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 suggests
that AKRSP (1) as a part of the social development initiative of AKDN.

AKDN

Social Development
Economic Development Culture

AKF for AKF Aga Khan University University of Central Aga Khan Trust for
Economic Asia culture
Development

Aga Khan health services

Tourism promotion services Aga Khan award
for architecture

Aga Khan education services

Media services
Education and
cultural
programme

Aviation services Aga Khan planning and

building services

Historical sites
Financial services support
programme
Aga Khan rural support
programme

Industry promotion services

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

1
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 of AKRSP (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

2
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 harvesting
structures 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).

3
 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 was
enormous. 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 sources
that 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.

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.
4
 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

MICRO: Field
SUSTAINABLE MACRO: Policy
RURAL DEVELOPMENT
implementation and
Advocacy, Capacity
community
Building, 5Training,
development
Research
 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.

2.3Selection of programme area

6
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 Bharuch Surendranagar Junagadh Kutch Khandwa

s
Field office Netrang Sayla Gadu Anjar Nimar
Society Homogenous Multi-caste Multi-caste Mostly tribal -
tribal society with society population
population caste conflicts
Economy One of the Poor, drought Large number of Not much Most
poorest block prone area commercial developed underdevelope
farmers d block

Natural Good, but Poor, soil lesser Over exploitation Not rich in Medium
resource undermanage fertile, water of natural water as a
base d scarcity due to resources by the natural
droughts rich farmers resource
Focus Income Drought Micro-irrigation Drought Land and water
areas generation, mitigation to reduce effects proofing, conservation,
Increasing through water of salinity ingress. capacity farm forestry,
development management building explore
productivity and suitable alternative
and micro- agriculture. sources of
enterprise energy.
agricultural

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.

7
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 ground
water 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, it
focused 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

8
phase, Abhiyan - an NGO Network - requested AKRSP (1) to provide technical support for activities like dam
construction.

Participatory Irrigation Management Government 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 drip
irrigation, 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).

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 don’t 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,” Don’t underestimate us, if somebody teaches us we are always willing to learn”

9
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.

Enforced
choice

Planning
Political

Incremental

Cultural

Command
High

Medium
Low

Figure: Configuration of strategic development in AKRSP (I)

10
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. Director Managing Director: Eagle
Padamsee Flask Industries Ltd.
4. Ms. Hameeda Allana Director President: National Council for
India

11
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 Chief Executive Officer,
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
Address Purpose for Which Fund Was Given
Funding
Agency
European 6, Bhagwandas SCALE Project
Commission Road, Sarojini
(Through Aga Khan House,
Foundation) New Delhi-110001
Ford Foundation 55, Lodhi Estate Endowment fund. Interest from that
New Delhi-110003 fund is used for research and monitoring
purpose only.
Sir Ratan Tata Trust Bombay House Project based. At present it has given the
Fort fund for salinity ingress prevention
Mumbai programme.
Government of Gandhinagar For various projects.
Gujrat

12
 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.

Table 4: Staff break up, regular and

contractual wise
Regular Contractual Total
Central Office 27 4 31
Gadu 27 1 28
Netrang 48 7 55
Sayla 31 9 40
Bhuj 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

Surendrana
Ahmedabad
gar
19%
22%

Kutch
7%

Junagadh
19%
Bharuch
33%

Mishra, Byomkesh, Organizational - Traineediip segmentaddressBhagwandas

SarojiniHouseDelhi-l10001EstateEndowomentforBombayHouseGovernmentGujaratGandhinagarprojects
Report, IRMA.

13
3.0ORGANIZATIONAL STRUCTURE

Chairman

Board of Directors

DONORS
CENTRAL OFFICE

Chief executive
MEDIA

Other Organization Support Development support team

Networks system
• Finance • Field support
• Administration associates
• HRD • Policy advocacy
• Functional & services
• Research &

Other NGOs

SPEARHEAD TEAMS (AREA MANAGERS)

Government
• Finance and administration agencies
• Research and Monitoring
• Programme Specialist
Research and
training
institutions

CLUSTER OFFICES (CLUSTER MANAGER)

• Community Organizers
• Programme assistants

Village communities

Figure 3: Organogram of AKRSP (I)

14
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:

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.

15
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
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
AKRSP(I)
10%

European
People Commission
23% 50%

Government
13% Others
4%

16
Besides since 2002 AKRSP (I) has also included people’s 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.

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)

Utilisation of Funds Capital

13% Operations
4%

Programme
83%

Source: Balance sheet of AKRSP (I), 2003

Recruitment
The recruitment process of the organization can be shown as follows

Creation of
applicant pool

B-school Open market

Campus visits Advertisement

(in newspaper)

Interviews and Group

Discussions Written tests and
interviews

Selection
Selection

17
 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

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 have
also 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

18
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.

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

19
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
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.

Piloting Scaling up Increased

reach

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 9164 ha 29,211 ha
treatment)
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

20
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
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
Korten’s framework.

Programme
Planning Task requirements

Needs Competencies

Beneficiaries Organization

Demand expression Planning

Figure 8: Schematic Diagram of fit requirement of an organization

Organization: AKRSP (I)

Programme: Natural resource management and human resource management

21
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
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

22
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
now focuses on the intervention into new areas and withdrawal from older ones as it is also mentioned in
SCALE project.

Effective Efficient Expand

I
P N T T
E R R M
I
R A A A
T
F N N T
I
O S S U
A
R I I R
T
M T T I
I
A I I T
O
N O O Y
N
C N N
E

TIME

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
apcx level and communicated to the
employees Traget oriented.
1992 Mr. Barry Participatory, the mission statement
Underwood of ,\KRSP (I) was made by
einployees' participation
2001 -Mr. Apoorva Oza A mix of Participatory and
monitoring of the Cinployces
ZD
Problems at the ground level
would have been untouched
as there was no participation
of the community workers
in the decision making.
Better understanding of the
ground level realities,
employees feel more
associated with the
organization.
This has the benefits of
both, the participatory
system and the bureaucratic
one. A check i s kept on
employees through setting
of targets but they are given
discretion to take their own
decision to accomplish these
goals.

23
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

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 funds
Rapport with different research and
academic institutes for capacity
building
and implementing new ideas in the
field.
Good leadership.
Opportunities Threat
Market linkage for (lie miicro- Chances of improper selection of
enterprise target.
activities taken by the people beneficiaries
Mission can be achieved through 9 Change in government policies
SCALE
project. 9 Changes in the market structure
Scope for expansion
Better 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 withdrawal strategy
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

24
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
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

25
 REFERENCES

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

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

26
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. Regularity
b. Attendance
c. Management (independent oi- by AKRSP (1) staff)

4. Leadership

5. Member awareness
6. Financial discipline
a. Savings
b. 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

27
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

Narmada, 6%

Bharuch, Surat, 27%

14%

Kachchh,
15%

Surendranag
ar, 15%

Junagarh,
23%
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 Gross sown Net Gross % of gross
area area irrigated irrigated irrigated
area area 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 27
Surendranagar 6877 7207 1261 1392 19.3

28
 ANNEXURE 3: INCOME STATEMENT OF AKRSP (I) FOR THE LAST THREE YEARS2

Particulars 2003-04 2002-03 2001-02

INCOME
Interest on investments, ST deposits, and 5838438 6465088 7498925

saving bank accounts

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 33255873 14141548

project
Income from AKRSP services 455089 1027747 1093217
Biogas supervision charges & service 316300 77000 134000

fees
Government assistance 14614167 5952868 5917887
Grant received – donor agencies 14126723 13234895 10544951
Total 135434625 91466470 59063031

1.1.1.EXPENDITURE

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
135434625 91466470 59063031
1.3. Total
1.1.2.
1.1.3.ANNEXURE 4:BALANCE SHEET OF THE ORGANIZATION FOR THE LAST THREE
YEARS

Particulars 31.03.2004 31.03.2003 31.03.2002

Sources of fund

2
Source:Finance Department, AKRSP (I)
29
 1.1.4.Capital 26250000 26250000 26250000
fund
1.1.5.Other funds 22156133 21196805 -

Reserves & surplus 93811369 87468061 78925757

Total 142217502 134914866 105175757

Application of funds

30
 1.1.6.Fixed asset

Gross block 37077634 26922494 23333688

Less : depreciation 15351245 14053596 13647065
Net block 21726390 12868898 9686623
Capital work in progress 10849520 4650391 -

1.1.7. Investments 35104146 39243896 44599046

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
Other loans and advances 2207871 2861407 2037763
Govt./AKF assistance/ grant 22940326 9184235 16905202

31
 receivables
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 4055312 2468178 1814806

encashment

1.1.8.Net current 74537447 78151681 50890088

asset (C.A.
- C.L.)

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 Increase in net working capital 10867955
Fund 198337
Increase in biogas maintenance
Fund 161235
Depreciation 695057
Increase in investment 4679920
Total 11591228
Total 11591228

3
Source: Finance department, AKRSP(I)
32