MC Group Assignment, A Study Report of NEWAH

A Study Report
Status of all aspect of
Managerial Communication, Management and Leadership of Nepal Water for Health (NEWAH)
Submitted to Dr. Bhawani Shankar Subedi, Lecturer

ACE Institute of Management Sinamangal, Kathmandu
Prepared by: Group F, EMBA Fall 2007, ACE Institute of Management

Bharat Bastola, Dil Bahadur Bhujel, Krishna Datta Mishra, Rajesh Shrestha
December 9, 2007
A Study Report Status of all aspect of Managerial Communication, Management & Leadership of NEWAH
Group F, EMBA Fall 2007

December 9, 2007
To: Dr. Bhawani Shankar Subedi, Lecturer, ACE Institute of Management Sinamangal, Kathmandu Re.: A study report on status of all aspect of Managerial Communication, Management and Leadership of Nepal Water For Health (NEWAH) Dear Sir, First of all, we sincerely apologise for the delay on submission of our group study report because of some of the unavoidable constraints. Here is a status report on the overall aspect of managerial communication, management and leadership of Nepal Water For Health (NEWAH) that is prepared under your valuable guidance for the partial fulfilment of the requirement of Managerial Communication, EMBA program. We would like to inform you that we have gathered all the information as far as possible that we believe to be the most relevant for this particular study from the various sources We sincerely hope that our report will communicate the complete communication, management and leadership status and present the best practices of NEWAH. We truly appreciate this assignment and would like to thank you very much for providing us such a wonderful opportunity. We would always welcome your valuable comment, suggestion and feedback if you may have any. Sincerely, For Group F, EMBA Fall 2007 ACE Institute of Management Bharat Bastola ________________________ Dil Bahadur Bhujel _____________________ Krishna Datta Mishra ___________________
Rajesh Shrestha _______________________
Acknowledgement
We would like to express our sincere thanks to Dr. Bhawani Shankar Subedi Lecturer, ACE Institute of Management for providing us this opportunity to carry out real-life study report of an organization. We also extend our sincere gratitude to Mr. Umesh Pandey, Director, Nepal Water For Health (NEWAH) for giving us an opportunity to study the overall aspect of managerial communication, management and leadership of NEWAH. We would also like to express our gratitude to all the staff members of NEWAH, and especially to Mr. Ratan Budhathoki, Ms. Laxmi Poudyal and Mr. Paras Thakuri for their valuable time. We heartily appreciate the contribution of Mr. Ratan Budhathoki, Knowledge Management and Advocacy Manager for sharing us his ideas, experiences, and providing us various NEWAHs publications, annual reports and other relevant materials that make our study a very fruitful endeavour. Our sincere gratitude also goes to all the staff members of ACE Institute of Management, particularly to Mr. Pradeep Rajopadhyaya, EMBA Coordinator for coordinating us and Mr. Bishal Lama who has supported us for printing and assisting us for other secretarial task during the finalising of the report. Finally, our gratitude goes to all the individuals who have supported us directly or indirectly for their endeavour to make it a very inspiring and a successful experience.
Abstract
A study gives a glimpse overview of overall status of managerial communication, management and leadership of Nepal Water For Health (NEWAH). The first chapter of this study report describes introduction that includes background, rationale of study, objective of the study, strength and weakness of the study and methodology and processes weve used during our study. The second chapter describes more about the organization where we carried-out this study. The third chapter gives the study results what we have found during our study and in the fourth chapter weve presented our recommendation of the best practices that our team observed within NEWAH, and in the last chapter, our observation and conclusion are presented. Because of time constraints and hectic schedule of our study team members, we were very much rushed for visiting the organization, collecting and analyzing the data and preparing the final study report and PowerPoint presentation. The study involved several consultative meetings, questionnaire, research and survey at NEWAH HQ, Lohasal, Kathmandu and review of various materials and documents and finally, analyzed and presented the study results and outcome in our final study report. We endeavour to recommend the most important research results from our study focusing more on Use of Information Communication and Technology , generally known as ICT System that can be taken as a grant to success of any organization.
ii
List of Acronyms
ACE CBFE CBO CRO DFID ERO FAMAS FWRO GAP HQ ICT IRC IT M&E MIS MWRO NEWAH NGO(s) OMIS PIC PMC PMIS RO SMT UK VDC WAN WATSAN WRO WSH WSSCC WSUC ACE Institute of Management Computer Based Financial Engineering Pvt. Ltd Community Based Organisation Central Regional Office Department for International Development Eastern Regional Office Financial And Management Accounting System Far Western Regional Office Gender and Poverty Head Quarter Information, Communication & Technology International Resource Centre on Water Supply, Sanitation and Hygiene Information Technology Monitoring and Evaluation Management Information System Mid Western Regional Office Nepal Water for Health Non-Governmental Organisation(s) Organizational Management Information System Prudential Insurance Company Project Management Committees Project Management Information System Regional Office Senior Management Team United Kingdom Village Development Committee WaterAid Nepal Water and Sanitation Western Regional Office Water, Sanitation and Health Water Supply and Sanitation Collaborative Council Water Supply and Sanitation User Committee
iii
iv
Table of Content
Acknowledgement................................................................................................................i Abstract...............................................................................................................................ii List of Acronyms...............................................................................................................iii 1 Introduction.......................................................................................................................1 1.1 Background...........................................................................................................1 1.2 Rationale of Study.................................................................................................1 1.3 Objective of the Study...........................................................................................2 1.4 Strength and weakness of the study......................................................................3 1.5 Methodology and Process.....................................................................................3 2 Nepal Water For Health (NEWAH), an NGO..................................................................5 2.1 NEWAH at a glance..............................................................................................5 2.2 NEWAHs Vision, Mission, Objectives, Values and Principles...........................6 2.3 NEWAHs Partners...............................................................................................7 3 Presenting the Study Results ............................................................................................9 3.1 NEWAH Organizational Structure & Its relation to Managerial Communication ............................................................................................................................9 3.2 Findings and outcomes..........................................................................................9 3.2.1 Managerial Communication .............................................................................10 3.2.2 Management......................................................................................................11 3.2.3 Leadership.........................................................................................................12 3.3 SWOT Analysis of NEWAH..............................................................................12 4 Recommendation of Best Practices..............................................................................13 5 Study Teams Observation and Conclusion....................................................................14 6 References and Bibliography..........................................................................................15 7 Annexure.........................................................................................................................16 Annexure A: SWOT Analysis of NEWAH.............................................................16 Annexure B: NEWAH Organizational Chart...........................................................19
Introduction
1.1 Background
Broadly speaking, managerial communication plays a vital role to success and to achieve individual and collective goals. Effective communication occurs when the right people receive the right information in a timely manner and it ultimately helps to managerial decision making processes. When communication flows in accordance with an organization chart, we say that communication follows along the chain of command or lines of authority and formal reporting relationships ( See Annexure B: NEWAH Organizational Chart). We are in the 21st century, the age of information, communication and technology generally known as ICT. In this modern world, most of the successful organizations are using computer-mediated communication. eMail, chat systems, teleconferencing, and video-conferencing are commonly classified as computer-mediated communication in that they rely on computer technology to facilitate information exchange. All of these media permit discussion and decision making without employees having to be in the same location, potentially saving time, money, and travel hassles. Research has found that group decision support systems enhance the number of ideas regarding some problem generated under brainstorming conditions. However, by almost any criterion other than generating ideas, computer-mediated groups perform more poorly than face-to-face groups. Thus, less routine communication requires richer communication media. In our study we endeavour to look at overall status of managerial communication, management and leadership of Nepal Water For Health (NEWAH) focusing more on use of ICT system.
1.2
Rationale of Study
While we were assigned this study project, we basically thought about one of the successful organizations (either it could be multinational corporate organization or international non-profit making
organization). The reason behind this was we simply wanted to learn the role of managerial communication, management and leadership in a real life situation of successful and learning organization. So, firstly, we chose D2-Hawkeye, a software development
organization. But unfortunately we couldnt get the time from them because of their own corporate reasons. Secondly, we, all team members, discussed together about the situation and decided to visit Prudential Insurance Company (PIC) Ltd, a general insurance company. We, 3 members out of 4 were visited and collected information from PIC. Later, we have come to know that a study report on the same topic has been already submitted to same institution for same subject by one of our previous batch student. Finally, we chose Nepal Water For Health (NEWAH), an NGO. The rationale was we were recalled some of the articles about COLLATERAL
DAMAGE,
UNDER
UTILIZATION OF DEVELOPMENT FUND
etc. published in
different national news paper i.e. The Kathmandu Post, Kantipur, and The Himalayan Times etc. at different date and time. And we realised and decided to carry-out our study at one of the non-profit making organization so that, we believe, our recommendation about best practices will help to similar organizations for better utilization of their available development fund and ultimately, targeted communities will be benefited from it. This is our small contribution towards the poor rural community people to build new Nepal.
1.3
Objective of the Study

The primary objective of this study is partial fulfilment of the requirements of Managerial Communication, EMBA Program. The broad objective is to critically analyse the overall aspect of managerial communication, management and leadership of an organization. And on the basis of fact, present the best practices of an organization so that readers and/ or participants will easily understand the key to succeed OR propose the appropriate recommendation to solve the existing problems so that its readers and/ or participants will understand how to deal with the problems in particular sector. The specific objectives of this study included the following:
Study all aspects of managerial communication, management and leadership of an organization.
Prepare a status report of the organization with recommendation of best practices or
Prepare a proposal for the organization and its stakeholders convincing them to introduce change/s appropriate for solving the problem/s in the organization
Communicate the status report or proposal to our faculty member and classmates through presentation.
1.4
Strength and weakness of the study

The strength and weakness of our study is we look straight forward to the best practices in relation to managerial communication, management and leadership of NEWAH. Yes, NEWAH is one of the successful leading organizations where most of the systems are in place, but it does not mean that a successful organization does not have any drawbacks and limitations. NEWAH also may have certain shortcomings but we overlooked it in our entire study, it can be a weakness of our study. On the other hand, we have succeeded to present the fact of NEWAH in our very short period of time only because of our complete focuses on best practices of NEWAH. We believe that our recommendations of best practices will definitely help to similar organization to be a successful and learning organization like NEWAH.
1.5
Methodology and Process

The assignment that was given to us was very clear. Even the short guideline was provided by our faculty Dr. Bhawani Shankar Subedi. So, we follow the guideline while using the methodology during our study project period. The study process consisted of the following process:
Preliminary meeting for set up: A preliminary meeting was held at the ACE Institute of Management between the team members for discussion and planning for the study. The methodology for the study was quite clear by the guidelines provided by our faculty, so, activities to be undertaken were identified and tentative dates for the activities were agreed upon.
Task allocation between the members: We initiated different task by different team members. For example, Mr. Bharat Bastola was responsible for setting up the meeting with visiting organization; Mr. DB Bhujel was responsible to circulate the message between the members and so on. In the beginning, our team comprise of 5 members but later one of our team member Mr. Deepak Adhikari has been dropped out the college. So, we reallocate the tasks within 4 members.
Identifying
the
organization:
Finally
we
identified
the
organization to visit for our study i.e. Nepal Water For Health (NEWAH). And visited for meetings and data collection. Literature review: All relevant literature was reviewed to have clear understanding of the NEWAH and its activities, functions and its working processes. Data collection and Analysis: Preliminary meeting was
conducted with the key staff at the NEWAH Headquarter, Lohasal, Kathmandu to collect the relevant information and materials and identify the current status of managerial communication, management and leadership of NEWAH. Further information/ materials were gathered from different sources which were later analysed and synthesised by the Team Members. The questionnaire guidelines used for gathering the information. Report Preparation: A draft report was prepared by gathering the different module prepared by different team members. Then circulated to all members for their feedback. Finally, incorporating all feedback, prepared final status report and submitted to Dr. Bhawani Shankar Subedi, Lecturer, ACE Institute of Management. Report Presentation: 20 minutes Power-Point presentation was given to faculty and classmates on prescribed date and time
Nepal Water For Health (NEWAH), an NGO

2.1 NEWAH at a glance
Nepal Water for Health (NEWAH) is a national level non-governmental organization (NGO) specializing in the drinking water, health promotion and sanitation sector. It has been working actively since 1992 in partnership with local NGOs to serve poor communities secure basic services of water and sanitation and also strengthen the capacity of these partners to undertake further development activities. It has an executive body comprising of 7 members and is affiliated with the Social Welfare council - the governing body of NGO sector in Nepal and is registered with the District Administration Office. NEWAH operates in selected areas of Nepal through its regional offices located in different development regions of the country with 129 professional regular staff. Each year NEWAH supports around 60 community based drinking water supply, health promotion and sanitation project throughout the country. NEWAH provides financial, technical and implementing assistance to community. The following table shows the overall achievements of NEWAH as of November 07, 2007 (Source: http://www.newah.org.np)
A glimpse of NEWAH Projects as of November 07, 2007

Number of Projects completed Total No. of Beneficiaries Total Household Served Working District Number of Water Points built Number of Household Latrine built Number of Students benefited No. of School Latrines built Women members in WSUC Total members in WSUC Percentage of Women in WSUC Table 2.1.1 1,013 1,008,800 163,193 50 14,804 66,346 71,833 310 3,184 7,591 42
Social inclusion and equity is promoted across NEWAH by adopting a Gender and Poverty Sensitive Approach (GAP). Although most of its work is carried out in rural areas a growing proportion is now being concentrated on services for the rapidly expanding urban poor. NEWAH perceives itself as a Learning Organization and is gradually increasing its focus on innovative and learning products around water and sanitation such as fog water collection, rain water harvesting, Community Led Total Sanitation (CLTS), School Led Total Sanitation (SLTS), SaniMart etc.
2.2
NEWAHs Vision, Mission, Objectives, Values and Principles

Vision: Improved Quality of Life (Socio-economic Status) of all Nepali people through Water, Health and Sanitation services,. Mission: NEWAH is committed to improve quality of life of Nepali people by contributing towards safe water, health and sanitation services to those in greatest need. Objectives: NEWAH's objective is to bring substantial positive
changes in the lives of Nepali people in the greatest need (poor, marginalized, remote, conflict affected or in crisis) by: Providing technical and financial support in water, health and sanitation activities/services partners) Developing capacity of the individual and institutions in the sector to manage water, health and sanitation programmes Engaging in research and studies to enhance sectoral directly or through other non profit making agencies (NGOs, CBOs, other development
knowledge base and involving in research based deliberations and advocacy for policy reforms Collaborating with other agencies to leverage equitable and sustainable access to safe water, health and sanitation services
Supporting the states policies and other stakeholders programs to increase equitable and sustainable access to safe water, health and sanitation services
Values and Principles: Poverty and gender sensitivity Promotion of social inclusion and justice Promotion of democratic values Political neutrality Transparency and accountability Faith in peoples capacity for positive change and community empowerment NEWAH Organizational Structure: See Annexure B
2.3
NEWAHs Partners
NEWAH is supported by various international development
organizations and it implements its almost all projects and activities through its local partners. Funding Partners (donors): WaterAid UK and Department For
International Development (DFID) UK are its major funding agencies where as NEWAH has also been successful in receiving fund from donors like SIMAVI (The Netherlands), Concern Worldwide, Plan Nepal, OXFAM GB, Clinic Nepal Charity, UK Elgin Rotary Club (Scotland) and Water and Sanitation Collaborative Council (WSSCC). Implementing Partners (local partners): The following table shows a glimpse of NEWAHs local partner organizations: Partner Type NGO CBO SFDP PCRW No of Organization 280 146 59 4 No of Projects 647 151 129 9
Partner Type Municipality DDC VDC NEWAH Self Management Committee Total Table 2.3.1
No of Organization 1 1 1 1 11 504
No of Projects 1 1 1 62 12 1,013
Presenting the Study Results

3.1 NEWAH Organizational Structure & Its relation to Managerial Communication
NEWAHs organizational communication follows the formal lines of authority shown on organizational charts ( see Annexure B: NEWAH Organizational Chart). However, the reality of organizational communication shows that the formal chain of command is an incomplete and sometimes ineffective path of communication. In NEWAH Organizational Chart (See Annexure B), we can clearly see the different communication flow. In downward communication, information flows from the top of the organization toward the bottom. In upward communication, information flows from the bottom of the organization toward the top. Horizontal communication refers to information that flows between departments or functional units, usually as a means of coordinating effort.
3.2
Findings and outcomes

With its dynamic leadership and committed staff members, NEWAH has been able to establish itself in the core of the water and sanitation sector of Nepal with its excellent service delivery. It is well recognised in the sector as a leader dedicated to development of new approaches to address the need of the community. The key strength of NEWAH lies in its wider coverage and effective service delivery with people as the core. The effective mobilisation of people for overall project management has ensure well acceptance of its program by the community members which has proved to be core strength of NEWAH giving it greater access to remote and even conflict affected communities. Result orientation, access to people and effective mobilisation of resources has meant greater confidence and acceptance of NEWAH by all its funding partners resulting into greater access of funding to NEWAH where other organisation are struggling for the same.
Representation
of
NEWAH
at
the
local,
national,
regional
and
international forum has given it the competitive edge over other organisations, making it influencing at the policy level in addition to sound technical capabilities at the implementation level. This ability of NEWAH to maintain linkages and networking from grass root to the donor level has proved to be its success factor even in the period of conflict characterised by high risk and uncertainty. The findings and outcome of the study particularly to managerial communication, management and leadership of NEWAH are summarised below based on the information gathered, discussion and interactions with NEWAH Management staffs, literature review and analysis.
3.2.1 Managerial Communication

The communication mechanism is well developed. Formal communication and sharing mechanism exist in the form of weekly, monthly, quarterly and annual meetings, bulletin, memos email, and internet and the staffs feel that they are adequately kept informed. The present mechanism of sharing and coordinating are well enough to ensure effective inter-unit (inter-regional) communication and coordination among units. Use of ICT System: NEWAH has been implemented strong ICT System mainly in Finance and Account, Monitoring and Evaluation, Programme and Human Resource department. FAMAS, a complete financial and management accounting solution, is implemented within NEWAH and its regional offices with the help of Computer Based Financial Engineering (CBFE) Pvt Ltd that maintain all NEWAHs financial and accounting transactions. Its dynamic transaction analysis code (TA Code) help to fulfil the different changing requirements of different stakeholders can be it donor agencies, NEWAH internal management, charter accountants, government agencies etc. (Source: http://www.cbfe.com.np)
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On the other hand, its ADD-Ins feature, that can be customized as per the changing requirements of NEWAH in future and that works with integrated with FAMAS standard, ensures that FAMAS is always ready to meet the issues, challenges, and problems in relation to financial and management accounting system. PMIS, a complete project management information system, is implemented within NEWAH and its regional offices with the help of CBFE that maintain and provide the information and status of NEWAH projects, activities which are plan, ongoing and completed. It is very useful tools to make any decision in relation to the projects. Similarly NEWAH has implemented programming tools and Human Resource Information System to be optimally utilised for decision making purpose.
3.2.2 Management
System and processes exist in NEWAH to ensure participative decision making in the organisation. Timely decisions-making, dissemination practices and adequate feedback systems are the strengths of NEWAH management. NEWAH is well staffed. organisations registration five Staff members are skilled and organisational and vision of and the
experienced to perform their function efficiently. The internal dimensions; role, duties purpose, shared values and beliefs, strategic plan, legal and accountability management found well. The vision, mission and objective of NEWAH is well established and shared among its staff members and well communicated outside as well as to its major stakeholders through its publications. The mission, vision and objective of NEWAH are reflected in its log-frame, policies and other documents of NEWAH. Staff members identify with NEWAH mission, vision and objective and feel proud to be associated with NEWAH.
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NEWAH also has clearly stated and shared organisational values and beliefs. The core values regarding the internal management processes including conflict of interest, prioritisation of work, and code of conduct regarding work relationships are formalised and equally shared and reflected in behaviour of all level of staff. NEWAH is also well recognised by its partner organisations and community it works with. The partners and community perceived NEWAH as an organisation dedicated to improving the quality of life of Nepalese people through water, health and sanitation services.
3.2.3 Leadership
The present leadership is well accepted and appreciated by all levels of staff as well as other stakeholders. We find that the present leadership is dynamic and successful to give the organisation the right direction and take it to new heights. Succession planning in and the leadership mechanism ensure that are the institutionalised a single leader. organisation
organisations sustainability and success does not depend upon
3.3
SWOT Analysis of NEWAH

NEWAHs strength to managerial communication, management and leadership is very well. ICT System is established in place in various departments/ regional offices. For example, a robust financial and management accounting system i.e. FAMAS used for recording, analysing and summarising the overall financial transactions of NEWAH. Its dynamic transaction analysis tools helps to the management for financial planning/ forecasting, financial controlling/ monitoring, and financial management. Its ADD-Ins feature fulfil the different specific requirements of different stakeholders e.g. donor agencies, financial analyst, internal management chartered accountants and concerned government authorities. for overall SWOT Analysis of NEWAH See Annexure A
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Recommendation of Best Practices

Learning Organization: Over the years, NEWAH has evolved itself as a Learning Organisation and is gradually increasing its focus on innovative practices and learning products around water, sanitation and hygiene sector and has successfully established itself in the core of the national water and sanitation sector. It has rapidly grown over the years as a learning organisation adding new dimensions to its services that can be a role modal for other similar organization. Use ICT System for Effective Managerial Communication: Adequate ICT System and physical infrastructure exists for information sharing and management at both HQ and Regional level. Most of the staff have adequate access to management information system (MIS) e.g., Human Resource Management Information System (HRMIS), Inventory Management System, Project Management Information System (PMIS), Financial And Management Accounting System (FAMAS). These information systems communicate the relevant information to different stakeholders when and where it may be needed. FINANCIAL AND MANAGEMENT ACCOUNTING SYSTEM (FAMAS): Working with multi-donor agencies and reporting them as per their own reporting requirements within deadline are really the tough job. Thats why we generally read the article published in different national news paper under the headings of collateral damage, under utilization of development fund etc. NEWAH and its all regional offices have been using FAMAS to deal with such problems in relation to financial and management accounting system. more details: http://www.cbfe.com.np ) We believe that small information about FAMAS will be the big contribution towards the targeted communities of rural Nepal. A good financial management system has always been one of my key areas of concern. The challenges for a growing organization with funds coming from diverse sources such as ours must have an integrated, reliable, consolidated and effective financial management system to meet the requirement of an organization with a varied range of activities and that of our all donors. FAMAS has been of immense help in tackling these challenges. (for
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Mr. Umesh Pandey, Director, NEWAH
Study Teams Observation and Conclusion

NEWAH has been able to establish itself as a leader in the water, health and sanitation sector successfully serving over 3% of the national population with its mission of improving quality of life of Nepalese People. It is well recognised, accepted and valued by all of its stakeholders - donors, local partners and community members, as a competent and trustworthy ally. It has rapidly grown over the years as a learning organisation adding new dimensions to its services. With this growth and recognition, NEWAH enhancing its capacity to meet the increased challenges and expectations through effective service delivery in this conflict situation. For this, NEWAH shifting from project to programme approach with a wider strategic thinking, focusing on its core competencies, water and sanitation, as well as developing new competencies to address emerging issues of livelihood, health and advocacy in a holistic manner. For sustainability as well as to manage its growth, NEWAH diversifying into new areas building its capacity in research and development and experimenting with innovative approaches that would benefit the needy as well as appeal to the donors and general public. For focus on impact level monitoring and evaluation, identification and documentation of success stories and lesson learned and its active promotion through media and networking with like-minded organisations would be instrumental. Compared to other national level NGOs, NEWAH is well capacitated and well managed with necessary systems and processes established for programme and internal operations and rewarding external relations. Its programme implementation capacity is well recognised and leadership well appreciated. The staffs feel proud to be associated with the organisation and appreciate the open, transparent and supportive family culture while their partners value their association. Therefore, only some initiatives addressing key issues that are identified by recent Self Capacity Assessment Study would suffice to take NEWAH to greater heights.
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References and Bibliography

Guidelines Version 1.1 (9.11.2007), Helsinki University of Technology, Institute of Strategy and International Business Guidelines for report and proposal writing, Dr. Bhawani Shankar Subedi Business Communication Theory and Application 7 th Edition, Raymond V. Lesikar and John D. Pettit. Publications and other materials from NEWAH: NEWAH Self Capacity
Assessment Report, NEWAH Annual Reports World wide web (www): http://www.newah.org.np, http://www.cbfe.com.np, http://www.wikipedia.org, http://www.google.com
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Annexure
Annexure A: SWOT Analysis of NEWAH
The following SWOT analysis table summarised the broad outcome of the overall study of NEWAH.
STRENGTH 1. NEWAHs strong image and strategic positioning in the market as a quality service provider, Leader in water, health and sanitation sector 2. Dynamic leadership 3. Competent and dedicated staff 4. Good infrastructure with well established systems and procedures 5. Strong technical capability for project design and implementation/ Short project cycle 6. Community management of projects
WEAKNESS 1. Inadequate policies and strategies in some areas (partnership, marketing and fundraising policies and strategies, HR strategy) 2. Some system and procedure needs strengthening (performance management, HRD, decision making, external and internal environment monitoring and analysis) 3. Organisational structure -adequately incorporating strategic choices and direction, shift from project to programme with adequate linkages between units 4. Strategic planning requiring
7. Field presence and effective implementation even in conflict situation 8. Wider coverage with regional offices
further strengthening 5. Financial planning and management capacity requiring further strengthening 6. Research and development
9. Well acceptance by
16
community/partners transparency and accountability 10.Well accepted and appreciated by donors 11.Good contacts and networksrepresentation in national and international forums 12.Ability to influence policy (advocacy) 13.Ability to experiment with new approaches to address socioeconomics concerns and donors priority in projects and programmes.
capacity (Analytical skill) 7. Impact level monitoring and evaluation system 8. Representation and networking skills ( esp. of operational level staff) 9. Documentation and publication 10.Capacity building of partners for programme sustainability needs requiring further strengthening 11.Management of growth and expansion more effectively 12.Succession planning 13.Some grievances in staff in relation to incentive, promotion and transfer 14.Funding source not diversified enough proportionately, as a significant bulk (93%) of the fund comes from only two sources. 15.Mandate of not utilising Loan Fund limiting its access to resources
OPPORTUNITY 1. Increasing service demand from the community (esp. in sanitation) Scaling up of operation through implementing
THREAT 1. 2. Escalating conflict Increasing expectation of partners (community, partner
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district based operations 2. Service delivery in conflict 3. Programme diversification peri urban focus programme, policy inputs, advocacy programmes, rehabilitation projects, research and development, consultancy 4. Integrated/Holistic programme approach environment, water resource (watershed) management, livelihood integrated with water and sanitation, collaboration with other like minded partners to leverage present programmes to make water, sanitation, hygiene programmes more sustainable 5. Technical Assistance for capacity building 6. Replication of successful model in other countries through partners 4. 3.
NGOs, donors) Environmental challenges (Challenge in buffer Zone area/lime/arsenic) Shifting donors priorities and policies ( donor supporting service delivery through government institutions and basket funds/budgetary support)
(Source: NEWAH Self Capacity Assessment)
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Annexure B: NEWAH Organizational Chart

The following figure shows the NEWAH Organizational Structure:
General Assembly Board Director Deputy Director
Regional Managers
Capacity Building & Advisory Service Manager
Knowledge Managemen t& Advocacy Manager
Finance Manager
Social Developmen t Manager
Technical Developmen t Manager
Programme & Resource Planning Manager
Monitoring & Evaluation Manager
Admin Manager
Regional Offices
CRO ERO WRO MWRO FWRO
Capacity Building & Advisory Service Team

Training & Advisory Service Officer/ Supervisor
Knowledge Managemen t& Advocacy Team

Communicatio n Officer Advocacy Officer Documentatio n Officer
Internal Auditor
Finance Team
Account Officer Accountant
Planning and M & E Team

M & E and MIS Officer Planning and M&E Officer Supervisor
Admin Team
Admin Officer Admin Assistant Sr. Driver Sr. Office Helper
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MC Group Assignment, A Study Report of NEWAH

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A Study Report

Status of all aspect of

Submitted to Dr. Bhawani Shankar Subedi, Lecturer

Prepared by: Group F, EMBA Fall 2007, ACE Institute of Management

Group F, EMBA Fall 2007

Rajesh Shrestha _______________________

UTILIZATION OF DEVELOPMENT FUND

Objective of the Study

Study all aspects of managerial communication, management and leadership of an organization.

Prepare a status report of the organization with recommendation of best practices or

Strength and weakness of the study

Methodology and Process

Nepal Water For Health (NEWAH), an NGO

A glimpse of NEWAH Projects as of November 07, 2007

NEWAHs Vision, Mission, Objectives, Values and Principles

Presenting the Study Results

Findings and outcomes

3.2.1 Managerial Communication

organisations sustainability and success does not depend upon

SWOT Analysis of NEWAH

Recommendation of Best Practices

Mr. Umesh Pandey, Director, NEWAH

Study Teams Observation and Conclusion

References and Bibliography

THREAT 1. 2. Escalating conflict Increasing expectation of partners (community, partner

(Source: NEWAH Self Capacity Assessment)

Annexure B: NEWAH Organizational Chart

General Assembly Board Director Deputy Director

Capacity Building & Advisory Service Manager

Knowledge Managemen t& Advocacy Manager

Social Developmen t Manager

Technical Developmen t Manager

Programme & Resource Planning Manager

Monitoring & Evaluation Manager

Capacity Building & Advisory Service Team

Knowledge Managemen t& Advocacy Team

Planning and M & E Team

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