Watershed Organization Trust

TABLE OF CONTENTS

Acknowledgement ii
Executive Summary iii
List of Tables vi
List of Annexures vi
List of Figures vii
List of Abbreviations used viii

1. INTRODUCTION.....................................................................................................................1
2. OBJECTIVE..............................................................................................................................1
3. METHODOLOGY....................................................................................................................1
2.1 PRIMARY SOURCES: ....................................................................................................................2
2.2 SECONDARY SOURCES:.................................................................................................................2
3. ORGANIZATION PROFILE...................................................................................................2
3.1 CONTACT DETAILS.......................................................................................................................2
3.2 AREA OF OPERATIONS.................................................................................................................3
3.3 HISTORY...................................................................................................................................4
3.4 GOVERNING BODY.....................................................................................................................4
3.5 CONSTITUTION...........................................................................................................................5
4. PURPOSE...................................................................................................................................6
4.1 AIM..........................................................................................................................................6
4.2 VISION......................................................................................................................................6
4.3 MISSION...................................................................................................................................6
4.4 PHILOSOPHY..............................................................................................................................7
4.5 CORE VALUES.............................................................................................................................7
4.6 APPROACH.................................................................................................................................7
5. ORGANISATION STRUCTURE............................................................................................8
5.1 MINTZBERG MODEL...................................................................................................................9
5.1.1 Information Technology................................................................................................10
5.1.2 Administration..............................................................................................................11
5.1.3 Finance and Accounts...................................................................................................11
5.1.4 Research........................................................................................................................11
5.1.5 Technical ......................................................................................................................12
5.1.6 Communication and Documentation............................................................................12
5.1.7 Social department.........................................................................................................12
5.2 DIMENSIONS............................................................................................................................13
5.2.1 Formalization...............................................................................................................13

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 Watershed Organization Trust

5.2.2 Centralization...............................................................................................................14
5.2.3 Complexity....................................................................................................................14
6. CONTEXTUAL DIMENSIONS.............................................................................................15
6.1 STRATEGY...............................................................................................................................15
6.2 ENVIRONMENT.........................................................................................................................16
7. OPERATIONS.........................................................................................................................17
7.1 WATERSHED MANAGEMENT PROGRAMME....................................................................................17
7.1.1 Direct Implementation of the watershed projects.........................................................18
7.1.2 Capacity building of NGOs and CBOs for Natural Resource Management along
watershed lines......................................................................................................................19
7.2 MICRO FINANCE......................................................................................................................20
7.3 WOMEN’S SELF HELP PROMOTION................................................................................................21
7.4 TRAININGS, EXPOSURE ORIENTATION VISITS, WORKSHOPS...............................................................22
7.5 HEALTH PROMOTION..................................................................................................................23
7.6 SUPPORT TO DPAP PROJECTS IN AHMADNAGAR DISTRICT AS “ MOTHER NGO”...............................24
7.7 COMMUNITY ACTION FOR POVERTY ALLEVIATION (CAPA)...........................................................24
8. SAMPADA TRUST..................................................................................................................25
8.1 HISTORY.................................................................................................................................25
8.2 VISION....................................................................................................................................26
8.3 MISSION.................................................................................................................................26
8.4 ORGANIZATION STRUCTURE........................................................................................................26
8.5 ACTIVITY PORTFOLIO.................................................................................................................28
8.5.1 Micro-finance...............................................................................................................28
8.5.2 Micro-Enterprise..........................................................................................................29
8.5.3 Insurance......................................................................................................................29
8.5.4 Women Empowerment..................................................................................................30
9. CULTURE AND MANAGEMENT STYLE.........................................................................30
9.1 ATTITUDE TO WORK.........................................................................................................30
9.2 RULES....................................................................................................................................30
9.3 SOCIAL BEHAVIOR.....................................................................................................................30
9.4 MANAGEMENT STYLE................................................................................................................31
9.5 LEADERSHIP STYLE...................................................................................................................31
10. HUMAN RESOURCES........................................................................................................32
10.1 MANPOWER PLANNING............................................................................................................32
10.2 RECRUITMENT AND SELECTION.................................................................................................33
10.3 INDUCTION TRAINING...............................................................................................................33
10.4 IN-SERVICE TRAINING.............................................................................................................34
10.5 PERFORMANCE APPRAISAL AND EVALUATION..............................................................................34
11. MANAGEMENT INFORMATION SYSTEM...................................................................35
12. FINANCIAL ANALYSIS......................................................................................................36
12.1 INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR 2003-04......................................................36

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 Watershed Organization Trust

12.2 ACCOUNTING SYSTEM AT WOTR.............................................................................................37

12.3 DONOR AGENCIES...................................................................................................................38
13. SWOT ANALYSIS.................................................................................................................38
13.1 STRENGTH.............................................................................................................................38
13.2 WEAKNESS............................................................................................................................39
13.3 OPPORTUNITY........................................................................................................................39
13.4 THREAT.................................................................................................................................39
14. CONCLUSIONS....................................................................................................................39
REFERENCES............................................................................................................................40
TECHNICAL OFFICER............................................................................................................45
MSS...............................................................................................................................................45
TEAM LEADER..........................................................................................................................45
HEALTH OFFICER....................................................................................................................47

LIST OF TABLES

Table 1.1 Contact Details 3

Table 1.2 Profile of the Board of Trustees 5
Table 1.3 Watershed status as on 31.3.05 18
Table 1.4 Details Of Micro-Finance Activity 21
Table 1.5 Sampada and its employess 26
Table 1.6 Income and expenditure account for 2003-04 36

LIST OF ANNEXURES

Annexure I Major Events From 1992-2003 41

Annexure II Activities Undertaken Under CAPA 43
Annexure III Staff Profile of WOTR 44
Annexure IV Data Flow Diagrams 45

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 Watershed Organization Trust

LIST OF FIGURES

Figure 1 Area of Operations of WOTR 3

Figure 2 Organogram of WOTR 9
Figure 3 Mintzberg Model 10
Figure 4 WOTR’s Specific Environment 16
Figure 5 Watershed Projects implemented by WOTR 19
in Maharashtra and Andhra Pradesh
Figure 6 WOTR supported Watershed Projects in 20
Maharashtra and Andhra Pradesh
Figure 7 Yearwise details of Micro-Finance Loans 21
disbursed
Figure 8 Trainings for Watershed Partners 23
Figure 9 External Trainings 24
Figure 10 Breakup Of Expenditure Under CAPA 25
Figure 11 Organogram of Sampada Trust 27
Figure 12 Loan Disbursement procedure 29
Figure 13 Leadership Styles 31
Figure 14 Expenditure Profile 37

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 Watershed Organization Trust

LIST OF ABBREVIATIONS USED

APRLP Andhra Pradesh Rural Livelihoods Program

CAPA Community Action for Poverty Alleviation
CBOs Community Based Organization
CBP Capacity Building Phase
DPAP District Poverty Alleviation Programme
GIS Geographical Information System
IGWDP Indo German Watershed Development
Programme
JLG Joint Liability Group
MSS Mahila Samaj Sewak
NGO Non-Government Organization
PIAs Project Implementing Agencies
PNP Participatory Net Planning
POP Participatory Operational Pedagogy
RRC Regional Resource Centre
SMS Samyukta Mahila Samitee
VSHG Village Self Help Group
VWC Village Watershed Committee
WOTR Watershed Organisation Trust

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1. INTRODUCTION

As part of our Organizational Training Segment, we did our study on Watershed

Organization Trust, Ahmadnagar. The organization was started in 1993 with major focus
on watershed activities and later diversified to other activities like micro-credit support to
women SHG, training and support to other organization etc. The duration of our study was
spread over a period of eight weeks from June 6,2005 to July 30,2005. During this period, the
organization was studied from different perspectives and this report is prepared on the same,
as part of the Understanding Organization component of the OTS.

2. OBJECTIVE

Our study intends to achieve the following objectives:

 To understand the operations of the organization, its structure, mission, goals,
objectives, finance, human resource policy, its plans and strategies for growth
 To identify the strengths and weaknesses of the organization and the opportunities
and threats existing in the environment

3. METHODOLOGY

The organization has been studied from various perspectives- purpose, human resources,
financial, activities, structure and its dimensions, culture, environment in which it operates
etc. The Universal Business Model by Howard Dowding and the 7-S framework were studied
to develop our own framework for understanding the organization. The frameworks and the
concepts mentioned in the Organization Theory book by Stephens Robbins have been applied
at relevant places.

Data required was both of qualitative and quantitative nature. Qualitative data covered the
financial details, data about the number of projects undertaken, expenditure incurred, funds
etc. The qualitative data included details about the values of the organization, the work
pattern, the functioning of the departments.
2.1 Primary sources:
Observation: The routine activities of the employees of all categories were observed in order
to understand their present roles. Unobtrusive observation also helped in understanding the
culture as well as the hierarchy within the organisation.
Discussions: Informal discussions were held with the employees on organisational issues like
its structure, human resources and area of operations.

2.2 Secondary sources:

Annual Progress Reports: The review of past Annual Progress Reports was done to
understand the organisation’s profile and its achievements in the past years. It also gave an
insight into the opportunities and threats the organisation faced since its inception and how
the organisation responded to it.
Financial statements: The financial statements were studied to understand the sources of
funds and the way funds are utilised.
Publications: Various publications of the NGO were studied to gain an insight into its
operations.

3. ORGANIZATION PROFILE

WOTR is an NGO established in 1993 to undertake developmental activities in resource-

fragile rain-fed areas. The main focus areas of WOTR are capacity building of village groups
and NGO, self –help promotions, watershed and micro-credit activities, training programmes
for other organization.

3.1 Contact details

WOTR is headquartered at Ahmednagar district, Maharashtra. Table 1.1 shows the contact
details of the organization.
 Table 1.1
Contact details

Postal Address ‘Paryavaran’, Behind Market Yard,

Ahmadnagar, Maharashtra
Telephone No. 0241-2450188, 2451460
Fax No. 0241-2451134
E-mail info@wotr.org
Website www.wotr.org

3.2 Area of Operations

WOTR works in the state of Maharashtra and has recently started its operations in Andhra
Pradesh and Madhya Pradesh. Apart from the head-quarter, there are seven Regional
Resource Centers (RRCs) situated at Nandurbar, Aurangabad, Wardha, Ahmednagar, Bhaise
Dehi, Narayanpet and Sangamner.
Figure 1 shows the map of Maharashtra with different units of WOTR.

Figure 1
Area of operations of WOTR
3.3 History
Frequent droughts and resultant despair were a part of life for rural Maharashtra. The
government effort was mostly directed towards the relief operation rather than a permanent
solution to the problem. In 1989, around 100 NGOs met in Aurangabad in an effort to find a
lasting solution to the recurrent droughts of the past decade. The NGOs were keen to start
watershed activities but were resource constrained. Father Herman Bacher took up the
challenge and conceived Indo German Watershed Development Program (IGWDP). In 1989
when IGWDP was launched, the idea was to organize villagers in partnership with NGOs to
regenerate the environment they live in along watershed lines. But soon it was found that the
NGOs operations lacked in technical, managerial and organizational skills for the said
purpose. To address this, WOTR was born in December 1993 with the specific mandate to
undertake capacity building efforts of NGOs and village groups on a large scale. The
mandate for WOTR was to develop pedagogy for assessment, qualifications and capacity
building; link all participating actors with the local institutional developmental network and
impact the policy level. The important milestones in the history of WOTR from 1993-2003
are listed in Annexure- I.

3.4 Governing Body

The Governing Body of WOTR comprises of the:
Founder Chairman : Fr. Hermann Bacher
Managing Trustee : Mr. Crispino Lobo
Members : Mr. Ashok Basak
Mr. Umesh Chandra Sarangi
Dr. G.G.Parikh
Director : Dr. Marcella D Souza

The Governing Body brings together a blend of rich and diverse experience. They have been
known for their dynamism in their respective fields. The brief profile of the trustees is given
in the Table 1.2.
 Table 1.2
Profile of the Board of Trustees

Fr. Hermann Bacher Founder - Chairman

Advisor IGWDP
Mr. Crispino Lobo Development Professional,
Managing Trustee, Executive
Director Former Program
Coordinator (IGWDP)
Mr. Ashok Basak Senior Government Official,
Indian Administrative Service
(IAS)
Mr. Umesh Chandra Sarangi Senior Government Official,
Indian Administrative Service
(IAS)
Dr. G.G.Parikh Development Professional,
Chairman
Yusuf Meherally Center
Source: www.wotr.org

Profile of the Director- Dr. Marcella D Souza

A physician by profession, she specialized in Community health. Later she realized that
health is just one part of development, which motivated her to work towards a more holistic
cause. She was working in an integrated project on community development at Peru in South
America when she was invited to join WOTR. She joined WOTR as the Coordinator for
Women Promotions. Her job included understanding the ground-reality, identifying the
problem and working out the programme for the empowerment of women. Since then women
empowerment became an important issue in watershed development. Her commitment and
work elevated her to more challenging and responsible positioning in the organization.
Currently she is working as the Director of WOTR.
3.5 Constitution
WOTR is an NGO registered under the Bombay Public Trust Act, 1950 and N.E. 476 as a
support organization for village self help groups (VSHG).
 4. PURPOSE

“We are in the business of helping people to help themselves”

Charity President

WOTR’s purpose is very much in sink with the above quote. The basic purpose of WOTR is
very much ingrained in the staff. Everyone pulls in the same direction and sings from the
same hymn sheet.

4.1 Aim
The aim of WOTR is to organize self-help efforts for poverty eradication through
environment regeneration along the watershed lines. To achieve this objective, it seeks, in
collaboration with its partners (individual and institutions), to mobilize the creative potential
of watershed dwellers. It also aims at assisting other NGOs interested in the watershed
development by providing technical, managerial and financial support.

4.2 Vision
The vision of WOTR as an NGO is:
“People living in rural India particularly in rainfed areas are empowered to secure their
livelihood and quality of life.”
Source: Annual Report 2003-04

4.3 Mission
The mission statement of WOTR reads as:
“WOTR is a committed development support team that motivates and empowers rural men,
women and children and other organizations for integrated watershed development and
enhancement of quality of life on a sustainable basis.”
Source: Annual Report 2003-04
4.4 Philosophy
WOTR works with the following philosophy:
 Poverty eradication and sustainable development is possible only when people come
together as a group and decide to work together in a manner, which not only improves
the economic and social condition of the people but also transforms their resource
utilization pattern to a more sustainable one.
 The environment provides the platform and the catalyzing impulse that draws people
together, leads them to work together and awakens their creative potential.
 Participatory environment regeneration along the watershed lines not only leads to an
improvement in the economic condition of the people but also sets into motion a
development dynamic which catalyses people into an innovative community which
forms the basis for creation of sustainable opportunities.

4.5 Core values

WOTR has a set of core values that helps the employees in their approach towards their tasks.
It firmly believes that the environment is best managed when all stakeholders are involved in
an equitable manner in planning, implementing, sharing costs and controlling resources that
impact their lives. WOTR believes in values like democracy, perseverance, transparency,
honesty and sustainability. It believes that effective discharging of responsibilities is only
possible if supported by devolution of authority and resources. Transparency, accountability
and free flow of information to all actors and partners is necessary to secure commitment,
foster ownership, sustain the process and momentum and enable the establishment of
effective management.

4.6 Approach
A proper approach is very important for the watershed development programme. WOTR has
developed a unique approach called “Sangamner pattern”. This established the institutional
and organizational arrangements for cross-sectoral collaboration between the public, private
and civil society sectors. WOTR recognizes the people living in the watershed as the center
around which the whole programme revolves. The activities of WOTR are directly and
indirectly organized around their efforts to help themselves out of poverty. Briefly the
approach of WOTR includes:
 Awareness generation: Creating awareness of the symbiotic relationship between man
and his environment amongst various groups like NGOs, rural people and others is
achieved through a multiplicity of means such as mass media, audio visuals etc.
 Capacity building: This aims at ownership, stake building and sustainability of the
Programme.
 Experience sharing: In order to enable the sharing of experiences amongst the various
institutions/groups implementing similar programmes, WOTR tries to build networks
and linkages.
 Learning by doing: WOTR recognizes that the best way of learning is by actually
doing and experiencing. Mistakes made become learning occasions for change,
internalization and consensus building.

5. ORGANISATION STRUCTURE

WOTR’s services are spearheaded, and continue to be run, by a team of full-time

professionals with a wide range of experience in implementation and administration of
development programmes. The central office is located in Ahmadnagar where most of the
policy influencing, research, media creation, training, and administration activities occur.
WOTR also has field units located in programme areas where its staff works directly in field
on project implementation. A team of persons, who are sensitive, committed and meeting the
expectations of their partners professionally manages it. The organization structure of WOTR
is shown in Figure 2. The operation of WOTR is more in the form of Matrix structure
wherein people from various functional heads are teamed together to work in a specific
project.
 Figure 2
Organogram of WOTR

Fr. Herman Bacher

Board of Trustees Mr. Crispino Lobo
Mr. Ashok Basak
Mr. G. G. Parikh
Mr. Umesh Chandra Sarangi
MANAGEMENT

Managing Trustee/
Executive Director

Director Finance ADMINISTRATIVE / SUPPORT

SERVICES

COMPETENCIES/ CELLS Administration

Technical Training/ Women’s IT & MIS Research Micro-Finance

*1 hrd promotion Sampada*2

Communications &
documentations

Regional Resource Centers PROFESSIONAL / Implementation Units

SUPPORT SERVICES

*1 Agriculture, Soil & Water Conservation, Forestry, Geology, Livestock

*2 This unit has now become an independent sister organisation called Sampada trust.

5.1 Mintzberg Model

Each organization has a separate structure. However, Mintzberg argues that there are five
basic parts to any organization. They are shown in the Figure 3.
 Figure 3
Mintzberg model

Strategic Apex
Technostructure Support staff
Middle line

Operating core

At the head office level, there are 8 departments in the organization that work in
collaboration with the RRCs and the implementation units. These are Technical, Research,
finance, IT, Social, Micro-finance, Administration and Communication and Documentation.
Of these, Micro-finance comes under the scope of Sampada-sister organization of WOTR
which is dealt later in the report. IT, Administration and Finance play the role of supportive
departments. Besides this, there is a library that has a stock of around 5000 books on a
variety of subjects including forestry, livelihood, agriculture, management etc.

Applying the Mintzberg model to WOTR, the strategic apex comprises of Board of Trustees,
Executive Director and the Director. They are entrusted with the overall responsibility of the
organization.
Administration, Finance and IT departments constitute the support staff that plays a
supportive role to the other departments of the organization.

5.1.1 Information Technology

This department is engaged in software development and provides a platform to the decision
makers to monitor and steer the program. There are three senior officers and a manager in the
department at the head office level. Its main function is to develop software as per the needs
of the other departments and RRCs. It maintains huge data bank- basic information about the
village, NGO, socio-economic data, net plan. It also maintains muster details- bill book,
measurement book at field level, periodic work report etc. The new approaches developed by
the IT department are:
 Integration of visual data with attribute data
 Linking PRA details of the village household to household map using GIS
 Decision support and monitoring and evaluation system for watershed

5.1.2 Administration
The main function of this department is coordination of all the activities. Besides this, it is
also responsible for human resource development. It does all the reporting work,
correspondence etc. The Deputy Manager who has a dual responsibility of looking after the
administrative work of Sampada as well heads it.

5.1.3 Finance and Accounts

The main task of this department is accounting for all the work. There are three people
employed in this department at the head office- manager, senior accounts officer and
accounts officer. Tally package is used to do all the accounting. Detailed project wise
accounts are maintained so as to get the details of the cost of the project at each stage. The
department has to consolidate the details of the finances to the RRCs.

Research, Technical, Communication and Documentation and Social department forms the
technostructure of WOTR.

5.1.4 Research
The research department does all the vital groundwork for watershed implementation. There
are 4 people in this department at the head office level with two new recruits. Recently, a new
research wing has been started at Pune. The wide range of activities of the department
include:
 Undertaking GIS and remote sensing.
 Research studies: Recently 2 research studies have been completed in collaboration
with IIFM, Bhopal.
  Providing innovative ideas and guidelines for the implementation to technical
department.
 Undertaking water-harvesting
 Constant review of data collection techniques to make it more user friendly.
 Preparation of case studies for knowledge dissemination
 Providing consultancy to other NGOs, Govt departments
 Coordinating student internship programs

5.1.5 Technical
This department deals with all the engineering aspects pertaining to the watershed program.
There are two people working in this department at the head office level and 27 employees at
the RRCs as technical officers. The main work of this department includes:
 Implementation of the projects
 Treatments in cultivable, arable land

5.1.6 Communication and Documentation

During the year 2003, a special cell for documentation of different activities was established.
The objective was to create an archive of knowledge and experience that is used for training,
feedback mechanism, process and impact documentation, learning and dissemination. It also
serves as the knowledge bank for other practitioners to learn from WOTR experiences. This
includes visual documentation on a time series basis, process study, action research, issue
based study besides regular publication of newsletter etc. Different softwares have been
developed for land use planning, management information systems and other data collection
and processing mechanisms.

5.1.7 Social department

This department takes care of the social aspects of the watershed programme. The main
works done by it are:
 Coordinate training programmes (including preparing schedules, modules, contents
etc)
  Providing support to social activities at the RRC level
 Staff training and village level training
 Scrutinizing the social aspects of every project (Social aspects include who will
implement, how much contribution will they make, who will benefit etc)
 Providing technical support for the formation of VWCs, SHGs, SMS

Apparently there is no middle line existing in the organization. However, it draws from
different departments where they work as coordinator for different projects and programmes.
The operating core comprises of the RRCs and the implementation units that work directly at
the field level. In order to support the various groups implementing projects in different parts
of Maharashtra and also to coordinate these activities, 7 RRCs have been established.

5.2 Dimensions

The Burns and Stalker’s (Robbins, 2003) view of Organic Structure is prevalent in WOTR
where the structure is relatively flexible and adaptive, with emphasis on lateral rather than on
vertical communication although vertical communication is also adhered to. One gets
recognition in work based on expertise and knowledge rather than on authority or position.
Emphasis is on exchanging information rather than on giving definitions.

5.2.1 Formalization
As far as formalization is concerned, most of the activities/departments have low
formalization where the employees are given ample freedom to innovate and bring their own
working style of working, subject to the approval of management that generally is given.
Standardization is there only in certain activities like accounting procedure and
administrative procedure. This is more to increase the efficiency and avoid confusion. There
are also cross-functional skills encouraged in the organization like micro-finance personnel
looking at the micro-enterprise activity on different occasions. This may be attributed to the
low size of the organization that makes it possible.
5.2.2 Centralization
As the philosophy and approach of WOTR emphasizes on participatory approach, the same is
followed in the decision making inside the organization. Any decision that is taken is done by
active participation of all the concerned departments and employees. Generally the project
heads are given freedom to prepare their own action plan and budget, which is then approved
by the management. The RRCs and the Implementation Units plan their own annual action
plan which is broken into three quarters, and is then monitored through reviewing it in the
meetings at the end of each quarter. They have a relatively high degree of autonomy, taking
many decisions within the overall framework of WOTR’s goals. Similar kind of arrangement
is also followed at the head-office.

5.2.3 Complexity
Complexity comprises three parts- horizontal differentiation, vertical differentiation and
spatial differentiation. Horizontal differentiation refers to the degree of differentiation
between units based on the orientation of members, the nature of the tasks they perform, and
their education and training. It can be said that the larger number of different occupations
within an organization that require specialized knowledge and skills, the higher is the
horizontal differentiation. Based on the above concept, the horizontal differentiation is high
in the organization. This differentiation is represented by the seven departments (Technical,
Research, Finance and Accounts, IT, Social, Micro-finance, Communication and
Documentation, and Administration), which are more on the basis of functional
specialization. People employed in each department possess a different set of training, skill,
knowledge and experience.

Vertical differentiation refers to the depth in the structure. The organization has more of a flat
structure with only three levels of hierarchy leading to low vertical differentiation.

Spatial differentiation refers to the degree to which the location of an organization’s offices,
plants, and personnel are dispersed geographically. It is high as the WOTR is geographically
spread over three states and within Maharashtra its area of operation is spread over seven
RRCs and four implementation units.
6. CONTEXTUAL DIMENSIONS

6.1 Strategy
If we try to categorize WOTR in accordance with Miles and Snows (Robbins 2003)
categorization, WOTR could come under the Prospectors type of organization. While
studying the history of WOTR and observing its present functioning, the dominant objective
is to find and exploit new areas of operation besides looking for donor agencies for funding.
There is a low degree of routinization and mechanization. There are numerous decentralized
units and the structure are low in formalization, have decentralized control, with lateral as
well as vertical communications. The strategy of WOTR is effective—it can respond to the
demands of tomorrow’s world.

WOTR has developed its own strategy for participatory watershed development. These are:
 Participatory operational pedagogy (POP): It’s a 24 step strategy developed through
years of experience, which progressively builds up the capacities of village SHGs and
their accompanying NGOs to implement participatory watershed development along
participatory, efficient and effective lines.
 Gender oriented POP: This is a multi-faceted strategy for the effective and
progressive involvement of women of watershed villages in family and village life. It
is an approach that seeks to actively involve men in the development and enablement
of their womenfolk.
 Portfolio management: This is a system, which divides different responsibilities and
task for members of the VWC. It is based on the belief that authority without
responsibility lead to misuse of it and vice versa is meaningless.
 Participatory Net Planning (PNP): This is a step-by-step planning methodology,
which facilitates a dialogue between the farmer (both men and women), and external
knowledge, developing into mutual learning process.
 Qualitative Assessment Matrix (QAM): This is a monitoring and grading system of
the performance of the watershed work, the community and the NGO, so as to
provide feedback at regular intervals for improvement. This is used by WOTR, NGOs
and VWCs.
6.2 Environment
WOTR’s specific environment encompasses those entities that have a direct effect on the
accomplishment of the goals. At any given moment, it is the part of the environment with
which the management will be concerned because it is made up of those critical
constituencies that can positively or negatively influence the organization’s effectiveness.
WOTR’s specific environment is shown in the Figure 4.

Figure 4
WOTR’s Specific Environment

Partner Funding
NGOs agencies

WOTR
Beneficiarie
s Government

Employees

Among the four models proposed by Emery and Tryst (Robbins 2003), WOTR is more close
to operating in the placid-randomized environment. Lying in the area where there is very
scanty rainfall, there is always a need for watershed activities to be taken in the villages of
this area. It receives continuous support from the government and its departments. The
funding agencies are adequately extending their support for different projects. Other
partnering NGOs are adequately supporting them in their development work.
7. OPERATIONS

WOTR works in the states of Maharashtra and Andhra Pradesh. At the invitation of Govt. of
Andhra Pradesh, WOTR ventured into Andhra Pradesh and is presently implementing 17
watershed projects in the Narayanpet Mandal of Mahbubnagar district covering an area of
8500 ha. under the Andhra Pradesh Rural Livelihoods Program (APRLP). It also performs
the role of Resource organization for other organizations under the APRLP in the
Mahbubnagar district of Andhra Pradesh. Recently, it has also expanded its work in the state
of Madhya Pradesh.
The coverage of WOTR
 No. of People directly touched : WSD - 3,53,000
 SHGs - 42,882
 MF - 37,403
 No. of Partner NGOs - 138
 No. of Persons Trained – 109,201
 No. of States in which operating - 2
 No. of States to which CBP/Training Services provided – 22
 International Trainings / EDPs for participants from – 17 countries

7.1 Watershed Management Programme

WOTR uses the watershed approach to managing natural resources. It addresses each
resource as a component of an integrated watershed taking into account all its hydro-
geological dimensions, including land, water, vegetation, livestock, and the social units that
utilise these resources.
The watershed management programme of WOTR basically consists of direct
implementation of the watershed and capacity building of NGOs and CBOs for the same.
The table 1.3 shows the status of the watershed projects.
 Table 1.3
Watershed Status as on 31.3.05
Maharashtra
1 No.of Watershed Projects 196
2 Area Covered (ha.) 196925
4 No.of Districts 25
5 No. of NGOs 89
6 WOTR's Projects 39
Andhra Pradesh
1 WOTR's Projects 17
2 Area Covered (ha.) 8429
Mother NGO for Ahmednagar District
1 Watershed projects 105
2 NGO PIAs 10
3 Govt. PIAs 1

Source: WOTR records 2004-05

7.1.1 Direct Implementation of the watershed projects

POP is used as the basis for implementing a watershed programme in a village. The steps
involved in the process are:
 Selection of villages: Several criteria are used for this purpose like geographical
conditions, topography and socio-economic condition.
 Mobilizing the people through PRAs, audio-visual aids: This is done to create
awareness among the people.
 “Shramdan” from the villagers: The villagers are asked to contribute labor for four
days. If 95% of the villagers agree to contribute “shramdan”, then only the watershed
work goes ahead in the village.
 Capacity building of the village institutions like CBOs, VWCs etc
 Implementation of micro-watershed: The micro-watershed project is implemented in
the village with active support from the villagers.
 Continuous monitoring: The micro-watershed project is monitored at regular intervals
and based on that the project is then undertaken on a large scale.
The Figure 5 shows the details of the watershed programmes implemented by WOTR.
 Figure 5
Watershed projects implemented in Maharashtra and Andhra Pradesh
Cumulative from 1996 to March 2003

50

40

30

20

10

0
March
1996 1997 1998 1999 2000 2001 2002
2003

Area ('000 ha) 7.53 8.06 12.90 12.90 12.90 12.90 29.16 31.21
Total Projects 6 7 12 12 12 12 35 43

Source: WOTR decade report 1993-2003

7.1.2 Capacity building of NGOs and CBOs for Natural Resource Management along
watershed lines
WOTR was set up with the mandate of building up the capacities of NGOS and CBOs to
undertake watershed development projects and it is the primary focus of WOTR activities. It
has supported a total of 195 watersheds during the period 1993-2004 with 88 NGOS covering
a total area of 196,724 ha and approximately a population of 250,000 in the resource scarce
areas of Maharshtra. The Figures 6 show some statistics relating to the watershed
programmes supported by WOTR.
 Figure 6
WOTR supported Watershed Projects in Maharashtra and Andhra Pradesh
Cumulative from 1993-March 2005

No. of Projects and Area in '000 ha.

240

200

160

120

80

40

0
Year Mar-
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
05

Area ('000 ha) 18.6 44.8 56.2 78.8 93.9 104.2 114.4131.5 141.0 161.6 202.7205.4 205.4
Watershed Projects 12 31 40 62 76 88 101 125 133 173 210 213 213

Source: WOTR decade report 1993-2003

7.2 Micro Finance

In order to support women’s SHGs in undertaking economic activities and utilize their
resources for better returns, WOTR assists them by providing micro-credit facilities. The
basic objective behind launching micro-finance as an activity was to provide timely inputs to
the people. The micro-finance unit of WOTR provides small financial assistance to women
through their SHGs and village level apex bodies (SMS) to take up individual or group based
quality of life enhancing measures and income generating activities. Table 1.4 lists the
cumulative amount of loans disbursed so far.
 Table 1.4
Details of micro-finance activity
(Cumulative from 1998 to March 2005)
No. of villages 640
No. of loans 692
No. of SHGs 3190
No. of active clients 37403
Disbursements Rs. 98,53,7936
Source: WOTR records 2004-05

Figure 7 shows the year wise detail of micro-finance loans disbursed so far.

Figure 7
Yearwise details of micro-finance loans disbursed

20,000 50,000
18,000 45,000

Loan Disbursed ( Rs. in ' 000)

16,000 40,000
No. of Women clients

14,000 35,000
12,000 30,000
10,000 25,000
8,000 20,000
6,000 15,000
4,000 10,000
2,000 5,000
- -
Upto 1999- 2000- 2001- 2002-
Total
Mar '99 2000 2001 2002 2003

Disbursement (Rs. in '000) 679 2,510 7,427 14,901 20,911 46,428

Women Clients 308 1141 2430 5626 8145 17650

Source: WOTR decade report 1993-2003

7.3 Women’s self help promotion

Women development and empowerment has been one of WOTR’s priorities. The basic
objectives of the women development programme of WOTR are:
  Build confidence and self esteem of the women folk
 Develop leadership qualities
 Encourage their involvement in the decision making both inside and outside the home

These objectives have been achieved through the formation of SHGs and providing
assistance to start activities aimed at reducing their drudgery and enhancing their economic
status. Through these groups, women have taken up a wide variety of activities. There have
been socio-development projects like non-formal education, hygiene, kitchen gardens, day-
care centers, toilets, health camps etc benefiting 12516 women. Drudgery reduction activities
like drinking water systems, biogas, cooking gas, hot water stoves etc have also been taken
up. Besides, income generating projects like animal husbandry, dairy, flourmill, nursery
raising, grocery shop, fertilizer shop, gas agency etc have also been implemented.

7.4 Trainings, Exposure orientation visits, Workshops

Training for program partners form a major part of the capacity building strategy of WOTR.
To enhance the capacity of watershed dwellers, VWCs, women’s SHG, SMS, NGO staff and
village watershed volunteers (Panlot Sewaks), WOTR has so far conducted 2787 training
programs, exposure visits and Melawas (experience sharing workshops) benefiting a total of
79,458 participants from projects supported by it. These programs were in the areas of
project planning and management, resource management, maintenance of assets created,
participatory impact monitoring etc. Figure 8 shows the breaks up of the participants
involved in the training programs.

Trainings and extension programs are also organized for participants from organizations from
all over the country and from abroad as well in the field of participatory watershed
development and self-help promotion. To date, it has conducted 159 such programs involving
5826 participants from different parts of India. Besides, it has also organized 11 international
trainings and exposure dialogues for 140 high level participants. Figure 9 shows the break up
of the participants involved in such training programmes.

Figure 8
 Trainings for watershed partners
o Breakup of the participants

Partner
NGOs
CBOs
9%
29%

Watershed
Communit
y
62%

Source: WOTR decade report 1993-2003

Figure 9
External trainings
o Breakup of Participants

International
3%
Villagers NGO
41% 32%

Govt.
24%

Source: WOTR decade report 1993-2003

7.5 Health promotion
Repeated requests from the village women’s groups motivated the initiation of this activity in
10 villages in the Ahmadnagar and Bid districts with the support of the Rotory club. Under
this, health camps are conducted in the villages, trainings for women health workers
undertaken and health messages conveyed through the women SHGs. The health workers
also help in linking the village people with the local primary health centers. To date, 19
training programmes have been organized for the Women Health Promoters’ Mahila
Pravartaks and 9 health camps have been organized which have benefited 3275 people.

7.6 Support to DPAP projects in Ahmadnagar district as “ Mother NGO”

DPAP is a government funded watershed program in Maharashtra and WOTR has been
appointed as “Mother NGO” for the Ahmadnagar district. In this context, its responsibilities
include conducting trainings in the technical and social aspects of watershed development
with a special emphasis on people’s participation, evaluation of the CBP phase, support for
the preparation of project proposal etc. As “Mother NGO”, WOTR has supported 105
projects involving11 Government/NGO Project Implementing Agencies (PIAs). The support
is provided in the form of trainings, monitoring and evaluation, project proposal formulation
and scrutiny. During the year 2003-04, 16 training programs were conducted for 198
participants including members of the PIAs, watershed development teams, watershed
committees, volunteers etc. Evaluation of the CBP of 72 watersheds and Project Proposal and
Scrutiny of 74 watersheds was also done.

7.7 Community Action for Poverty Alleviation (CAPA)

CAPA, a short duration project, was sanctioned by BMZ_GTZ for community mobilization
and undertaking activities for the benefit of the community. Under this programme WOTR
has undertaken many innovative activities besides implementing watershed area treatment
and drainage line treatments. They are school environment and sanitation, drinking water
supply schemes; sanitation and drudgery reduction activities for SHG members, well
recharging etc. Annexure II gives the details of the activities undertaken by WOTR under
CAPA.
Figure 10 shows the breakup of expenditure on activities implemented under CAPA:
 Figure 10
Breakup Expenditure under CAPA
(September 2002- May 2003)

soil&water
conservation measure

Drudgery Reduction

21%
School Development
49%
13%
Trainings
4%
13%
School Environments
and Sanitation

Source: WOTR decade report 1993-2003

8. SAMPADA TRUST

8.1 History
Sampada Trust- sister organization of WOTR was registered on 21st November, 2002 under
the Bombay Public Trust Act. It was formed with the basic objective of women
empowerment. In its early stages of development, it built upon the already established image
and goodwill of WOTR. WOTR started the process of formation of SHGs in the villages. It
also floated the concept of Samyukta Mahila Samiti (SMS) for every village. SMS is an apex
body of the SHGs in the village and has equal representation of two members from each
SHG. The SMS works on collaborating with other VWCs in various areas like women
empowerment, Micro-finance etc. That is how the seeds of micro-finance were sown. In
1998, micro-finance activity started with small loan amounts. With time per se, the scope and
the need of micro-finance increased. This led to the evolution of Sampada Trust.
8.2 Vision
Sampada Trust has been established with the following vision in mind:
“The poor are empowered to secure sustainable livelihood opportunities and live a life of
dignity”

8.3 Mission
The mission of Sampada Trust is:
“To mobilize the creative potential of groups and individuals by empowering them and
providing financial, entrepreneurial and customized services in order to secure and enhance
quality of life”

8.4 Organization structure

The organization structure of Sampada is such that it enables it to work more effectively
towards meeting its objective of mobilizing and empowering the people and providing
support -both financially and entrepreneurial- to them. Figure 11 shows the organogram of
Sampada Trust. Table 1.5 shows the composition of the Board of Trustees and various
departments in the organization.

Table 1.5
Sampada and its employees

Board of Trustees  Mr. Crispino Lobo

 Mr. Ashok Basang
 Dr. Marcella D Souza
 Mr. Y.C.Nanda
Executive Director Mr. Crispino Lobo
Micro-finance Headed by Mr. Chetan
Women Empowerment Headed by Mrs.Pritilata Gaikwad
Insurance Headed by Mrs. Pritilata Gaikwad
Micro-enterprise development Headed by Mr.Anirudh Mirikar

Except the head in-charge of all the departments, all other staff at every layer have cross
functional job looking after working of each department.
 Figure 11
Organogram of Sampada Trust

Board of
trustees

Executive
Director

Insurance Micro-finance Micro-enterprise Women

development empowerment

RRCs

Field
Officers

To assist the major functions, there are two-support wings-administration and finance. Mr.
Kishor Telang, who is the Deputy Administrative Manager, looks after the administrative
works. The Administrative Assistant – Miss Venessa who works under the deputy manager
for administration, looks upon all the day-to-day tasks relating to administration. Her roles
and responsibilities are:
 Scrutinizing the loan applications
 Scheduling the board meetings and staff meetings
 Keeping a track of the staff (training, promotion, leaves, TA, DA etc)
 Correspondence with the funding agencies
  Dealing and follow up with the field officers
 Keeping record of all the applicants for the post of field officers and scheduling all
tests and interviews
Mr. Suprekar looks after the accounting system. While all the data entry is done at Sampada,
all the financial statements are maintained at the WOTR office. Detailed accounts for each
SHG, SMS and micro-enterprise activities are maintained using the tally package.

8.5 Activity portfolio

The activity portfolio of Sampada Trust is wide in terms of the range of service offered. It
ranges from micro-finance to entrepreneurship development programmes, providing
technical support to all support enterprises etc. Basically, all the activities can be grouped
under the four basic categories:

8.5.1 Micro-finance
Micro-finance wing of the organization has become an important driver of the organization.
This department has three layers- upper layer at the Head Quarter, the middle layer at the
RRCs and the lower layer of Field officers. Apart from this, the organization is also
partnering with other NGOs and societies in the state to carry its Micro-finance activities.
Product portfolio comprises of the SMS loan, Joint Liability Group loan, Individual loan and
Seasonal loan. The duration of loan amount is short term (0 to 12 months) and medium term
(12 to36 months). Currently the SMS loan comprises of the 90% of the product portfolio but
the department is now trying to diversify its portfolio to other products. Loan Disbursement
procedure is depicted in the figure 12.
 Figure 12
Loan Disbursement Procedure

Application
Appraisal by Field Officer
Loan Committee at RRC
Loan Committee at HO
Forwarded to the Executive Director
Sanction

Normally the disbursement process takes around 22 days. The loan repayment by the
borrower is done in favour of the head-office directly or channelised through the field
officers. The default rate is around 3%.

8.5.2 Micro-Enterprise
This department works in tandem with other departments to promote on-farm and off-farm
activities among the rural people. It has selected a list of enterprises, which could be
promoted. Prior to promoting any enterprise in any area it carries out detailed analysis to
check the viability of the enterprise in that area. Proper follow up is maintained for each
enterprise. At present this department is promoting micro-enterprise for only women, but it
intends to include men also among the target group. Till date there are around 257micro-
enterprises, which have been promoted comprising of 26 activities. The off-farm activities
are grocery shops, flour mills, dry fish business, tailoring, pottery, bangle business, cane
work etc., while the on farm activities include poultry, goatery and dairy business.

8.5.3 Insurance
Insurance department was started with the objective of improving the lives of rural people by
insuring them against unnatural deaths and accidents. At present they are selling the
insurance products of ICICI Prudential and United Life insurance. Currently around 3000
females have been covered under the insurance coverage. The insurance policy is attached to
the loan format with compulsory taking of both the policies.
8.5.4 Women Empowerment
Sampada Trust was formed with the objective of empowering women through awareness,
training, formation of women SHG and promotion of Micro enterprises.
Special emphasis is on formation of women SHG. A SMS (Sanyukta Mahila Samiti) is
formed in each village having representation of each SHGs in the village. It works as the link
between the Sampada and the SHGs. At present there are around 400 women SHG and 150
SMSs spread in 153 villages. Social development activity is done to reduce the burden of
women.

9. CULTURE AND MANAGEMENT STYLE

Culture consists of the shared customs, values, norms, attitudes and behavior that have been
developed over a period of time and make organization unique. The culture of WOTR is
studied with respect to following elements:

9.1 Attitude To Work

The employees find their work challenging enough and are satisfied with what they are
doing. They chalk out their work schedules in consultation with the boss and are motivated
enough to meet them. Since the work is done on team basis, they work in a coordinated
manner. The attitude is professional even though they treat each other informally.

9.2 Rules
The rules in place in WOTR include the leave rules; medical and maternity leave rules and
travel rules. The rules are mostly applicable with respect to the matters concerning the
support activities of administration and finance.

9.3 Social behavior

The atmosphere in the organization is very informal and all the employees are on first name
terms. However the attitude of the people is professional at the same time and everyone’s
space is respected. The employees find their co-workers as helpful and a spirit of camaraderie
exists. There is a common room where all the employees have lunch together. The birthdays
 of the employees are celebrated with much gaiety and fervor. Apart from birthdays, they also
share each others joys of promotion, new recruitment in the form of small parties at the office
itself.

9.4 Management style

The overall management style is encouraging and supportive of the staff. It gives the staff a
feeling of concern. Roles and responsibilities are clearly defined. The hierarchy is respected.
However the employees have reasonable autonomy in doing their jobs and there is not much
interference. They can approach the Director with their suggestions and queries without
hesitation and such interaction is encouraged. There is a lot of openness in the work culture
and information is freely shared in the meetings and also in day-to-day interactions.

9.5 Leadership style

Figure 13
Leadership Styles

Use of authority by
Managers Area
Boss centered of freedom Sub Subordinate relationship
for subordinates

Autocratic Close------General Democratic Permissive

Source: (Sharma and Singh, OTS 2003: 24)

As we can see in Figure 12 different types of leadership styles are represented. The
leadership style varies from autocratic to close, general, democratic and finally permissive
with the varying degree of subordinate involvement in decision making by the leader. The
left extreme signifies the organization where all the decisions are taken by the top
management while right extreme describes those organizations where middle level and lower
level staff also have fair share in decision making.

The leadership style of the Director, Dr. Marcella D Souza can be categorized as Democratic.
The employees are given full freedom to plan and undertake the activities. Most of the
proposals if found implemental are accepted by the Director. The progress is duly monitored
and any changes if required are done with the active consultation of the concerned
employees. The philosophy of Learning by Doing is duly practiced.

10. HUMAN RESOURCES

Human resources are the most crucial assets to any organization. The success of any
organization depends primarily on the abilities, skills and performance of the human
resources.
WOTR focuses on staff development and offers full opportunities for the professional growth
of the employees. It believes that staff development has to be holistic- including not only
training but also opportunities within the organization.

10.1 Manpower planning

It forms the base for recruitment, training related decisions. At WOTR, it begins with an
annual analysis of the existing strength of the employees and the number of new employees
needed. Similar approach is followed at the RRC level. At the beginning of each year, RRCs
conduct a Personnel Power Planning. It reveals the need for a new person. The application
for the same is forwarded to the administrative officer who initiates the recruitment process.
Justification of the appointment has to be made out by the person proposing the new post.
This can either be:
 A new function which the organization wants to do for which a person is required
 Share the load of existing staff as it has grown so high so as to make them non-
optimum
 Replacement of departures
The roles and responsibilities attached with the job are discussed in consultation with the
concerned department. This includes:
 Role of the new person
 Type of the person required- age bracket, sex, educational background and other skills
 Place where the person will be based- Head office/RRC

10.2 Recruitment and Selection

The activities of WOTR are very diverse in nature and they require combination of
appropriate skills and developmental perspective. Thus the focus is on taking the people from
diverse background, such as forestry, social work, rural management, management, etc. A
balanced team of generalists and specialists is required to deal with various issues at the
community, team and project level. This helps the organization in optimizing the training
efforts by building on the prior knowledge and experience.
The recruitment process is open. Advertisements are published in the national and regional
dailies. Campus interviews are also conducted for the same. Internal sources form another
major source of recruitment. Recruitment is generally done at the entry level. Selection of the
individual is based on his performance in the interview. The composition of the interview
panel depends on the post for which the process is being done. Several criteria like
educational qualification, work experience, knowledge of local language etc are used for
short-listing the candidates.

10.3 Induction training

Induction training is the systematic training given to staff when they first join the
organization. It’s objective is to orient the new employee into the overall ethos of the
organization. A systematic induction training is arranged for every new WOTR employee
wherein the person is introduced to organization philosophy and values, organization
structure- location, area covered, partners involved, people within, organization systems and
work. Induction training at WOTR is done at three levels taking about 30 days in all.

Level 1
This is conducted at the head office where the new employee is introduced to all the
department people who brief them about the working of their respective department and their
inter relationship with other departments. He is then briefed about the administrative and
accountability structure of the organization. He is then provided with all the printed and
audiovisual materials to go through them.
Level 2
This is at the RRC level where the new employee is detailed about the organizing, planning,
functioning and its relations with the HO at day-to-day level.
Level 3
The new staff is made to stay in a watershed village for at least 10 days and participate in all
the ongoing activities. This is done to sensitize them about the rural realities.

10.4 In-Service Training

WOTR provides ample scope to the staff for their professional development by providing in-
service training. It helps improve their capability to meet their work. It also helps them
detach themselves from the routine of their daily work and look at the situation from different
perspectives. It caters to both-the staff’s personal development as well as their
job/institutional related needs. The assessment of the training needs is done through the
appraisal process. The trainings are in the form of training programmes as well as exposure
visits. WOTR has established a special training center at Darewadi where not only staff
training takes place but training to other NGOs etc are also organized. Recently, two training
programmes for the staff on leadership and personality development called Enneagram
Retreat have been organized at the Darewadi training center.

10.5 Performance Appraisal and Evaluation

The evaluation is done twice a year- April to September and October to March. After the
completion of the assessment period employee himself assesses his/her performance in
comparison to the plan, and later RRC in charge assesses it in discussion and consultation
with the assessee taking into consideration the self-assessment done by the assessee. At the
Regional level/ HO level there is group evaluation to assess the overall performance of the
team. The incentive structure and the career opportunities for an employee is assessed based
on this appraisal system. The assessment/grade provided by the manager is submitted to the
final management. At the HO there is an Appraisal Committee (Management Council +
Administration + ED/Director), which makes the final assessment.

10.6 Staff Profiles

Staff in WOTR is a major strength of the organization. It has total employee strength of 86
people spread across the head office, RRCs and implementation units. Details of the staff is
given in Annexure III.

11. MANAGEMENT INFORMATION SYSTEM

MIS is a decision support system for making managerial decisions. It helps in standardization
of procedure, data storage, retrieval and processing. An MIS is designed in congruence with
the basic problems stated and interrelationship of data flow in the organization.
WOTR, as it has been described already, works in a vast geographical area and on different
programmes through the RRCs and implementation units. Since there is decentralization in
the organization wherein the RRCs and the implementation units are free to decide their
schedule of activities, it becomes necessary for the head office to know about the activities
going on at the village level. It also has to ensure that whether the interventions are going on
as planned. It necessitates the need of a MIS in the organization. Thus the objectives of
WOTR’s MIS are twin-fold. They are:
 To give the units and the head office first hand information about what activities are
going on where
 To facilitate monitoring mechanism by the respective units and the head office
The IT department has evolved expert systems to achieve the above objectives. The expert
system at WOTR has two parts: Expert system 1 which does all the baseline analysis,
planning, scrutiny, sanction and Expert system 2 which is for monitoring and steering the
program. WOTR uses them as a tool to make faster decisions regarding field activities. It
generates the following reports:
 Baseline data: It includes information about the region, village, the socio-economic,
demographic data about the village.
  Net plan: It maintains information about the land use- plot wise.
 Muster book: It includes various other details like bill book, measurement book at
field level, periodic work report etc. It is useful for the field workers to maintain and
analyze data as and when required.
The data flow at WOTR between the head office, the field units are shown in the Annexure
IV.

12. FINANCIAL ANALYSIS

The financial analysis part of the organization will consists of the following items:
 Summarized income and expenditure account
 Brief description of the accounting concepts and conventions used by the organization
 Donor agencies

12.1 Income and expenditure account for the year 2003-04

Given below is the summarized income and expenditure of WOTR for the years

Table 1.6
Sources of Income and Expenditure

2003-04

Balance B/F 35,955,554.39

Sources of income
Project Grants 65,123,036.52

Grand total 101,078,590.91

Expenditure
Project expenditure
Watershed development 46,337,262.50
Micro-finance and SHG promotion 10,623,237
Other small projects
Training 9,160,912.50
Publications 9,407,835
 Management expenses
Personnel Cost 10,687,484
Establishment Expenses 2,001,875
Balance c/f 12,859,984.91
Grand total 101,078,590.91
Source: Annual Report, 2003-04

The figure below shows the expenditure profile of WOTR for the year 2003-04.

Figure 14
Expenditure Profile

Management expenses

11% 14% Watershed development

10%
Microfinance
12%
Training workshop
53%
Training extension
support,Networking

Source: Annual Report 2003-04

12.2 Accounting system at WOTR

The accrual basis of accounting is used as the basis of accounting at WOTR. Under it, the
expenses and revenues are recognized as and when they are incurred. At the head office level,
separate accounts for each project is maintained. The RRCs prepare their annual action plan
in terms of the budgetary requirements broken up in three parts and sends it to the head office
for approval. From there, it is routed to the respective departments for their sanction. Money
is released after their sanction. The RRCs have to send monthly reports to the head office
specifying the usage of the funds. Quarterly coordinating meetings are held wherein the
RRCs explain the deviations or variances if any. The administrative department sanctions
administrative expenditure of the entire organization.
Regarding accounting for capital expenditure, its accounting is not done unless the items
purchased have been entered in the Assets register as well as Consumables register as the
case may be by Administrative officer. The RRCs cannot make any capital expenditure
unless it gets the sanction from the head office.

12.3 Donor agencies

Major part of WOTR’s funds comes as grants from various donors. The major donors of
WOTR are:
 Andheri Hilfe Bonn
 Becker Cordes Foundation
 GTZ
 NABARD
 Karl Keubel Foundation- European Union
 Manos Unidas
 Misereor- KZE
 DRDA, Ahmednagar
 International Water Management Institute (IWMI)- LEAD project
 SDC
Funds are acquired on project basis and accounts are kept separately for each project.

13. SWOT ANALYSIS

The organization can be examined on the basis of SWOT analysis. This analysis can give us
insights about the strong and weak points of the organization and can help the organization to
act accordingly to make best out of the opportunities available to it.

13.1 Strength
 Frontrunner in watershed management and good recognition in watershed
community.
 Adequate availability of funds and financial support from the donor agencies.
 Good linkages with research and academic institutes for capacity building.
 Skilled and professional staff members at the HO level.
  Good leadership by the Director and distinguished board members.
 Decentralized and participatory planning.
 A major NGO affecting the lives of community in entirety.

13.2 Weakness
 Project based attitude of the work.
 Post watershed activities not duly addressed.
 The values not equally shared at the RRC level.

13.3 Opportunity
 Greater opportunity lies in the form of international assignments for watershed work.
 WOTR can increase its role in providing consultancy to other NGOs in different
states.
 Increased training services provided to professionals coming from different NGOs.
 Working in the area, which addresses the main problem of the villages, therefore
offering immense scope.
 Through scaling up the effort it can achieve its mission of empowering women and
underprivileged.

13.4 Threat
 Changing nature of political support and government policies.
 Organization growing in activity, size and operations, therefore issues related to
protecting the values and culture of the organization.

14. CONCLUSIONS
WOTR has an informal set-up where there is freedom for creativity. One example of this is
the autonomy in the functioning of the teams. The organization has in the past shown its
flexibility to change through the exercises like the POP, Learning by Doing etc. It may again
rethink its strategies in future to make its efforts more effective. Continuous learning is the
strength of the organization. The structure of the organization has been designed to cater to
the specific needs of the sector in which it is operating. At the same time WOTR has been
active in bringing about innovative changes to increase the efficiency of the organization.
The continuous growth approach adopted has been instrumental in developing the core-
competence of the organization in the watershed area. Recent thrust on other aspects of
livelihood will help to cover all aspects of rural people in the areas it is working.

REFERENCES

Robbins, Stephen P. 2001, “Organisation Theory: Structure, Design and Applications”, third
edition, Prentice Hall of India Private Limited, New Delhi

www.howarddowding.com

Kumar C. Ajith (September 1998) “Human Resource Development in Non-Government

Organization: Case study Watershed Organization Trust, India”, Centre for Rural
Development and Training, University of Wolverhampton, England

WOTR: A Decade of Service in Watershed and Rural Development 1993-2003

WOTR (2004) Annual report 2003-04. Ahmadnagar: WOTR

Sharma, Amrita and Rahul Singh (OTS 2003) “Organizational Understanding of Deepak
Charitable Trust” pg. 24
Annexure-I
Major Events from 1993-2003
Year 1993
 Establishment of WOTR.
 GTZ Pilot phase sanctioned.
 Became the Coordination Unit of the IGWDP.
Year 1994
 Forest Deptt. gave permission to the IGWDP for treatment of forestland.
 4 Regional Resource Centers (RRCs) of WOTR started.
Year 1995
 Women promotion wing of WOTR started.
 2 more RRCs started.
 Implementation of the DPAP Program for construction of check dams.
Year 1996
 WOTR started direct implementation of watershed development projects.
 First issue of WOTR’s Marathi newsletter “Panlot Pariwar” started.
Year 1997
 Training of non-partner organization started.
Year 1998
 Watershed training support to other states initiated.
 Construction of the “Watershed Training Center” started in Darewadi watershed
project.
 WOTR publishes its first English newsletter called “Watershed Family”.
 Micro-Finance Unit started.
Year 1999
 WOTR involved in the initiation of the National Watershed Development Fund set up
by GOI.
 In-house Development of Geographic Information System (GIS) for watershed
management started.

Year 2000
 SHG promotion in non-watershed villages started.
 Darewadi Watershed Training Center operationalized.
 Deputation arrangement ends, WOTR’s own staff takes over as heads of RRCs.
Year 2001
 Publication of the first issue of a newsletter “Watershed Voices” which reflects the
experiences of completed watershed project.
 WOTR was awarded the “Vasantrao Naik Award” for outstanding work in water
conservation.
 WOTR participates in the International Conference on Freshwater at Bonn.
Year 2002
 Publication of “Sampada Forum” a newsletter on micro-credit started.
 WOTR assumes the responsibility of “Mother NGO” to support the Govt of
Maharashtra’s watershed development programmes in Ahmednagar district.
 WOTR sets up operations in Mehboobnagar District of Andhra Pradesh.
 RRCs reorganized. A new RRC at Nandurbar and a sub-RRC at Pathardi.
 Short Term project “ Community Action for Poverty Alleviation” taken up.
 A separate organization for Micro finance is registered as “Sampada Trust”.
Year 2003
 WOTR participates in the 3rd World Water Forum held at Kyoto.

Source: WOTR decade report 1993-2003

 Annexure- II
Activities Undertaken Under CAPA

S.No. Activity No./units/villages

1 Watershed activity and drainage line treatment
 Area treatment 18 projects (2428ha)
 Drainage line treatments 20 projects

 Well recharge 4 villages, 58 wells

2 School exposure visits to watersheds 66
3 School sanitations 103 units in 6 districts for
95 villages
4 Drinking water projects 41
5 LPG connections 106
6 Hot water stoves 93
7 Flour mill 1
8 Fodder bank 4
9 Health camps 33
10 Nutrition training programs 23
11 Vermi Compost pits 45
12 Toilets, bathrooms, soakpits 753
13 Exposure visits, workshops, Melawas 69
Source: WOTR decade report 1993-2003
 Annexure- III
Staff Profile of WOTR

Category Type of Qualifications Total

M.B.B.S. M.P.A. B.Tech. M. Com. BCS MSW
Management 1 1 2 1 1 1 7
Phd. M.Phil M.Vsc
Research 1 3 1 5
B. Tech D.C.E. S.S.C B.Sc M.tech

Technical /
Engineering 11 8 1 2 1 23
MSW MBA/ MA M.Sc B.Tech BA SSC MA M.Com
Social 16 1 1 1 1 5 1 1 27
Documentation & M. Sc. B.Com
Communication
1 1 2
D.C.M M.C.M S.S.C B.Com
IT 1 1 1 1 4
B.Com
PGDBM
Microfinance 1 1
GNM
Health 1 1
M.Com B.Com SSC
Accounts 1 2 1 4
MSW BA B.Com S.S.C. Vern. final
Administration &
Support 1 3 1 3 4 12
Total 86

B.C.S. : Bachelor of Computer

Science
M.P.A. : Master's in Public
Administration
M.C.M. : Master in Computer
Management
M.S.W. : Master of Social Work

For Implementation Level
Periodwise Shramdan
register
Crop records
Proceeding Register
Attendance register for
Gram Sabha meetings
Infrastructure
And Maintenance records.
VWC proceedings and
meeting register
Drainage line survey
records
Community
Organizer
TEAM LEADER
Annexure- IV
Data Flow Diagrams
From village level
Proceeding register Measurement book
Credit flow records Shramdan register.
Rainfall records.
Attendance register for SMS
meeting Payment records
Follow up of decisions
taken in the meetings Periodic measurement.
Baseline Survey data Plantation records
SHG proceeding Register Well inventory.
SMS proceeding register Rainfall data
Household records
Training/exposure records.
Landholding records
Schedules of meeting.
Technical officer
MSS
Staff records.
Visitors register.
Staff plans.
Suggestion register
Expenditure Break up.
1 7-12 registers.
 1

Feeding the data into Report writing and prints

-The Muster software. out
-Net planning software.
-The Socio-economic
analysis package.
Monthly reports:
Fortnight reports -period wise shramdaan report.
-for Shramdan. -Plantation report.
-for work done. - Exposure training Melawa/
-MUSTER. Demos Report
-Socio-Economic Analysis
reports.
- Meeting reports of any village
institution.

Quarterly reports:
-Work done report.
 MUSTER -Physical and financial progress
 Net planning report.
report. -Social development reports.
-Training reports
 Socio-Economic
Analysis reports.

Annual report:
-For physical and financial progress
-Socio –Economic Analysis.
-Training /Melawa/Exposure
-Meeting reports.
-Maintenance funds record.

2
 At RRC Level

2
Data received at RRC

Data entry in the respective

software or forms, consolidation,
Scrutinizing, checking for errors.
Ready for analysis

Muster.
Monthly reports.
Quarterly reports.
Annual Reports.
Training reports.
Data collection Net planning. Data collection
and feeding and feeding in
in software software

-Health survey records. SHG records -Quarterly report. -Social Activity

-Monthly monitoring -Monthly visit report. Report.
from Mahila pravartak. Training report. -Physical finance - Women’s
-Health camp records progress report. Promotion work
-Assessments mark -Shramdaan status. done report.
sheet. - Work done report. - Receipt and
-Training report. - Net planning Payment.
-Annual reports to HO. - Musters. - PRA Activity
-Exposure visits records Report.
- Quarterly
watershed Ranking
report (QAM)
-Quarterly SHG
Health Audit report.

officer

Social
3 Development
officer at RRC
 3

Feeding the data into

- software for training records.
-QAM software.
-Health Analysis
software.
-

Muster.
Annual budget.
Monthly reports.
For health.
Quarterly reports.
For Social development.
Annual Reports.
Training reports.
Net planning.
Physical and
Financial progress
Report.
Shramdan report.

RRC INCHARGE

Person power plan.

Leave record register.

Monthly planning records

Quarterly report
Exposure Report
Activity profile of Health
project officer. 4

Women development
programme proposal
QAM
Accounts records
Administration and vehicle
expense records
Monthly staff reports
 At Head Office Level
Training records.
Monthly progress reports of
SHG’s and SMS.
Regular details of SHG’s in
report form.
Six monthly reports of Women
development program.
Quarterly reports
Summary Reports.
Monitoring report.
Baseline survey report.
Watershed datasheet.
Budget plan.
Socio-Economic Analysis
reports
-Proceedings.
-Minutes of village
institutions’ meetings.
-Follow-ups.
-Action Plan. -Health reports for
-Work-done report. individual villages.
-Net planning. -Health training records.
-Budget. -Activity profile of Health
-Expenditure breakup. project officer.
-QAM. - Exposure Report.
-Muster in 15days. - Implementation records.
-Net planning of coming -Annual Budget.
year. - Annual Report of working
-Meeting reports of progress.
village institutions. - Musters
-Accounts records. -Melawa/DEMO. Report.
-Monthly staff reports. - Closure reports of each
-Leave register. activity.
-rainfall /plantation data
5
 5

User
requirement. Store
Database

Women’s communication Information Technical Administration Accounts cell

development and cell cell cell
and training documentation
cell. cell

Consolidated Toposheets. -Employee Receipt payment

reports on WOTR Newsletter. Maps of WS. record. Account.
-Training. Annual report. Consolidated -Vehicle plan. -Income tax
-SHG groups Panlot parivar. reports on -Staff reports records.
and members. Audio/Visual CDs. Plantations record. -Benefits -Records of
-VWC Operations Manual. Crop records. details. Administrative
meetings Staff training Area treatment. -Service books expenses.
-Other village reports. F& P progress -Staff -Budget plan.
institution News articles. report trainings. -cash book.
details Data Analysis. Rainfall data. -Asset ( Fixed) -staff salary
Records. records.
-Publication -other accounting
Records records.
-Disciplinary
Consolidated Dead stock Actions
register.
-Insurance
-Student block placements Inward and outward
Records. dispatch.
-Recruitment records. Address updating .
-Induction reports. Mailing list for NGOs’
-Schedule planner. -Profile of External
participant coming for
training.
Consolidated -Records of
END
reports as Administration
requirement.