Understanding Organisations

“Regional Centre for

Development Cooperation,
Bhubaneswar”

Presented by:
Deepti Ranjan, Sushant
Tripathy, Vijay R, V Ratnakar
Outline
 Objective
 Methodology
 Background
 Mission,vision,goals,objectives,stra
tegy
 Activities
 Structure,Environment and Culture
 SWOT analysis
 Financials
 Future plans
 Challenges
Objective of the study
 To get hands on
understanding of the
organisation with respect
to purpose, structure,
culture and strategies
followed.
Methodology and sources of
data
 Semi-structured interviews with
department heads and informal
interactions with field staffs
 Secondary data were collected
from the annual reports and
documents of various
 Universal Business Model adopted
in understanding the organisation
 RCDC - Background
An unflinching commitment to the
rights and dignity of the
underprivileged sections and an
unwavering faith in traditional
indigenous natural resource
management practices brought five
young men with varied professional
experiences together, thus RCDC was
born on 17th march, 1993.
Evolution
 1992 – 93 – Registered as a Society
under Society Registration Act 1860
 1992-93 – Funds from consultancy and
training, activities - advocacy
 Jan 2000 – Registered under FCRA Act
1976
 2000 – till date – Funds from national
and international donors
 Activities given in later slides
Governance
 Executive Committee –
Ultimate decision making
body.10 persons (6 men and 4
women) elected by the General
Body.
 General Body: 25 members
which includes staff and eminent
personalities of the development
sector from outside the
Mission
RCDC endeavors to strengthen the
ownership of natural resources by
the local communities who it
believes, are the rightful owners of
all such resources
Vision
To be recognised as a prime
functionary in natural resource
management
Shared Values
“Traditional Knowledge and
wisdom has solutions for effective
management of the resources and
this knowledge base is to be
respected, recognized and put in
to practice again”
Goals
 To develop understanding and capacity
to sensitise various development stake-
holders including NGOs, PRIs, the
bureaucracy, and the government- on the
intricacies of development issues and
policies.
 To assess devolution of power and to
strengthen PRIs at various levels in at
least two districts of the state and help
others to do the same in other districts
for decentralised governance.
 To enumerate and map out and
strengthen management of natural
resources by communities in Orissa
through collaboration with others.
Objectives
1. To work as a watchdog in the
development processes in Orissa.
2. To function as an applied resource
centre on NRM and bio-diversity.
3. To promote forest as a development
resource and community initiatives for
its management.
4. To facilitate democratic decentralization
of development and resource
management.
5. To ensure food security in drought prone
areas of western Orissa.
6. To work towards devolution of power to
the communities and PRIs.
Strategies
 Collaboration with various government
departments and agencies, NGO s, media
and individuals in an effort to work out a
common development agenda
 Work with institutions and experts in the
field to analyse policy as part of its role
as a watch dog
 Initiation of debate on various
development issues and evolving an
effective mechanism for prompt response
to them
Strategies
 Work with mass organisations both local
and international towards information
generation, awareness generation,
advocacy and lobbying to influence policy
in the interest of the poor
 Build up strategic alliance with
bureaucrats
 Promote and strengthen citizens action
groups
 Organise public forums and hearings
Key Activities
 1. Research, documentation and
publication and circulation of public
education material
 2. Advocacy and lobbying to uphold
livelihood rights
 3. Training and institutional capacity
building
 4. Demonstration and field projects on
community based resource
management, democracy and
 Area of Operation, target
groups
Interventions Area of Target
Operation Groups
Forestry Boalngir, FPCs, NGOs,
networking and Nowrangpur CBOs
advocacy and Nayagarh
campaign districts
NTFP Whole of Orissa TDCC, ORMAS,
marketing and selected OFDC, Forest
(studies and markets in Departments,
promotion) and neighbouring FPCs, SHGs,
capacity states PRIs
building
Area of Operation, target
groups Contd…
Interventions Area of Target
Operation Groups
Community Bolangir and Tribals and
based NRM and Nowrangpur other backward
drought districts communities,
proofing marginal and
small farmers,
FPCs
 Performance
 RCDC is the only civil society in Orissa
to actively participate with the Govt.
for JFM
 Influenced policy changes regarding
collection and marketing of forest
produce
 Able to transform from an initial
percieved confronting role to an
enabling role now.
Performance Contd…
 7 reserve forests are under protection
by 97 villages in Nabrangpur districts.
 RCDC has promoted 5 people’s
organizations in Bolangir district.
 Two women groups have been
facilitated by RCDC.
 50% hike in procurement price of thorn
broom could be achieved.
 No formal laws for community
ownership rights have been achieved till
now.
 Structure
Executive Committee

Secretary

Programme Support
Programme Managers
Staff

Project Project Project

Coordinators Coordinators Coordinators

Finance Administration

Project
Support Staff
Associates

Village level
Animators
Key Responsibilities
  Project Coordinators / Project Officers:
Project planning, resource raising, financial
management, technical support, liaison with
government and other agencies, conflict
resolution,
 Project Associates

Project implementation, documentation and

report production, social mobilization, conflict
resolution, developing collaborative and
cooperative ventures with local government,
NGO s, CBO s etc.
 Support staff

Data computation, office management,

accounts management etc.
 Skills &Core
competencies
 Research, documentation
 Advocacy and lobbying to uphold
livelihood rights
 Training and institutional capacity
building
 HR Policies
 Recruitment & Training
 RCDC believes non professionals can be turned
into professionals by training
 Graduates are recruited as PA s or even PC s
and given enough time to acquire the skills
 Spends around 15 lakhs annually on training
 Performance Appraisal is by the immediate
seniors
 Rewards and Incentive
 No promotions, but recognition in terms of
getting a chance to handle projects
independently
 Salaries commensurate with the number of
projects handled and lower level salaries are
Dimensions of
Organisational Structure
 Complexity:
High vertical differentiation, Low
horizontal differentiation
 Formalization:
Highly informal style of working
 Centralization:
Centralized – Accounts, Programme
design
Decentralized – Implementation
Also varies between branch offices
Organisation and its
Environment
NGO s

NTFP
marke
DFF s ting
agenci
RCDC es

Gover
Donor
nment
agenci
Institut
es
ions
SWOT Analysis
Strengths Weaknesses
 Standardised  Weak information
reporting formats planning and
with in projects management
 Resources for M&E  One way information
 Information flow
Dissemination to  No standard
stakeholders information systems
 Qualified personnel across projects
 Quantitative bias
 SWOT Analysis
Strengths Weaknesses
 Weak links from log frames to
M&E
• Village level  Donor driven systems
committees for full  All stakeholders not involved,
participation of shared planning inadequate
people and to  Difficulty in accessing the
achieve a people Resource Centre for
centered community members.
development.  Geographical isolation of the
hamlets where the NGO is
working
 Overall management and
ownership of Resource Centre
remains with the NGO,
thereby making the people
fully dependent on NGO
SWOT Analysis
Threats
Opportunities  Dependency on poor
 Supportive external
government information
linkages
systems
 Rampant exploitation of  Overlapping work by
tribals in backward districts
others deter impact
of Orissa
assessment
 Use of information • Exploitation by the
technology in decimating
middlemen and
information and to establish
contractors, preventing
communication between
the tribals from getting
various centres.
proper remuneration and
 Providing alternative asserting their basic
income-generation through rights.
industries like cane
furniture-making, bamboo
ply production, bee-
Culture
 Management style: Open door
policy
 Myth between professional and
non professional is diluted
 Informal style – Laxity and
innovation co exist
 Co workers – friendly relations
Finance
No of In Rs
Donors
No of Indian 5 17,23,533
Funding
Agencies
Oversea 7 75,71,121
s

Income (in Rs) 92,94,654

 Analysis of Expenditure
Cost Centre % of Total
Expenditure
Development support 30.50
Research & 28.12
Documentation
Programme investment 14.35
Programme 13.42
management
Organisational 9.96
Overheads
Internal human resource 3.65
development
Future Plans
 Expansion of Capacity building
efforts for PRI s
 Market promotion of forest
produce to become a key activity
 Organise efforts in water resource
management in order to make it
more community centered
 Broadbase its databse on NRM in
Orissa
Challenges
 Improper baseline survey data
(impact assessment)
 Urgent need of man power (all
eyes on projects and
documentation taking a back seat)
 Need for search of more funds
 Alternate power centers in the
structure
THANK YOU