ROVADAN TRUST, ORGANISATION

UNDERSTANDING

1. INTRODUCTION

ROVADAN TRUST, acronym for Rotary Vapi Dang Development Trust is based at Vapi
in the state of Gujarat is a non-profit, non-governmental development organization
established on 1st April 2003, for betterment and upliftment of the indigenous
communities of Dang District in Gujarat. This organisation is incepted by Rotary Club of
Vapi and has been involved in a project known as ‘Dang Development Project’ under
which it is carrying out many tribal development activities across the district.

1.1About the Area

Dang District is in south of Gujarat and a bordering district to state of Maharastra.
It is a hilly area with a dense forest cover located adjacent to Vansda National Park. Dang
is considered as ‘Cherapunji of Gujarat’ with an average rainfall of 800-1000 mm.
Though belongs to one of the progressive states of India, it is environmentally challenged
and economically vulnerable region of the state, with a population of 186000 people out
of which 98% tribal in 311 villages.

1.2 Background
Government had taken up the initiative of development of this district and came up with a
proposal of ‘Dang Development Project’. As per the guidelines of the mentioned project
the government wants participation of ‘Project Implementation Agencies’ for its
implementation across the district. Rotary Club of Vapi in a bid to be a part of this
project as its commitment toward social cause decided to participate in the development
of tribal’s of Dang District.
To this decision, inception of ROVADAN TRUST (Rotary Vapi Dang Development
Trust) took place, a separate trust with 11 trustees has been formed and registered under
India Trust Act, to look after, manage and supervise the activities of Dang Development
Project. It is actually a subdivision of Rotary Foundation for Education & Learning
( ROFFEL), another trust run by Rotary Club of Vapi.
ROVADAN TRUST started its first venture with the approval of district rural
development authority of Dang district to start a District Training Center also known as

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‘Zilla Taalim Kendra’ at Ahwa, Dang the district headquarters of Dang for providing
education and training to SHG members of the district. They started the training center
from a house and given its name as ‘Swapnil’, this building also housed the district field
office of ROVADAN TRUST.
After opening of this training center gradually it involved into further activities related to
development of Dang and in this course one of the major development that took place is
the floating of a marketing company known as Dang Agro Products Private limited
(DAPPL) at Ahwa, Dang housed at a three rooms flat of a school named ‘Sarswati Vidya
Mandir’. The company is mainly involved in marketing and production activities. And it
is said that any surplus generated by it, after meeting expenses, shall be invested fully in
the said development of Dangs.

1.3 Objective and Scope of Study

The objective of the study is to understand the organization as a whole and various
dynamics involved in it and to document it. These would encompass understanding
organization’s present structure, its people, its systems, procedures, work culture, its
environment and interaction with that, various activities and processes involved and also
its future plans.
Study cover the organisation itself, its sister organisation, stakeholders like, Rotary
foundation for Educational and Learning (ROFFEL), local Government department
(DRDA) and other NGO’s working in Dang District. The geographical cover is not
restricted only to Dang but also includes Vapi, where the Head Office of the Organisation
is situated.

1.4 Methodology
Its is through exploratory research, primary sources of data were collected in the form of
semi structured interviews, open ended discussions, direct and indirect observations,
interactions with stakeholders like DRDA, other NGOs etc and secondary data sources
are in the form of various documents available in the organization like the ‘constitution

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formed for Registration under Indian Trust Act’, memorandum of association formed
during registration under Company Act of a marketing company floated by the Trust, etc.

2. ‘MISSION’ OF THE ORGANISATION

As such the organisation has not yet formulated any written mission and vision for the
organisation. The constitution drafted during registration under Indian Trust Act, they
have written few objectives of ROVADAN TRUST. On the basis of that and in
consultation with the chairman, trustees and employees a mission and vision for the
organisation has proposed. It is as follows.

To improve quality of every aspect of lives of tribal population of Dang through rural
reconstruction.
- With promotion, development, improvement of healthcare, education and literacy
without discrimination of caste, colour, gender, race and community.
- Development will include having development of agriculture, horticulture, forest,
industry, business, trade and commerce.

3. VISION OF THE ORGANISATION

It aspires to become a leading non government development organisation which would be
highly effective and efficient to act as catalyst to make indigenous population of Dang
self-sufficient, progressive and prosperous.

4. STRATEGY
As such Rovadan Trust has no proper long term strategy. Organisation is in multiple
activities. In development of strategy of the organisation ‘planning’ is not much evident,
the reason could be low resource availability with them. But still influence of planning in
strategy formulation can not be fully ignored in ROVADAN TRUST. The trust is having
scarcity of capital and human resource, so before taking up new projects, it plan its
approach according to the fund available to them, so even though the project is big , it
opts for that chunk of project which they find affordable to them. So, it seems that their
exist some short of planning which are incremental and short term in nature and not long

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term. Further each activity has it own strategy; it knows what product or service to offer
and to whom it will target.

5. ACTIVITIES
Rovadan Trust is involved in the following community projects. The project is being
implemented with the guidelines and support from government of Gujarat. Currently all
government funded project that they doing is through ROFFEL (Rotary foundation for
Educational and Learning) as ROVADAN Trust is new and as per guidelines any
organisation less than three years of existence is not eligible for Government funds. The
activities are as follows.

5.1 District Training Center

Also known as ‘Zilla Taalim Kendra’ was started on June 2004, the center is supported by
DRDA and conducts regular training programs as per DRDA guidelines. The center
educates and trains women for participating in Government/NGO joint projects, like
Shelf Help Group(SHG) programs, water management programs, cleanliness and health
awareness programs etc. In short this program is for overall development of tribal of
Dang.

5.2 Self help Group (SHG)

Self Help Group project is started in 20 villages of Dang district. One hundred and fifteen
such SHG group consisting of 20 to 25 members each are started. Trained teachers are
recruited to train and impart knowledge of micro credit programs and general knowledge
for their social and economical development.

5.3 Self Employment Centre

Tribal women are trained to make Nagli ( millet) Papdi, biscuits, milk additive powder
etc. in this centre. They are provided with good quality of Nagli flour for preparing these
products and are paid according to their inputs. Presently these Nagli products are
marketed under a special brand name as ‘Health Product’ on large scale. The profit
generated from the trading will be utilized for the development of tribals of Dang. Twenty

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women are currently full time employed in this production unit – each earning around
Rs.80 to Rs.100- per day. In addition, another 30 to 40 ladies are earning income in
villages through papdi making; the trust buys/collects Nagli papdi from them, after
packaging and they sells it in the market.

5.4 Bamboo Craft manufacturing

Training by handicraft expert is given to people of selected villages for development of
bamboo craft products. After training, the bamboo craft items developed by them are
purchased by the trust and marketed.

5.5 Production and Marketing (Dang Agro Products Private Limited)

Rovadan Trust has formed a separate company under Company Act, 1956 by the name of
Dangs Agro Products Private Limited. The company is involved in marketing of farm
produce, agro and handicraft product made by the indigenous people of Dang. Like
strawberry, potato, onion and other vegetables produced by the farmers, bamboo waste
paper basket made by the tribals, Nagli Papdi made by SHG’s women are marketed
through this company under its own brand name. It is further involved in production of
Nagli Papdi at it own manufacturing unit which has also employed women. All monetary
surpluses that are generated after meeting all expenses of the Trust are ploughed back into
the development operation of the trust.

5.6 Agriculture Development Program

5.6.1Wadi Projects
Under agriculture development of tribals of Dang, Government has floated many
programmes like Rastriya Sam Vikas Yojna, Tribal Sub Plan etc. Rovadan trust has taken
up few projects under this programme across 500 acres of land in different cluster in
villages throughout the district. Rovadan selects beneficiaries and supply them with
saplings of Mango, Cashew nut, Guava plants and Custard apple along with fertilizers,
pesticides and other farm inputs. There horticulturist and agriculturist expert trains and
guide them for proper development and growth of their plantation from time to time. The

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government provides financial support for this project to ROVADAN. The trust provides
supervision to farmers.

It is also involved in another project where it has provided farmers with strawberry and
vanilla plants to be grown in there filed under the supervision of their experts. Further
farmers are trained to look after the plants.
The trust runs 8 acres of demonstration farm where it grows paddy, ragi, medicinal plant
like aloe-vera and vegetables like potato, onion, brinjal etc.

5.7 Literacy Programme

5.7.1 Primary School

They have started a primary school in one taluka of the district for tribal children. They
are provided with biscuits everyday. About 60 students attend class daily.

5.7.2 Rovadan Nursing Institute

A nursing training programme has been started for tribal girls, who have completed
higher secondary education. This program is affiliated to the SNDT University, Mumbai.
They are trained as Assistant Nurses and Lab Technicians and given a SNDT certificate.
They are charging very nominal fee of Rs.500 per year from the student, which includes
lodging and boarding. Girls on successful completion of the course will be providing with
employment.

5.8 Low Cost Shelters

Rovadan trust has constructed low cost houses for tribal families in few talukas. Each
house comprises of one room, kitchen and a separate toilet and bathroom. This project is
partially supported by Government of Gujarat.

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6. ORGANISATION STRUCTURE

According to the constitution of the trust, it has 11 trustees out of which 9 trustees are
representing the office of the president of Rotary Club of Vapi and remaining 2 trustees
are the donor trustees. These nine trustees are elected from amongst the members of
Rotary Club of Vapi by its General Body, by invitation. The rest two donor trustees are
the individuals who donate Rs.10 lakhs or more to the Trust for its objective. For each
Rs.10 Lakhs donated one trustee is entitled. Each trustee holds office for a period of 5
years from the date of appointment. From this Board of Trustees (11 in nos.) a chairman,
secretary, and a treasurer are elected. Then there exist an ‘executive committee’ for the
trust. The executive committee comprises of chairman, secretary, treasurer and a trustee.
They form the strategic apex of the organisation.
The field head office which consists of the operating core of the organisation. A senior
Agriculture Officer is in charge of the unit at Ahwa, Dang. All other departments and its
head report to senior agriculture officer. Here as per activities personals are broadly
classified under categories that is Programme Support team and Operational support staff.
Programme support team includes individuals from various departments like District
training Centre, Agriculture, Social Work-RSVY (SHG), Dang Agro Products Pvt Ltd,
Nursing and School. District Training Center is headed by a supervisor and five trainers
who reports him , Agriculture team that comprises of four agriculture extension officer
who reports to Senior Agriculture Officer/ Head-in-charge directly, nursing department
has three trainers who also reports to Sr. Agriculture Officer, school has a teacher who
also report to Senior Agriculture Officer/head in charge and Dang Agro Products Pvt Ltd
has two marketing personals, they also directly report to Senior Agriculture Officer/head
in charge . The Operation support staff comprises of an accountant and a clerk, these
people also have to report directly to Senior Agriculture Officer/Head in charge.

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Figure 1: Organisation chart

Board of Trustees

Chairman

Executive
One Committee
Secretary Treasurer
Trustee

Sr. Agri Off/

Head

Operation Support Staff

Programme support team
Accountant Clerk

DTC Nursing Agri DAPPL SHG

6.1 Brief Profiles of Personal associated with the Trust :

Presently the Chairman of the trust is Mr. Kalyan Banerjee, an IIT, Kharagpur graduated
engineer, and also director of United Phosphorus Limited, a pesticide and fertilizer
manufacturing company based at Gujarat. He is also a member of Rotary International
and holds some vital post in that club. He is further involved in many social activities
taken up the Rotary club of Vapi and Rotary International, some of his noted works are
setting up of a foundation for relief work for Gujarat earthquake victims and leading a
convention at Atlanta on infant mortality issue representing India.
Mr. Ramesh Desai is the secretary of the Trust and an industrialist, manufacturing
adhesive for Pidilite Ltd. and Mr.Manshuk Bhavsar is the treasurer is a famous real estate
builder by profession. All these people are members of Rotary club of Vapi.
Dr.Hussein Mathakiya holds the post of Senior Agriculture Officer and Head in charge of
the Ahwa field office. He is a scientist by profession and earlier worked with few
universities before joining this trust.

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7. DIMENSIONS OF ORGANISATION STRUCTURE

7.1 Complexity
We have seen the structure of the organisation where at field (operational) level numbers
of departments are present like agriculture, DTC, SHG and others that are involved in
specific activities and the approach it has taken for its operation. Based on that it could be
said the organisation is more horizontally differentiated. At the apex level there is the
executive committee, just below to it is the middle line manger who connect the
operating apex with operating core is the Head in charge/ Senior Agriculture officer and
all the activity units’ reports directly to him. As number of activity increases the structure
broadens horizontally at the operating core level and the strategic apex and middle line
remain unchanged. The organisation is not tall as only three level of hierarchy is present;
still the Span of control is not very wide which as per organisation theory should have
been wide. Because each department has very few people i.e., its ‘size’ (i.e. the number of
employees) is very small. So very few people are coming under his span of control. It can
be further argued that one Agriculture Officer has to look after so many division that
would not be effective in his part, but here again it could be said that since the employee
number are less, it is possible to have control over the employee. So it could be said that
the organisation is low in complexity. But as the organisation is growing, yearly turnover
will increasing and new activities will be taken up, this kind of organisation structure
would not be viable in the coming future and required to change, and then complexity
may increase.

7.2 Centralization
It has been found that all policy related and strategy level decisions are taken by the
executive committee only. Whether to start a new project, a new activity, recruitment,
allocation of fund or finance related matters decisions making power is in the hand of
chairman. It indicates high degree of centralization at policy and strategy level.
At operational level that is during field level implementation, all decisions are taken by
the field staff only with consultation with the senior agriculture officer. Like during
National Food For Work (NFFW) project, the person who is dealing with the project

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decides which village to cover, who would be the beneficiaries, how resources would be
allocated to those beneficiaries, selection and linking with the PDS store, all this decision
would be taken by the person concerned in consultation with the senior agriculture
officer, further he will also be accountable for the project. This indicates high degree of
decentralization at the field level.

7.3 Formalization
Almost in all departments of Rovadan trusts, there are no rules, procedures, instructions
and communication in written. Except District Training Centre, this has certain rules in
written, which clearly speaks about the duty and responsibilities of each trainer and the
supervisor. Recently they have started this rule of giving in writing for leave. Then about
gate pass, those employees who will be going out for some work have to fill a gate pass
form, but this particular instruction is not followed properly. Every employee has to sign
attendance register while coming as well as leaving office. After making call from the
office telephone or sending fax; the purpose, phone number, to whom it was made
everything has to be register.
Every employee know about his/her duty, what is his/her scope of services, there is a
uniformity in output of any service that is to an extent it is standardized that given this
kind of input the desired output would be this. But all this aspects are hardly written
anywhere. For the first time after one and half year they had a meeting, where again jobs
and responsibilities of an employee are verbally informed to them.
Overall description suggests that there is above moderate degree of formalization
existing in the organisation.

From the character of various dimensions of this organisation structure it can be said that
ROVADAN Trust has a simple structure.

8. DETERMINANTS OF ORGANISATION STRUCTURE

8.1 Activities as determinant of Organisation Structure

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ROVADAN TRUST started its operation as district training center where initially it has
only 7 persons. Organisation was having only one department, the initial organisation
was not complex, it can be directly monitored by Chairman itself. But as new projects has
come up like agriculture, nursing, SHG and others and organisation got involved to new
activities, more manpower were required and specialist were recruited as employees for
different activities i.e. division of labour took place and departments are created and
given responsibility of it to those employee who are specialized in that activity. With the
increase in department in a particular level (field level) it has led to horizontal
differentiation of the organisation. To coordinate and control this department a manager is
assigned known as field office in charge/senior agriculture officer. As organisation is
taking up new projects from Government and other sanctions from Rotary trust, it has to
start new activities or to increase the earlier capacity of any activity, which may require
new set of people and other resources , then it will affect the present organisation
structure of the organisation. In this situation organisation will also change its structure
accordingly to meet the demand.

8.2 Environment
As per three key dimension of Environment of any organisation we found that;
-Capacity is abundant that means it has enough resources to support its growth.
Currently Dang Development Project has many projects under it and has lots of fund to
invest into these projects, so Rovadan Trust has lots of opportunity to grow through
taking up new projects.
-Volatility that is degree of unpredictable changes, which is less, that is it’s more or less
stable. Dang district is under development phase, and it is governments project,
government is supporting the development plan and it is unlikely to withdraw its
attention from its course of action, beside there are competitors like other NGO’s but they
are not bigger threat. In this last one and half year Rovadan Trust has built a very strong
rapport with Government authority and well favored by them, so chance of removing of
government support is very less. Moreover there is plenty of work and government
decides and allocates definite locations and activities for each NGO, which reduces fierce
competition.

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-Complexity is the degree of heterogeneity and concentration among environmental
elements, which is found to be simple as here environment is more homogenous and
concentrated. Most of the competitors out there are NGOs who are also working in the
same sector of rural development, so it is easy to keep a close eye on them and there
activities as almost.

8.3 Technology
As per Perrow’s knowledge based Technology Classification:

Task Variability is less that is the exception encountered in the job is less because of the
routine ness of the job. Like in Rovadan Trust a trainer know what he/she has to do,
which module has to teach in the class under book keeping or leadership building course
for SHG or watershed programme and he/she does it again and again for all SHG
members coming for training. An agriculture extension worker know how to plant a
custard apple sapling in field, what would be the distance between two saplings, when to
plant (season), how to identify beneficiaries, its quite routine. These entire jobs normally
have few exceptions in their day to day practice.
Problem Analyzability is well defined, that is if any problem arise in the job they have
prior set of method and solutions. They are very clear about their job and the body of
knowledge, like agriculture. Say if growth of plant is not taking place or plants are
infested by some pest they can analyze the requirement for the problem in terms of
fertilizer needed or type of pesticide to be sprayed.
Considering these two parameters of Perrow’s Technology Classification we can say
Routine Technology is present in the organisation.

8.4 Culture
At Rovadan Trust there exist a culture of helpfulness and people have cross-functional
expertise. It was interesting to find that an employee who may be associated with a
particular activity do other person’s work which is completely a different activity.
Examples are like during submission of final report of National Food For Work to
DRDA, an employee was assisting the person concerned with NFFW task in drafting and

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filling forms or say for making Nagli Papdi annual income expenditure statement for
Dang Agro Products Pvt Ltd, a person from DTC was doing the job in the absence of the
person in concern for the task. All employees irrespective of his post or duty either
related to the agriculture or not got involved together in a farm practice at ROVADAN’s
own nursery for paddy crop. That is also a pragmatic attitude find among the employees.

The power distance between higher ranked officials like Senior Agriculture
Officer/head-in-charge and those lower in the hierarchy is very less. The designations are
more in paper and difference in salary but they are much closer in reality at office. There
is no fixed table for anyone to sit. Head-in charge treat his employee as his friend and
similarly employees are also referring him as brother. But this not the case with chairman
and employees, there the power distance too much.

At office, communication between employees is very open. If anybody wants to speak

with the head in charge, they can directly approach to him. Similarly he can also convey
message to any employee directly. But in certain case like DTC where if a trainer come
across to any problem related to say study material or course content or method of
teaching, here he or she has to approach to the Supervisor of the DTC at first as it is
getting context specific that is DTC related which require expert knowledge, where head
in charge can’t do much. But if the problem is different which require head in charge
intervention than the employee can directly approach to him. Similarly head in charge
can also communicate with any employee of DTC directly and if any instruction to be
conveyed to an employee, it can be done directly and by acknowledging the supervisor.

An atmosphere of Trust is there. The accountant keeps all the money for daily
transaction with himself in his home. As there is no locker facility either in bank or at
office. There is a sense of trust within them. One employee share their personal views and
thoughts among each other as they feel other employee to be trusted, equally they respect
each other also. One reason for this kind atmosphere could be because of many
employees living together in the same residential house of ROVADAN TRUST, which
has bring them much closer and help them to understand each other more.

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9. SOURCES OF FUNDS
Initially Rovadan Trust has raised money from its trustees as per guidelines of
constitution of the Trust where every trustee has to donate Rs.1 lakh each.
Two partners of Rotary international, Rotary Club of Burwood, Australia and Rotary club
of Kamogiri, Japan through Rotary foundation have given around Rs.2550000/- for
construction of Low cost Shelters.
Government of India, under Rastriya Sam Vikash Yojna is funding many projects which
includes like wadi project, nursing, District Training Center, SHG etc.
Government of Gujarat, under Tribal Sub Plan is also funding many projects like wadi
project, strawberry and vanilla plantation project, low cost shelters etc. Details of
Projects, funds and purpose are as follows:

Table.1 . Sources of Fund

Project completed

Amount of Fund Purpose Donors

Rs.158000.00 Custard Apple( Wadi Project) Tribal Sub Plan(TSP),
Govt of Gujarat
Rs.360000.00 Vanilla + Strawberry( Wadi Project) Tribal Sub Plan(TSP),
Govt of Gujarat
Rs.92000.00 Sweet Corn Cultivation Tribal Sub Plan(TSP),
Govt of Gujarat
Rs.185000.00 Potato, Onion, Garlic Cultivation Tribal Sub Plan(TSP),
Govt of Gujarat
Rs.100000.00 Nursery ROVADAN TRUST
Rs.275000.00 Nursing Training R.S.VY,
Govt of India.
Rs.131000.00 Nagli Papdi Training R.S.V.Y
Govt of India
Rs.108000.00 School ROVADAN TRUST
Rs.1000000.00 District Training Center R.S.V.Y
Govt of India

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Rs.1200000.00 N.F.F.W R.S.V.Y
Govt of India
Rs.450000.00 Social Work. S.H.G R.S.V.Y
Govt of India

Future Projects
Amounts of Fund Purpose Donors
Rs.2544400.00 Mango + Cashew (wadi project) R.S.V.Y
Govt of India
Rs.450000.00 Mango + Cashew (wadi project) Tribal Sub Plan (TSP)
Govt of Gujarat
Rs.2500000.00 Mushroom Cultivation R.S.V.Y
Govt of India
Rs.315000.00 Strawberry Cultivation Tribal Sub Plan (TSP)
Govt of Gujarat

The detail of funds shows that almost all the project that they have done or doing in
future is funded by government. As discussed they are taking up bigger project in future
but are worried about lack of manpower and initial capital required to invest in this kind
of projects.
Till date they haven’t made any audited balance sheet and Income and expenditure
account for the trust. Only they had audited the accounts of two projects under R.S.V.Y ,
those are RSVY-SHG and RSVY-DTC for the year 2005. ( Details are given as
Annexure-2 and 3)

10. HRM ISSUES

10.1 Selection and Recruitment

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Selection and recruitment of employees take place through systematic process, at first
they advertise for the post in major dailies in Gujarat with details of job requirement and
eligibility criterion etc, followed by panel interview. In the case of DTC staff recruitment,
in the interview panel there is a representative from Government usually district
magistrate or district development officer himself/herself present there.

10.2 Job Analysis

10.2.1 Educational Requirement

For the post of Senior Agriculture Officer/Head in Charge they seek people with
qualification equivalent to post graduation or above. At present the person who is holding
the post of Head in Charge is a PhD holder. For Agriculture extension officer minimum
postgraduate and the present individual in the post is a postgraduate in agriculture, other
field officers are required to possess minimum of diploma or bachelor in agriculture. For
DTC staff, minimum graduation is required, presently four out of six employees
including supervisor are postgraduate or MSW, nursing staffs are required to have
bachelor degree in nursing and the present staff are all bachelor in Nursing

10.2.2 Experience
For the post of Senior Agriculture Officer, Agriculture extension officer and field officer
applicant should have minimum of five year, two year and minimum of six months of
experience in the related field of agriculture respectively. Presently the person as senior
agriculture officer has nine years of experience, extension officer has five years and
various field officers have experience ranging from 8-24 months. DTC staffs are having
experience ranging from 6 months to 2 years. The reason they are looking for experiences
people is because, they are new to this kind of activities, have to work in environmentally
challenged locations, big projects and most of the work is field related application based,
so a person with prior experience in related field will be more proficient to understand the
complexity of work and prompt in delivery of appropriate solution. Annexure 1. give
details about the present staff name, there qualification, experience etc.

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10.3 Induction

As such there is no induction programme for the employees except DTC staffs who were
sent by DRDA to MYRADA for training to learn more about the SHG concept and how
to use various teaching aids and modules to impart knowledge about this concept to SHG
to members formed here at Dang.

10.4 Compensation

The senior agriculture officer receives salary of around Rs.180000/- per annum
i.e.Rs.15000/- per month and house rent extra. Agriculture Extension Officer receives
around Rs.9000/- per month and house rent extra. A field officer receives around Rs.4000
to Rs.5000/- per month and house rent extra. DTC supervisor gets emolument of around
Rs.9000/- per month and a trainer get around Rs.6000/- per month. The salaries of DTC
staffs are being paid by Government i.e. there is sum earmarked for salaries in RSVY
project for this purpose. Though Traveling Allowances not there as these employees are
provided with motorcycles and they are only paid its fuel expense and maintenance. The
salary seems to be at par with present industry status and the location of the job. But there
is another dimension to it that the way this people work in the field throughout the day
which is always get extended to till evening, consideration of the geographical features of
the area of operation the compensation could be slightly higher.
11. MANAGEMENT INFORMATION SYSTEM
At ROVADAN TRUST no MIS is present there, as far computer infrastructure in
concern it has only one two computer and a printer. Computers are used mostly for the
purpose of writing report, letters and etc.
Here it is tried to make an information matrix for the Head in charge.
Information Matrix for Head In charge

Internal Reported Internal Processed

DTC DTC
-Daily number of SHG members comes for -Total number of SHG members comes in
training. month.

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UNDERSTANDING
-Number of time a NGO comes for -Total number of time a NGO comes for
Training training in a year.
-Per day expense on each member -Total expense incurred for all the members
Dang Agro Products Pvt Ltd per training schedule
-Daily production Product wise Dang Agro Products Pvt Ltd
-Daily sales product wise -Total Production Product wise with a
Agriculture frequency
-Daily visit area wise -Total sales product wise.
-Distribution of saplings or seed area wise Agriculture
-Distribution of fertilizers and pesticide -Total number of visit per month
area wise. -Total saplings and seed distributed in area
-Area of land leveled per day -Total fertilizer and pesticide distributed
area wise.
-Total area of land leveled
Accounts Accounts
-Funds utilized for a various activity of a -Total fund utilized in the project.
project - Total expense per month
-Daily expenses

External Reported External Processed

Agriculture Agriculture
-Demand for saplings and seeds area wise -Total demand for saplings and seed area
-Demand for fertilizer and pesticides area wise.
wise -Total demand for fertilizer and pesticides
Accounts area wise
-Funds allocation for a project by Donors Accounts
-Total allocation of fund for various project
Dang Agro Product Pvt Ltd by donors
- Demand product wise Dang Agro Product Pvt Ltd
- Total Demand product wise

12. SWOT ANALYSIS

12.1 Strengths
• The organisation has a very good rapport with government authority specifically
Collectorate and District Rural Development Authority and other stakeholders
like other NGOs working in that area

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UNDERSTANDING
• Expertise in special subjects means organisation has specialist who have varied
experience in different kind of development activities.

• Leadership in terms of its dynamic chairman who is highly influential and has
good network within government and in public sphere.

• Having a marketing and production company.

12.2 Weaknesses

• Lack of Fund- organisation has scarcity of capital and other resources like
human.
• High Turnover Rate- there is high attrition rate in the organisation in every two
months 2 or 3 employees left the organisation.
• Centralization of authority, most of the decision like what project to be taken or
not is decided by the chairman without much consultation with the officials at
field level.
• Overdependence on the Government fund.

12.3 Opportunity
• Numerous government programs and schemes for tribal development.
• Other NGOs are promoting market oriented livelihood schemes for the tribals.
The produced good are to be marketed, and then marketing company floated by
ROVADAN would of great help.
12.4 Threat
• Competition from other NGOs working in this area for allocation of projects.
• Many NGOs are also financially strong.

13. LEARNINGS

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 ROVADAN TRUST, ORGANISATION
UNDERSTANDING
It was an enriching experience for me after returning from ROVADAN TRUST. I
observed the dynamics in the organization. The chairman of the organisation has some
dream to share, like he want to see ROVADAN TRUST to grow and to take up more
projects in near future for development of tribals in Dang and in that direction he don’t
want ‘lack of fund’ as constraint to achieve its goal. But I felt he has not able to
communicate that dream to his colleagues, subordinates or employees, and it has led to a
feeling of insecurity within them about the future of ROVADAN TRUST. There is high
turnaround rate, most of the employees are young and always looking for a better
opportunity and the above insecurity is further fuelling their temptation to live the
company. I realize the importance of communication as time and human resource were
constraining factors for day to day activities. I learned how internalization of the value of
the organization and self monitoring and motivate them to work. I saw the members
helping each other to prepare report for a DRDA.

I felt a large gap between the theoretical understanding and practical learning. As most of
the frameworks of the theory were not applicable in the field level; sometimes it was a
mix of different framework and sometimes a different framework was required to
understand the situation.

Annexure-1
Employee Details
Sr. no Name of Qualificati Percentage Designation in Experience
Employees on Trust

District Training Center – Staffs

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 ROVADAN TRUST, ORGANISATION
UNDERSTANDING
01 Vijaybhai Jethabhai PPDM 59.44 % DTC.Superviser Two year
Gohel Training
Officer
02 Utpalbhai B.com. 49.00 % DTC Trainer 4-year
Ranjankumar Purohit assistant in
PRA Dep.
03 Arvindbhai M.S.W. 58.14 % DTC Trainer 4-Month
Mavjibhai Patel Wasmo
Project
04 Dilipbhai B.L.I.Sc. 58.00 % DTC Trainer 5-Year in All
Gajendrabhai India Radio
Pavagadhi Ahawa-
Dangs
05 Vijaybhai M.S.W. B- Grad DTC Trainer 10-Month
Manubhai Solanki in Training
Officer
(DTC)
06 Kaushal M.S.W. 60.00 % DTC Trainer 10-Month
Punjabhai in Training
Katariya Officer
(DTC)
07 Anilkumar M.S.W. 64.25 % DTC Trainer 4-Month in
Bhudhabhai Anarde
Chauhan Foundation

SOCIAL WORKS -RSVY (SHG)

01 Maheshakumar M.S.W. 59.66 % Supervisor 10-Month
Ramabhai Patel in RSVY
Dangs
02 Bhartiben R B.A. 51.00 % Field Workers 13- Month
Bagul in RSVY
Project
03 Usiraben L Bhoye M.A. - Field Workers 13- Month
in RSVY
Project
04 Mamduben R B.A. 47.00 Field Workers 13- Month
Bhoye in RSVY
Project
05 Chetan M Patel B.A. 49.00 % Field Workers 13- Month
in RSVY
Project

Dangs Agro. Prod. Pvt. Ltd.

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 ROVADAN TRUST, ORGANISATION
UNDERSTANDING
01 Pravin R Vasava M.R.S. 60.00 % Marketing 3-Years in
Supervisor Samvardha
n Proj.
02 Prashant P S.Y.B.Com. 53.25 % Junior 3-Years in
Dhongade Supervisor as
Community
Organisatio
n

Agricultural –Staffs
01 Dr. Ph.D. 76.50 % Sr.Agri. Officer 9-Years.
Hushenmamad (Agri.) &Head Research,
Valibhai Demo. &
Mathakiya Ext.
02 Nikhilkumar D M.Sc. Agri. 74.50 % Agri.Ext. Officer 5-Years
Patel Demo. &
Ext.
03 Sanjay J Darbar B.R.S. Agri. 68.90 % Field Officer 5-Years
Experience in
Agri.
04 Kanji C Paramar B.R.S. Agri. Field Officer 3-Years
Experience in
Agri.
05 Dharmeshkumar Diploma in 61.87 % 6-Month as
G Paramar Agriculture Reliance
M.A. Petrochemi
cals
Nurshing Staff
01 Beena R Sonkar GNM Instructor
02 Rupa G Mistry GNM Istructor 1 year in kilol Hospital,
surat.

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UNDERSTANDING

References:
1. Robbins, P. Stephen Organization Theory: Structure, Design and Application, Third
Edition, New Delhi: Prentice Hall (2003)
2. Constitution of the Registered Deed under Indian Trust Act, ROVADAN TRUST.
3. Memorandum of Association, Indian Company Act, Dang Agro Products Private
Limited.

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