge Management and

Advocacy

Technical Assistance to Government and

other NGOs


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Knowledge Management & Advocacy

Organize, facilitate and support national, state and city

level advocacy efforts aimed at enhancing attention to

health of the urban poor.

Generate, compile, analyze and strategically transfer

knowledge and experience for better informed urbanhealth policies and programming

Publishing articles in journals

Reanalysis of already done research like NFHS data to

take out relevant information related to urban health

Doing advocacy through media and workshops to form a

platform or create favourable environment for urban

health as a subject in need of attention


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City Demonstration Programme

To create a model to experiment with the

methods of providing access to health

services to the urban poor

Providing a demonstration site to the govt.and other agencies of a successful ways to

solve the problems


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Program Approachesevolved over aperiod of time, using a consultative approach.

Approach 1:(April, 2003)

Demand-Supply improvement and linkage

approach through NGO-CBO partnership

Approach 2: (November, 2003)

Public sector driven, service delivery approach

(Ward Coordination Approach)

Approach 3: (September, 2006)

Public Private Partnership (PPP)


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Technical Assistance

Organizing Workshops

Documentation for sharing with larger audience

Providing data and other resource material for

key meetings Exposure Visits and Study tours

If demanded provide technical support to form or

design projects for effective implementation of

health project for urban poors


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SWOT

Strength

Presence of a visionary leader

Environment is friendly

Leader in its own domain No significant rival yet visible

Highly strong and dedicated core team

Highly qualifies staff Good remuneration

Acknowledgement of contributions


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Cont

Weakness

High turnover

Single donor

Opportunity Domain is new and wide open

Lack of strong competitor

The domain itself is expanding

Threat Can come from if any strong competitor

emerges


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Future Plans

Urban Health Networks at National, Regional (South

Asia) level and Asia level so as to promote urban

health issues at every level

Sharing of information and experiences across states

and nations

Technical support to other organizations in

formulation, documentations and implementation of

the projects

Diversifying field of operation to collateral areas ofwell being of the urban poor viz, livelihood

Diversifying risk by having more donors working with

the organization


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Future Challenges

Formation of corpus fund

High turnover

To maintain the smoothness of Policy level

programme going in face of the changing govt.officials

Future may generate strong rivals in the same

domain


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Suggestions

Responsibilities and decision making process needs tobe decentralized

This will provide Ex Director more time to devote to thestrategic or environmental management and for themanagement of the organization

Especially in the face of the fast growing organization

One more layer below core team needs to be identifiedand created

This will provide more time to the core team to devote to

strategic matter This will expand the core group to the second level

This will bring ownership among more employee and willcontain dissatisfaction among loyal employees of theorganization


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Cont

This make organization more efficient

All these would help contain the entropy

More formal levels should be created

This will provide more career ladder to theemployee and will improve their career chartcontaining their dissatisfaction

Employees (Consultants) sitting alone in some

states should have frequent meeting and havesome participatory process with the organization

This will not create alienation among them

This will also help organization evolve proper

future expansion strategy


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rajesh - uhrc

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