ORGANIZATIONAL UNDERSTANDING

BY
Uma Nath Mishra (25049)
Pankaj Kumar Singh (25083)

Organizational Traineeship Segment

PRM - 25

Submitted to:
Prof. Nivedita Kothiyal

Host Organization:
Nav Bharat Jagriti Kendra, Hazaribagh.

INSTITUTE OF RURAL MANAGEMENT, ANAND

August, 2005
 Acknowledgement

We would heartily acknowledge our OTS coordinator Prof. Jayant Negi and Mr.
Girija Satish, Executive Director, NBJK for bestowing us the opportunity to have a closer
look at the working of an organization and to appreciate the intricacies of working in a
typical organizational setting.

We would also like to thank our faculty guide Prof. Nivedita Kothiyal for providing
us guidance and enabling us to develop a conceptual understanding of the topic. Her keen
interest and direction helped us to look beyond the obvious and thus fathom the topic to a
deeper extent.

We would also like to thank Mr. Sudhir Upadhay, Programme Coordinator, Micro
Credit Dept., and Mr. Rajesh Das who were our reporting officer on behalf of the Executive
Director, NBJK and who provided us with their invaluable suggestions at all stages of this
study. Their personal attention was instrumental in making this experience extremely
insightful and enjoyable.

Last but not the least, we would like to thank all the other staff of NBJK for their
valuable time and cooperation. Without their help and support this project would not have
seen the light of the day.

Pankaj Kumar Singh (25083)

Uma Nath Mishra (25049)

IRMA.

2
 EXECUTIVE SUMMARY

Project Title: Understanding Organization

Organisation: Nav Bharat Jagriti Kendra, Hazaribagh.
Reporting Officer: Mr. Girija Satish, Executive Director, NBJK, Hazaribagh and Mr.
Rajesh Das, Branch Manager, Ranchi Branch, NBJK.
Faculty Guide: Prof. Nivedita Kothiyal
Students’ Name: Pankaj Kumar Singh (25083) and Umanath Mishra (25049)

Objective: Objective of the study was to have a thorough understanding of NBJK as an

organization, its history, its structure, external & internal environment, culture, values, and
strategies in both formal and informal way.
Methodology: In order to study the organization we talked to the Executive Director, Branch
manager, Project coordinators, Field supervisors, Community Organizers and Other staffs.
We also talked to the beneficiaries in the Programme areas of NBJK. Literature review like
Annual Reports, Project proposal and Memorandum of Understanding with Donors were
used as secondary sources for data collection about the organisation. Job analyses for Staffs
at various levels of hierarchies were conducted through formal interviews.
Scope of the Study: The scope of our study was limited to the Coordination office at
Hazaribagh and Branch office at Ranchi.
Insights of the organization: NBJK is actively working in over 500 villages with staff
strength of 358. Currently NBJK is working on 35 different projects funded by more than 40
funding agencies. Out of these 35 on going project the major ones are Clean Jharkhand
Project, Educational Projects, Health Projects and Micro Credit. Clean Jharkhand Project and
Micro Credit projects account for 50% of its annual budget. Micro credit project was funded
by the Donor agency CORDAID in the year 1993 but as of now it has become self
sustaining. Last year NBJK disbursed a total of 4.29 crores of rupees trough micro credit
program and over 41.7 lakhs women have taken loan from NBJK since the project has been
launched. Repayment rate is as high as 96%. Another major project is clean Jharkhand
project funded by ICEF (India Canada Environment Facility). It’s an Rs 7 crore project with
a time frame of five years. Organization runs 116 educational centres out of which 7 are
formal centres and 108 non-formal centres. One centre is for the mentally challenged
children. NBJK also implement a number of health projects.
Learnings: One of the major observations was that without proper HR policy it becomes
very difficult to retain employees for longer duration. NBJK, in spite of being one of the
largest and oldest NGO in Jharkhand, don’t have well defined recruitment as well as
promotion policy. Till now NBJK does not have any insurance coverage for its field staffs
those who regularly travel on bikes. On various fronts NBJK even violates the labour law
issues like number of fixed hour of weekly work that has to be performed and holidays. The
employee turnover in NBJK is quite high. This is because it is a flat organization with very
limited level of hierarchy and so the chances for promotion are restricted. Most of the
professionals use it merely as a platform for attaining their further career growth and switch
to other job as soon as they get an opportunity.

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 Table of content
4.1.1 Primary sources.........................................................................................................6
Sri Girija Nandan “Girija Satish” .......................................................................................9
9.1 Micro Credit Program:...................................................................................................18
9.3 Rural Industries Program ..............................................................................................21
9.5 Integrated Watershed Development Program................................................................22
CONSOLIDATED BALANCE SHEET..............................................................................42
CAPITAL FUNDS...................................................................................................................43
UNSPENT GRANT BALANCES...........................................................................................43
GRATUITY FUND..................................................................................................................43
SECURITY FUND..................................................................................................................43
35 AC FUND...........................................................................................................................44
RETURNABLE GRANT........................................................................................................44
FIXED ASSETS......................................................................................................................43
TOTAL.............................................................................................................................44
CONSOLIDATED INCOME & EXPENDITURE ACCOUNT..........................................44
DEPRECIATION.....................................................................................................................45
OVER EXPENDITURE..................................................................................................45
GENERALCONTRIBUTION & OTHER RECEIPTS...................................................45
TOTAL.........................................................................................................................45
TOTAL.........................................................................................................................45
CONSOLIDATED RECEIPT & PAYMENT ACCOUNT..................................................46
OPENING BALANCE....................................................................................................46
GRANT RECEIVED...............................................................................................................46
ADVANCES....................................................................................................................46
CLOSING BALANCE............................................................................................................46
TOTAL.........................................................................................................................46
TOTAL.........................................................................................................................46
CONSOLIDATED BALANCE SHEET..............................................................................47
FUND U/S 80G................................................................................................................47
INVESTMENT................................................................................................................47
CONSOLIDATED INCOME & EXPENDITURE ACCOUNT..........................................48
OVER EXPENDITURE..................................................................................................49
OTHER RECEIPTS.........................................................................................................49
TOTAL.........................................................................................................................49
TOTAL.........................................................................................................................49
CONSOLIDATED RECEIPT & PAYMENT ACCOUNT..................................................49
OPENING BALANCE....................................................................................................50
GRANT............................................................................................................................50
TDS..................................................................................................................................50
LOAN ACCOUNT..........................................................................................................50
TOTAL.........................................................................................................................50
TOTAL.........................................................................................................................50

List of Table

4
 Title Page no
Sl.No
1 Executive committee
2 Area of Operation
3 Progress of Integrated watershed
development programme

List of Figures

Title Page no
Sl.No
1 Area of Operation
2 Organization Structure
3

List of Abbreviation

P.C Project Coordinator

A.P.C Assistant Project Coordinator

MoU Memorandum of Understanding

E.D Executive Director

V.O Voluntary Organization

Lok Samiti A non political pressure group

NFE Non Formal Education

ICEF India Canada Environment Facility
PD Pocket Development Committee
C
PACS Poorest Areas Civil Society

5
 1. OBJECTIVE

Objective of the study was to have a thorough understanding of Nav Bharat Jagriti Kendra
as an organization, its genesis & history, its structure, external & internal environment, culture,
values, and strategies in both formal and informal way.

2. SCOPE

The study focused on key aspects of Nav Bharat Jagriti Kendra which is the biggest NGO
in the state of Jharkhand.

3. LIMITATION OF THE STUDY

Our study was limited to two offices of the Nav Bharat Jagriti Kendra, the Coordination
Office at Hazaribagh and Branch office at Ranchi.

4. METHODOLOGY

To complete our study and to get better understandings of the organization, we adopted a
number of methods like unstructured and semi structured interviews, informal and formal
discussions, appreciative enquiry and unobtrusive observation. Field visits and interaction with the
beneficiaries were also done to understand the working of the organization.

4.1 Sources of Data:

4.1.1 Primary sources

4.1.1.1 Participant Observation

The routine activities of the employees at all level were observed in order to understand
their roles and job. Unobtrusive observation helped in understanding the organizational culture as
well as the hierarchy within the organization.

6
4.1.1.2 Semi-structured interviews and informal discussion
Semi-structured interviews and informal discussions were held with the employees during
the tea breaks or lunch time on organisational issues like its structure, human resources, area of
operations, nature of projects being implemented and its effectiveness.

4.1.1.3 In-depth interviews

In-depth interview of the Project Coordinators and Assistant Project Coordinators were
conducted with the help of a check list. The check list had two parts, first dealing with the Job
Analysis and second dealing with the organizational issue like goal setting, culture, leadership,
communication within the organization, management style, handling of conflict etc. Total 14
P.C./A.P.C. were interviewed at the Coordination Office while 12 P.C./A.P.C. were interviewed at
the Ranchi Branch Office. The check list for the interview is attached as Annexure – I.

4.1.2 Secondary sources

4.1.2.1 Annual Reports

The review of past five years Annual Reports was done to understand the organisation’s
profile and its achievements in the past five years. It gave an insight into the opportunities and
threats/constraints the organisation faced during the last five years and how the organisation
responded to it. It also gave a general idea how the organization has performed over the years.

4.1.2.2 Project Proposals and Memorandum of Understanding Signed with the Donor Agencies
A review of the various project proposals and M-o-U singed with the donor agencies and
partner agencies gave an insight about the criteria on the basis of which the organization was able
to mobilize fund for its projects.

4.1.2.3 Financial statements

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 The financial statements of last three years were studied to understand the sources of funds,
the way funds are utilised and the financial condition of the organization. The financial statements
of the last three years and its analysis are attached as Annexure – II.

4.1.2.4 Internal Reports

The internal planning and reporting reports helped us to understand the mechanism of
communication within the organization, how monitoring is done and the hierarchy of the
organization.

5. GENERIC DATA

5.1 Identifying Information:

5.1.1 Organisation name and contact details:

Name : Nav Bharat Jagriti Kendra (NBJK)

Address:-
Registered Office : At : Bahera, P.O.: Brindavan
Via :Chouparan, Dist.: Hazaribag
Jharkhand, India
Pin : 825 406
Co-ordination Office : At : Amritnagar, P.O.: Korrah
Dist. :Hazaribag, Jharkhand, India
Pin : 825 301
Phone No. : 06546 – 263332(O), 223143(R)
Fax No. : 06546 – 263332(O); 224228(P&T)
E-mail : nbjkco1@rediffmail.com
satishgirja@rediffmail.com

5.1.2 Registration details :

• Society Registration Act, XXI, 1860 by IG Registration, Govt. of Bihar, Patna,
Registration No. 61/1974-75, dated 26/9/1974
• F.C.R. Act 1976 by Ministry of Home Affairs, Govt. of India, New Delhi, Registration
No. – 337750015, dated 4/1/1985
• PAN No. : AAAA NO 398 R
• Registration Under 80 G of IT Act- 6222-24-Dhanbad dated 10th Jan. 2001.

8
5.1.3 Governing Body:

The Governing Body constitute of nine members Executive Committee including the President,
Secretary and the Treasurer. These three are the founder member of the organization. The table
number 1 gives the detail of the executive Committee

TABLE NO. 1

S.No. Name and address Designation

1. President
Sri Girija Nandan “Girija Satish”

Gandhi Nagar (SE), P.O. College More, Hazaribag

-825301, Jharkhand.
2. Sri Satish Kumar “ Satish Girija” Secretary
Gandhi Nagar (SE), P.O. College More, Hazaribag –
825301, Jharkhand.
3. Sri Prabhu Nath Sharma Treasurer
Nav Bharat Jagriti Kendra, At- Bahera, P.O. Brindavan,
Via Chaparan, Hazaribag, Jharkhand.
4. Sri Bhagwan Singh Member
Near DET office, Ravindra Path, Hazaribag- 825301
Jharkhand.
5. Sri Banwari Kumar Member
Baheratand, P.O Brindavan, Chauparan, Hazaribag-
825301, Jharkhand.
6. Dr. Mandakini Pandey Member
301, Amitabh Kunj, Budha Colony, Patna, Bihar
7. Sr. Lily Mathew Member
Lok Chetna Samiti,(in front of Chaugaddi Stoop),Sita
Rasoi, P.O Sarnath, Varanasi.
8. Sri Sheo Sharan Bhai Member
Nav Bharat Jagriti Kendra, At: Bahera, P.O Brindavan,
Chauparan, Hazaribag- 825301, Jharkhand.
9. Smt. Roshni Dhruv Shah Member

9
 “Prasad” 22, Sweet Home Society, BIHSHREYAS
CROSSING, Near SHREYAS Foundation, Ambabadi,
Ahmedabad, Pin – 380015, Gujarat.

5.2 Brief Profile of Executive Director:

Mr. Girija Satish the founder member of the N.B.J.K. is the Executive Director of the
organization. He along with three other friends started this organization way back in 1971. He did
his graduation from the Regional Institute of Technology, Sindri, Dhanbad and was working as an
Engineer in the Bokaro Steel Plant when he resigned from the job and took social service as the
mission of his life. The deprived situation of the people in the area along with the influence of the
Great Sarvodaya Leader “Lok Nayak Jai Prakash Narayan” acted as stimulant for him to shun his
lucrative career and plunge into the humanitarian and social service. He has also undergone
training at various reputed developmental agencies.

5.3 Organizational affiliation:

The organization over the time has got affiliated with many donor agencies. It acts as a
mother organization for over 300 small voluntary organizations working in the state of Jharkhand
and Bihar. It runs a project titled “Small Group Support Programme” to provide support to these
small organizations. Technical, legal, financial and human resource support is provided to these
network organization to build there capacity. Training programme for these organizations is
organized at regular interval. The organization is also affiliated to various Departments of
Government, who seeks its help in implementing various developmental programmes.

6. GENESIS AND EVOLUTION OF THE ORGANIZATION

The foundation stone of Nav Bharat Jagriti Kendra was laid in 1971, by four engineering graduates
who were sensitive to the cause of deprivation of the poverty stricken masses. Highly moved by
the condition of the poor villagers in Bihar, trapped in the vicious circle of poverty they decided to
shun their career and plunge into nation building and service to the poor. Deeply influenced and

10
motivated by Jai Prakash Narayan, they initiated social work with a small hamlet of Dalits in
Bahera village of Hazaribagh District. They gradually extended in many villages.

Nav Bharat Jagriti Kendra (NBJK) formally came into existence in 1974, when it got
registered under Society Registration Act, XXI, 1860 and under Foreign Contribution Regulation
Act, 1976 in the year 1985.

Over the year it has extend to many new areas and at present through its branch offices and
network organizations, it provide various services to the poor and needy of over 30 districts of
Jharkhand and Bihar.

Initially the organization worked on very limited issues, but today it is implementing more
than 35 developmental projects.

6.1 Area of Operation:

NBJK is directly implementing its activities through its eight branch offices in five districts of
Jharkhand and two districts of Bihar, covering 29 blocks and above 1500 villages. Table No. 2 and
Figure No. 1 depicts its wide area of operation.

TABLE NO. 2

S.n. NBJK Name of the Projects Total Total Total Approx

Offices Block ward Villages Direct
s s in And Slums Beneficiaries
towns
1 Hazaribag Micro Credit, Credit 7 4 540 villages 27,000
Plus, RIP, Action Against Villagers
Child Trafficking, Kopal, &
PACS, Lok Samiti, FCC, 2000
CBR, CMH, Adopt a households in
Mother Save her Child, the town.
RACHNA, Reproductive
Health Family Welfare,
CJP, Maternal & Child
Health, Strengthening

11
 Primary Education
Program, Spandan,
Small Group Support
Program, Primary and
Secondary schools
2 Ranchi CJP, Micro Credit, Lok 12 14 463 villages 25,000
Samiti, Swashakti, beneficisries
CBRE, Socio Economic in villages
Development project of &
the poor and people with 27,999
disability, Kopal, househols in
Reproductive Health & the town
family welfare, CBR,
Swasthya Apke Dwar,
3 Khunti & Integrated Tribal 2 289 villages 32,000
Murhu Development Program,
CBR, Reproductive
Health & Family
Welfare, Lok Samiti
Setu Vidyalayas
4 Koderma Micro Credit, RIP, Lok 4 5 60 villages 1000
Samiti, CJP, Rural villagers &
Building Center Program 1200 HH in
the town.
5 Chauparan Eye Hospital, Low Cost 1 300 villages 4500
Technology Application
for integrated village
development,
Environment Enrichment
program, RACHNA,
Primary and Secondary
Schools, NFE Centers
and Lok Samiti
6 Pakuria Micro Credit, 1 42 villages 900
Community

12
 Development Program,
Watershed Program,
Women group
Strengthening and
Nutrition Program, Rural
Building Center Program
7 Bodh Gaya Orphanage 1 N.A N.A 50
8 Patna Micro Credit, Lok 1 1 15 Slums 1500
Samiti, Community
Based SWM in Slums,
NFE Centers Socio-
Economic Development
of women and children
in Slums
Total 29 24 1,694 91,950
Villages and villagers and
15 Slums 31,199
households in
the towns

Figure No. 1

13
7. SUPER-ORDINATE GOAL:
The organization is a non-profit, non- governmental organization. It aims to establish a
“just” society, in which no one remains hungry, unemployed, discriminated and exploited. These
aims are derived from vision and mission and core values of the organization.

7.1 The Vision:

To establish a progressive, peaceful, and a just society based on the values of equality,
fraternity and mutual help.

7.2 The Mission:

To educate, organize and empower the rural poor to promote development as a liberating
force for achieving social justice, economic growth and self-reliance.

14
7.3 Core Values:
Participatory development approach, mutual sharing of ideas & information with the
voluntary development organizations, empathy towards the poor and oppressed, faith in knowledge
and capacity of the poor, oppressed and marginalised and a firm belief that they can may a
difference in the life of rural poor are the core values of N.B.J.K.

7.4 Aims and Objectives:

• To strengthen encourage and practice the concept of social service.
• To promote education, livelihood of the poor, preservation of natural resources, generate
awareness, health and sanitation, social justice, self reliance and advocacy of social and
developmental issues.
• To interact and work with various regional, national and international institutions for
establishing a just society.
• To provide support to the different organization having similar objectives.
• To organize, conduct, sponsor seminars, workshops, conferences, exchange of visit and
ideas etc. on various aspects related to health, livelihood and natural resources.
• To support, fund, collaborate and sponsor the similar projects being conducted by other
similar organization.
• To issue request for funds, donations and grants for funding the projects.

7.5 Shared values:

• No employee shall commit any misconduct.
• All employees and other trainees shall practice absolute honesty and integrity related to
financial and other matters.
• Every member of the organization shall behave with member of opposite sex in
dignified manner.
• Each employee shall do his/her work with conviction, high motivation and shall work
together towards a common goal and mission.
• All staff shall pay due respect to higher authority and their superiors.

15
 8. ORGANIZATION STRUCTURE
At present, there are two key persons in the organization who held the control and are
responsible for the whole working of the organization. These two are the founder members of the
organization and act as President cum Executive Director (Er.Girija Nandan “Girija Satish”) and
Secretary (Er. Satish Kumar “Satish Girija”). The Executive Director takes care of the
implementation of the projects and administration of the organization while the Secretary is
responsible for the fund raising and liaison with funding agencies. Both are member of the
Executive
Committee
executive committee also, along with the third founding member, Er. Prabhu Nath Sharma, who
acts as treasurer of the organization. There are six other members of the executive committee but
the Executive Director, the Secretary maintains tight control over the organization and without
their approval, and no decision can be Executive
Secretary taken in the organization. Figure no. 2Treasurer
depicts the
Director
organizational structure.

Advance Manager
Planning Finance
Departmen Project Manager Branch
t coordinators Personnel Managers (6)
(14) Accountants
of different
Assist. Project Branch
Office In
Assist. Project charge Coordinators
Coordinators

Block
Block Supervisors Supervisors

Field Workers Field

Workers

Figure No. - 2

16
z

COMMUNITY

The advance planning department report directly to the Secretary, while the Manager
Finance reports to the Treasurer and the Executive Director. All the P.C. and Branch Heads report
to the E.D. Advance Planning Department is responsible for project formulation and arranging

17
fund from the donor agencies. P.C.s are responsible for the implementation of the projects. They
are assisted by the A.P.C. and the Block Coordinators. Field Workers are at the lowest level of the
hierarchy.

9. ACTIVITIES CARRIED OUT BY NBJK:-

There are six thematic areas in which N.B.J.K. works. They are:
• Micro Credit
• Education
• Promotion & Facilitation of Small Voluntary Groups
• Mass Awareness and Social Action Programmes
• Advocacy & Governance
• Health & Sanitation

Some of the major projects implemented by N.B.J.K. are as follows:

9.1 Micro Credit Program:

Objective: It aims at helping poor men/women improve the socio economic condition of
themselves, their family and their village through loan provided by NBJK or by bank linkages
facilitated by NBJK.

Donor Partner: Initially CORDAID, Netherlands, now it has become self-sustaining

Launched: 1993
Area: Hazaribag (including Ramgarh), Ranchi, Koderma and Pakur districts of Jharkhand &
Slums in Patna, the capital city of Bihar

Activities Achievements: Micro credit functioned through SHGs (Self Help Groups) and JLGs
(Joint Liability Groups). SHGs are the groups of women while JLGs are the male groups seeking
to expand their business. For both SHGs and JLGs, Micro Credit program adopted three-pronged
strategy once the group was formed. It conducted regular meetings so that the group remains
intact, it provided trainings to them on book keeping, entrepreneurial activities, etc, provided loans
and linked them with the IGAs (Income Generating Activities). Last financial year NBJK
disbursed a total of 4.29 crores of rupees trough micro credit program and over 41.7 lakhs women
have taken loan from NBJK since the project has been launched.

18
 From the graph shown in Figure no. – 3 we can see the extent of its micro credit program.
This is one of the largest operations of NBJK and just within four years of its operation it has Loan
disbursement has increased by 87.3%.NBJK has set a target of achieving disbursement of Rs 10
crore Loan though the exact year for this has not been set and little amount of vagueness lies there.
In terms of loanee members it has quadrupled over the years, Figure no. – 4.

Figure No. – 3 Showing Loan disbursed till date through Micro Credit Programme.

Loan disbursed over the years- Micro Credit Program

5
4.5
4.29
4
Crores of rupees

3.5
3 3.08
2.91
2.5 2.29 2.39 Loan Disbursed
2
1.5
1
0.5
0
2001 2002 2003 2004 2005

Source-Annual Report

Figure No. – 4 Number of women who have taken loan.

19
 Loanee Members -Micro Credit Program

45,000
41,709
40,000

35,000
33,636
30,000
27,349
25,000
Loanee Members
20,000
18,013
15,000

10,000 10,652

5,000

2001 2002 2003 2004 2005

(Cumulative figure - Base year 2001)

Source-Annual Report

9.2 Credit Plus

This is a different from micro credit in the sense that it deals with the issues more than just
savings and credits. Only similarity that lies is the beneficiary groups are same, the members of
SHGs

Objective: To improve the social, educational, political, cultural and health status of the poor.

Donor Partner: CORDAID

Launched: 2003
Area: Sadar, Churchu, Chauparan, Ichak, Vishnugarh, Badkagaon, blocks of Hazaribag District

Activities & Achievements:

A host of activities are carried out under this project with the aim to holistically improve
the quality of life in six blocks of Hazaribag district. It also propagates the values of communal
harmony in the district through the core team consisting of leaders of all the religions. Credit plus
organizes workshop on communal harmony, women empowerment at the district level rallies for
the implementation of Punchayati Raj in Jharkhand. It also organized EDPs (entrepreneurial
development programs) on issues such as vermin-composting, mushroom cultivation and poultry
for the poor. As a result of these trainings 12 people initiated poultry farming, 5 mushroom and 20

20
vermin composting with financial assistance provided by NBJK. 47 farm ponds were built through
this project in the reporting financial year. On an average four health camps were organized every
month on RCH (Reproductive and Child Health) in the interior villages. 187 patients with eye
problem were identified and operated at the district hospital with the help of NBJK. Video shows
and other BCC (Behavioral Change Communication) activities were organized to propagate the
issues such as small family, education, social evils, etc. 42 students came forward as a result of
these campaigns and they were linked to the government schools. Small financial assistance was
provided to 400 poor SHG members to support their children for education. 36 poor women were
linked to the

9.3 Rural Industries Program

Objective: To promote and help potential entrepreneurs in getting loan from the bank and setting
up their own enterprise and also help the banks in speedy recovery of the sanctioned loans.
Launched: 1997
Area: Hazaribag and Koderma District
Donor Partner: SIDBI
Activities and Impact:
To expand the business vistas of the entrepreneurs 2 EDPs (Entrepreneurship Development
Programs) were organized in Hazaribag with 45 participants each through this project. In koderma
on the other hand 1 training program was organized on the functioning of KVIC (Khadi & Village
Industries Corporation) with 14 participants. During the reporting financial year a sum of about 2.5
crores of rupees was sanctioned for the entrepreneurs in Hazaribag while over 90 lakhs of rupees
was sanctioned in Koderma by different banks. 189 units were promoted with this loan in
Hazaribag, which generated employment to 386 people. While in Koderma 63 (1 self-financed)
units were promoted generating employment for 145 people. The overall recovery rate of the loan
was over 90% in the reporting financial year.
In addition to the routine promotion of the entrepreneurs NBJK with the support of
CAPART organized Gramshree Mela (a traditional trade fare) in Ranchi. Over 100 entrepreneurs
participated in this Mela that started on 13th March and ended on 22nd March 2005. The overall
sales hit above 50 lakhs in the Mela. NBJK with the support of CAPART had organized Gramshree
Mela in the year 2003 as well.

21
9.4 Poorest Area Civil Society (PACS) Program
Objective: It aims to increase the participation of women in local governance, reduce violence
against women, ensure enforcement of policies and laws on women’s right and development issues
and establish linkages with government and other institutions for effective realization of anti-
poverty programs.

Donor Partner: DFID through Development Alternatives, New Delhi

Area: 11 districts of Jharkhand
Launched: 2001
Activities & Achievements:

NBJK and 10 partner VOs organized women SHGs (100 SHGs in each block), conducted
regular meetings with them, trained their leaders on various aspects, organized street plays for
increasing the awareness level, helped them remove the social evils such as witchcraft, female
feticide and promoted them to actively participate in Panchayti Raj elections. 2 women conference
were organized on the role of women in rural development and politics. 1 state level dharna and 1
rally with over 5000 participants were organized to expedite the Panchayat elections in Jharkhand.
Besides, a peer learning workshop and a workshop on MEAL (Monitoring Evaluation and
Learning) was organized for the PACS partners to chalk out the strategy to further strengthen this
program. A training program on herbal medicine was given to the Ojhas (traditional faith-healer).

With all these efforts there has been an increase in the awareness level among the villagers on
various issues of concern, which has in turn increased the developmental activities in the villages
and also reduced the cases on social evils.

9.5 Integrated Watershed Development Program

Objective: enhancing the socio-economic condition of the villagers through activities related to
water, land and manpower management.

Donor Partner: CAPART

Launched: 1996 with the support of CAPART, it is one of the oldest projects of NBJK

Areas of Operation: 22 villages in Chauparan block of Hazaribag

22
Activities and Achievements:

In order to lift the socio-economic condition of the poor watershed committees were
formed, soil treatment was done, farm ponds, “talaab” and wells were built and repaired, land
leveling, plantation, open platform construction, farmers training, exposure visit, vermin compost
production etc was done since the project was launched. Besides, awareness programs and rallies
were organized to disseminate information on government programs/policies and unite their voice
to avail the benefits from those programs. During the reporting financial year the construction
work under this project was put to halt, however, it has restarted in March 2005.

TABLE NO. – 3 Progress of Integrated Watershed Development Programme at a glance since it

was launched.

Drain Repairing 1
Culvert Construction 2
Well Construction 43
Farm pond Built 40
Talaab Desiltilation 11
Talaab Construction 5
Vermin Compost Bed 107
Check Dam 1
Lift Irrigation 1

Some of the other Socio-economic programs are integrated tribal development programs
for the holistic development of tribal people of this area, Livelihood programs for elderly,
community development programs and integrated watershed development program.

9.6 Policy Advocacy:

Other major areas of NBJK’s operation include policy advocacy and governance and Lok samiti is
one of the oldest Programme of NBJK. Lok Samiti is a non political pressure group headed by
NBJK .These provide platform for the people to organize themselves and express their grievances
against the policies of government.

Objective: To address the grievances of the poor, to influence the policies of the government
towards the poor and expedite their implementation, for achieving a just and egalitarian society as
conceived by Lok Nayak Jai Prakash Narayan.

23
Launched: 1977
Area: 40 districts of Bihar and Jharkhand through Networking

9.7 Kopal
This is one of the newest Projects that NBJK is having in the area of policy advocacy.
Objective: To stop female foeticide by sensitizing the law enforcing agencies, doctors and the
community
Launched: 2004
Area: Whole of Jharkhand
Donor Partner: Plan India
Achievements:
NBJK helped in reorganizing and vitalizing the state advisory board for enforcing PPNDT
1994 in Jharkhand. NBJK also perused the government to issue a circular regarding the formation
of district advisory committee. Beside that it has sensitized and capacitated over 800 doctors from
different parts of Jharkhand. Community at large has been made aware of this ill practice and
warned of its consequences through the informative materials.

NBJK has been running several different projects that deal with various aspects of health, viz
Reproductive and Child Health, Disability, Cleanliness, Eye defects, etc.

9.8 Reproductive Health and Family Welfare Program

Objective: To generate awareness and demand amongst the women, men and adolescents for
Reproductive Health (RH) and Family Planning (FP) services in the villages. To increase
networking of CBOs and VOs on RH & FP services and to influence larger social and political
empowerment for community-need based state policy in Jharkhand.
Launched: 2003
Donor Partner: David and Lucile Packard Foundation, USA
Area: 6 Blocks in Hazaribag and 5 Blocks in Ranchi
Achievements:
The project facilitated in the formation of 410 village swasthya samities (Village
committees), 440 Kishore samuhas (Boy’s Groups) and 9725 Kishori samuhas (Girl’s Groups),

24
1420 Mahila Swasthya Samuhas (Women Groups) and 254 Purush Swasthya Samuhas (Men
Groups) to help in the propagation of family planning methods, to show the variety of choices for
contraception and spacing, for safe motherhood knowledge and prevention of diseases related to
child and mother, and also to spread information on government programs related to reproductive
health. The project also undertook awareness drive through school competitions, games, etc,
among the villagers.
Other major health programmes includes Reproductive and Child Health, Nutrition and AIDS,
Community Mental Health Program, Swasthya Apke Dwar, Maternal & Child Health

9.9 Clean Jharkhand Project

Objective: Aims at waste management through the community with the help of municipality,
training and capacity building of Municipal staffs and other stakeholders, awareness generation,
institutional resource recovery and policy formulation on waste management
Launched: 2002
Donor Partner: ICEF (India Canada Environment Facility)

Achievements:
CJP has facilitated in the formation of 149 pocket development committees (PDCs) in
Ranchi, Hazaribag and Koderma. With the help of these PDCs and the urban local bodies it has
increased the Door to door collection of waste to 30,149 households. Door-to-door collection of
waste with a Safai Mitra has not only helped in proper disposal of waste and given the city a
cleaner look but also generated employment among the poor. The project has helped in employing
150 safai mitras who earn an average income of 2000 rupees and an additional income of 500
rupees from the waste collected. This year the project organized “RMC Apke Dwar” campaign in
Ranchi with the help of Ranchi Municipal Corporation and Nukkad Natak (skits) on waste
throughout the year. It organized 2 national level workshops in Delhi and Calcutta to share
experiences on SWM practices. Besides, it conducted training programs and local level workshops
for smaller VOs, municipality staff, schoolteachers, etc. For the recycling of the waste a vermin-
composting plant has been set up at Chuttu village in Kanke block of Ranchi. Besides, a policy
task force consisting intellectuals, government officials, experts on SWM and the Clean Jharkhand
project members have been constituted to draft a policy on Solid Waste Management.

25
9.10 Education
NBJK runs a variety of Schools. It is running bridge camp schools for the poor and the deprived
girls from the interiors. Besides it runs schools with latest equipments and facilities also with
subsidized fees. It is also capacitating local NGOs to run schools. For the mentally retarded and
mentally ill children it is running a day’s care-school besides building an orphanage cum school for
the orphan children. Non formal Education (NFE) centres act as a bridge for the poor drop outs to
enter the government schools. In total there are 116 education units out of which 8 are formal
education centre and rest are non formal education centre.

9.11 Small group support programme:

To spread the developmental activities and at the same time promote the small voluntary
organizations NBJK provides financial, technical and intellectual support besides imparting regular
training to them. NBJK imparted training to over 25 small voluntary groups every month from
Jharkhand and Bihar on issues like project formulation, constitutional rights and office
management Water management is one of the important necessities for the development of Bihar
and Jharkhand. NBJK has been working on watershed since a long time. The small voluntary
groups were taken for exposure trips to Chauparan to show the water management in those areas.

10. STAFF
10.1. Recruitment:
Recruitment is one of the major activities of any organization. Success of organization in
achieving its desired objective depends upon the quality of employees hired. Each organization
develops its own recruitment strategy depending upon its necessity. NBJK is having 348
employees currently who work at different branches at different position. Besides selecting
suitable candidates from colleges imparting social work and rural management degree like XISS,
Ranchi, the organization also advertises in leading local & national dailies about job description
and qualifications needed for various posts, which need to be filled. Selection criteria are different
for different designations like they prefer professionals from rural development field or from social
work field for P.C.and A.P.C. Besides those they need support staffs also and their qualifications
are different.

26
 Applications from interested candidates are short listed on the basis of their educational
qualifications and experiences. After short-listing the candidates, personal interviews by a panel of
experts are conducted. Through this interview they try to judge suitability of candidates in terms of
various competencies, strengths, past experience and aptitude etc.
Every appointed person is kept on probation for a period of three months. The probation may be
extended if required. If the service of an employee is not up to mark he can be removed after
giving a notice of one to three months. An employee contract is renewed for further one year if his
service is satisfactory.

10.2 Induction & Socialization:

There is no formal mechanism for the proper induction and socialization of the newly
recruited employee in the organization. The employee is just introduced to the others and that’s all
in the name of socialization. Employees establish relationship with the others in due course of time
through their own efforts.

10.3 Staff Turnover:

The employee turn over is high, especially at the P.C. /A.P.C. level. The main reason for
high turnover in case of professionals is the poor pay structure and second reason is the lack of
growth and chance of promotion as it is a very flat organization. There are more opportunities of
growth outside after attaining few years of experience as compared to opportunities when one
decides to remain in the organization. So these professional use NBJK as a launch pad and as soon
as they get any better offer they leave the organization.
The turn over is not so high in the case of the Block supervisors and the field workers
because in the given environment there is lack of opportunity. And there are some employees who
have been working for the organization since its early days and have developed a bond for it.

11. SKILLS
11.1 Basic training skill
NBJK organize training camps for its field staffs from time to time. Staffs are trained for
any new approach which has to be followed in the projects. NBJK has two well furnished training

27
halls at its coordination office which is used for training. Resource person from outside the
organization are also called when there is need. P.C.s are also sent to attend seminars and
workshop in funding agencies and other institutes. NBJK also acts as a capacity building
organization for its partner organizations and other VOs and NGOs in Jharkhand. Training
programmes are organized at regular interval for personnel of these network organizations.
11.2 Language
Employees need to be well versed in both Hindi and English languages. Besides providing
training NBJK also disseminates information by documents like books, pamphlets and booklets. It
publishes documents mainly in Hindi so that the field staffs can easily comprehend it. Knowledge
of English is must for its employees who are working at P.C./A.P.C. level because they have to
submit proposals and report to donor organizations in English. Command over English is
especially required when dealing with foreign funding agency.

12.1 Determinants of Organizational Structure:

12.1.1 Complexity:
Complexity is defined as the degree of differentiation that exists within the organization.
The differentiation can be horizontal differentiation that is between the units, vertical
differentiation that is depth in the structure and spatial differentiation which encompasses the
degree to which the location of an organization’s facilities and personnel are dispersed
geographically.

12.1.1.1Horizontal Differentiation
Horizontal differentiation is low because the functional specialization is high among the
Block Supervisors and the Field Workers while it was found to be moderate among P.C./A.P.C.
The social specialization is very low among field staffs and block supervisors but moderate among
the P.C./A.P.C. Work of all the field staffs are essentially the same even if they are working in two
different projects. Similarly though there are some differences in the modus operandi of different
projects, P.C. can take each other job and most of the time on P.C. is looking after more than one
project.

12.1.1.2 Vertical Differentiation

28
 N.B.J.K. is a flat organization with basically 4 levels of hierarchy. Vertical Differentiation
is also low.

12.1.1.3 Spatial Differentiation

Spatial differentiation is moderate in N.B.J.K. It’s most distant branch, Patna, is 250 km.
from the coordination office.

12.1.2 Formalization:
Formalization is the degree to which the jobs within the organization are standardized.
Formalization is high at lower level while it is moderate at P.C. level.

12.1.3 Centralization:
Centralization refers to the degree to which the decision making is concentrated at a single
point in the organization. In N.B.J.K. all final decision are made by the E.D. so we can say that
centralization is high in N.B.J.K. There is some decentralization at the P.C. level regarding the
projects and its implementation but the final authority lies with the E.D.
Thus we can say that complexity is low at N.B.J.K.

12.1.4 The Life Cycle Perspective

N.B.J.K. is in a stage of evolution. When viewed from the life cycle perspective it can be
located some where between the third stage and the fourth stage that is between the Formalization
& Control Stage and Elaboration of Structure Stage. Formal rules and procedure are in place in
N.B.J.K. Decision making is conservative and organization has reached a stage where it will exists
beyond the presence of anyone individual. At the same time, organization is diversifying its market
and products (area of operation and services in this case). Gradually the decision making is being
decentralized and Branch Manager are given more decision making power.

13. DESIGN OF THE ORGANIZATION

According to the Henry Mintzberg’s organizational design frame work, the design of the
NBJK is that of a Simple Structure. NBJK is low in complexity, has authority centralized in E.D.,
it is a flat organization with an organic operating core and almost everyone report to the one person

29
strategic apex that is E.D. All important decisions are made by the E.D. This structure favours the
E.D. who is the founder member of the organization. This structure worked fine till few years back
but now with opening of new branches and expanding area of operations this structure is posing
some problem. Recently the Branch Heads have been given some discretionary power. To remain
effective and efficient NBJK needs to restructure itself.

14. EFFECTIVENESS
To bring about a change in the lives of the poor rural masses and to obtain the
organizational goal NBJK follows Goal – attainment approach. For each project which it takes
verifiable and measurable goals are developed. The condition under which it has to be
accomplished is specified. The degree to which each goal must be satisfied is also specified. Actual
performance is then measured and compared with the goals.

15. TECHNOLOGY
The task variability is quite low in the area in which NBJK works. On the surface it may
appear that since NBJK is working in so many areas task variability may be high, but the
information need, technique and process used are almost same in all the projects. NBJK use group
base intervention and community involvement in all the projects. Similarly the problems are well
defined and analyzable. Keep these factors in mind we find that the technology used by the NBJK
is “Routine” according to Perrow’s classification.

16. ENVIRONMENT IN WHICH THE ORGANIZATION WORKS

The environment in which NBJK works can be considered to be a “placid-randomized
environment” which is relatively unchanging and poses least threat to the organization. Changes
take place slowly over the time. The general environment is quite stable.

16.1 Government:
NBJK have an excellent rapport with the government which over the time has become
more supportive for its activities. NBJK implement many projects in which liasioning with the
Government Officials are required and most of the time they are supportive. Last year Government
of Jharkhand has provided a well equipped ambulance to

30
NBJK for its health projects.

16.2 Donors:
NBJK over the years have established excellent rapport with the donor agencies. Its track
record has impressed the donors much and NBJK rarely faces any fund crunch for its programmes.
The list of the Donor agencies is attached as Annexure – 3.

16.3 Community:
NBJK has been working for the community development for the last 34 years and had
made a difference in the lives of many. It has a strong support of the community which is reflected
by the active participation of the people in its all programmes, rallies and meetings. There are
above 5000 active members of “LOK SAMITI” and more than 20000 over all members.

16.4 Work Force:

Though the turnover rate is high at the P.C. / A.P.C. level the work force is quite stable.
There is no dearth of young professional who want to join NBJK as it has a good reputation among
the donor agencies and after working for one to two years at NBJK better opportunity can come
their way. NBJK is always able to get the required workforce and never faces any crunch. The
work force is quite disciplined and there has been any incident of misbehaviour from the
employees.

16.5 Legal Environment:

Apart from the recent incident when the Bihar Government issued a circular to scrap the
registration of the organization registered in Bihar but working outside, NBJK has a very stable
legal environment. Another incident which troubled NBJK happened a few years back when it
failed to comply with the minimum wage act, and some of the field staff filed a case against the
NBJK on this account.

31
17. STYLE/CULTURE

17.1 Management Style

The style of management in NBJK is a bit traditional and autocratic. At the strategic level
the Executive Director takes all the decisions and the employees do not have any say in this aspect.
It is the Executive Director who decides on the projects to be undertaken and who will over see
which project. However the E.D. is easily available for all the employees for guidance and if any
employee is having any grievances he can directly approach the E.D.

17.2 Attitude towards Work and Work Environment:

Almost every employee has the feeling of responsibility to his/her work. There is a full
fledge monitoring and reporting system which forces the employees to meet their targets. Some of
the employees do have an inner conviction to work for the upliftment of society and their approach
towards the job is different from the others. The work pressure is high so employees don’t interfere
in each other work. There are peer groups and group members do help each other in time of
difficulty but are reluctant to help member of other group.

17.3 Communication Pattern

There is two-way communication in this organization. Information travels both way up and
down by various means. The preferred modes of communication are telephone, local area network,
memos and by meeting personally. The goals and activities are decided together by the superior
and the subordinate staff.

17.4 Role Clarity:

Roles are clearly defined and each employee knows what are his duties and responsibilities.
Accountability is trace able to each employee.

18. MANAGEMENT INFORMATION SYSTEM

32
 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

The objectives of NBJK’s MIS are as follows:

• To provide summarized data on programmes and selected program indicators at project

level.
• To monitor the progress of the program quantitatively and qualitatively.
• To provide accurate timely database for further planning.
• To evaluate periodic and final impact of the program.
• To report to the donor agencies.

NBJK’s MIS caters to the project and donor requirement. MIS system of NBJK is quite extensive.
Various kinds of reports are prepared to help the management take informed decisions. Some of
them are:

• Daily & Weekly plan and report.

• Monthly, quarterly, half yearly and annual reports of the program.

• Reports with respect to each employee.

• Planned budget and actual expense report for every programme.

• Day book, cash book and ledgers.

• Activity planned and conducted report.

• Quarterly achievement report to the donor agency.

19. RECOMMENDATIONS:

19.1 Improvement in the Reporting System:

In NBJK we found that every P.C. has to approve his daily plan and submit daily report to
E.D. This is mostly done on the intercom and in the morning this is the first thing a P.C. do. As

33
every one is trying to reach the E.D. at the same time over the phone, a lot of time is wasted
waiting to get connected. The morning hour is considered to be the most productive hour of the
day and by the time last person gets to speak to the E.D. he has already lost 1-1.5 hours. Weekly
planning and reporting is also done in the organization. So we recommend that daily planning and
report should be deleted and only weekly planning and reporting should be done.

19.2 Proper HR Policy:

Though NBJK is the largest NGO of the state and has been working for the last 34 years,
there is no proper HR policy is in place. Performance Appraisal is done subjectively in absence of
proper objective, measurable and verifiable performance indicators. Increments given to the
employees are not based on measurable criteria. There is no structured salary system in the
organization. There is little chance of growth. All these de-motivate the employees and are the
reasons of high turnover of the employees. Organization should put a proper HR policy in place as
soon as possible to decrease the turnover rate.

19.3 Improvement in the Work Environment:

The work environment is not very conducive. There is frequent power cut and back up does
not work always. This distracts the attention of the employees. The filing system is also not good
and lots of files lie here and there. This waste a lot of time while searching for a file. The cubicles
are shared by different project coordinators and it cause disturbance in working.

34
 List of Reference

1. Robbins, Stephen P Organizational Behaviour, Tenth Edition, Delhi: Pearson Education

(Singapore) Pte. Ltd., Indian Branch (2004).
2. Dessler, Gary Human Resource Management, Ninth Edition, Delhi: Pearson Education
(Singapore) Pte. Ltd., Indian Branch (2005).
3. Robbins, Stephen P Organization Theory, Third Edition, New Delhi: Prentice Hall of India
Private Limited (2003)
4. Garg, Ajay Labour Laws One Should Know, 21st Revised Edition, New Delhi: Nabhi
Publications (2005).
5. www.cnr.berkeley.edu
6. www.gallup.com
7. Annual Report (2004 & 2005), Nav Bharat Jagriti Kendra, Hazaribagh, Jharkhand.

35
 ANNEXURE – I
Check list for the interviews

A) JOB ANALYSIS

1. Name:
2. Designation:
3. Department:
4. Superior’s title:
5. Hours worked:
6. Overall purpose of the job

7. Does the incumbent supervise others? (if yes, list the details)

8. Activities that are part of the incumbent’s supervisory duties:

• Training
• Performance appraisal
• Inspecting work
• Budgeting
• Coaching/ counseling
• Others (please specify)
9. Type and extent of supervision:

36
10. Job duties:
• Daily duties

• Periodic duties

• Duties performed at irregular intervals

11. Is the incumbent performing duty not presently included in the job description?

12. Educational qualification and other skills required:

13. Experience needed if any:

14. Location of the job:

15. Environmental condition:
16. Health and safety:
17. Does work standards has been established?

18. Are there any personal attributes required?

19. What is seriousness of error on this job?

20. To what job would successful incumbent expect to be promoted?

21. Who does the performance appraisal?

22. Are there any performance indicators already in place?

37
23. What is the incumbent overall feeling about the job?

24. When did the incumbent join the organization?

25. At what post and what was the salary?
26. What is the present salary?
27. Perks and other benefits including incentives.

B) About organization
1. Organizational folklore if any:
2. Communication:
• Upward or downward
• Sharing of information
• How much openness exists in communication?
• Is the information loaded in some pocket?
• How much distortion takes place?
• Channels used
• Timely availability

3. Goal setting:
• How are goals set?
• Is it participative or autocratic?
• Is there clarity of tasks and objectives?
• Who provides clarity and how frequently?
• Does the process of goal setting ensure commitment to tasks?

4. Role clarity:
• Do employees know well what they are expected to do?
• To what extent there is ambiguity of roles resulting in tensions, ad-hocism etc?

38
 • Is there periodic dialogue between supervisors and their subordinates to increase
role clarity?
• What is the extent of flexibility/rigidity in defining roles for employees?
• Is it functional or dysfunctional?

5. Culture:
• What are the norms and values in the organization that are widely shared?
• To what extent openness is valued?
• Do people trust each other generally?
• Is there general collaborative attitude among staff?
• Do people value experimentation, risk taking and initiative?
• Is punctuality valued?

6. Management Styles:
• Is management bureaucratic, entrepreneurial, professional, or conservative?
• What is the style of decision making in relation to new investments, people,
technology, structure and the like?

7. Conflict and their management:

• How frequently conflicts occur and how they are dealt with?

8. Management of mistakes:
• When people make mistakes, how are they handled?

9. Team and team work:

• How much is teamwork valued?
• What are the attitudes of employees to them etc?

10. Work motivation:

39
 • Are people generally satisfied with work and their job?
• What is the level of their involvement?
• Do they take pride in what they do?
• What is the level of loyalty to the organization?

ANNEXURE – II
FINANCIAL STATEMENTS AND ITS ANALYSIS
NAV BHARAT JAGRITI KENDRA
AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)
CONSOLIDATED INCOME & EXPENDITURE ACCOUNT
FOR THE YEAR ENDED 31/03/2002

40
S.no Expenditure AMOUNT S.no Income AMOUNT (Rs.)
. (Rs.) .

A EXPENSES 21,669,202.1 C GRANT 16,013,953.96

B DEPRECIATION 8 D BANK INTEREST 236,997.00
1,225,099.29 E GENERAL
CONTRIBUTION & 4,132,844.10
OTHER RECEIPTS

F EXCESS OF
EXPENDITURE OVER 2,510,506.41
INCOME
TRANSFERRED TO
BALANCE SHEET
TOTAL 22,894,301.4 TOTAL 22,894,301.47
7

NAV BHARAT JAGRITI KENDRA

AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)
CONSOLIDATED BALANCE SHEET
AS AT 31ST MARCH 2002

41
 LIABILITIES AMOUNT (Rs.) ASSETS AMOUNT (Rs.)

CAPITAL FUNDS 12,781,592.60 FIXED ASSETS 9,300,993.64

FUND ACCOUNT 10,247,470.79 DEFICIT ACCOUNT 9,005,247.70

UNSPENT GRANT 3,494,817.44 CURRENT ASSETS

BALANCES CASH – IN – HAND 125,795.01
GENERAL RESERVE 4,768,455.21 CASH – AT – BANK 9,225,354.14
SUNDRY DEBTOR 1,049,540.43
LOANS AND 17,923,541.69 STOCK IN HAND 782,916.70
ADVANCES
WORKING CAPITAL 3,583,544.57 LOAN & ADVANCES
FUND LOAN & ADVANCES 23,274,451.30
SUNDRY 34,033.00 ADVANCE 1,666,008.20
CREDITORS REVOLVING FUND 14,439,553.15
REVOLVING FUND 16,036,404.97

TOTAL 68,869,860.27 TOTAL 68,869,860.27

NAV BHARAT JAGRITI KENDRA

AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)

CONSOLIDATED BALANCE SHEET

AS AT 31ST MARCH 2003

LIABILITIES AMOUNT (Rs.) ASSETS AMOUNT (Rs.)

42
CAPITAL FUNDS 15,840,116.82 FIXED ASSETS 7,824,541.84

UNSPENT GRANT LOANS AND ADVANCES 31,588,440.13

10,814,423.33
BALANCES REVOLVING FUIND 14,502,397.15
CASH – IN – HAND 347,536.46
LOANS AND
22,098,079.18
CASH – AT – BANK 21,686,733.55
ADVANCES
DEFICIT ACCOUNT 5,741,575.49
SUNDRY CREDITORS 108,383.39
GRANT RECEIVABLE 2,594,359.16
MAINT. & DEP. FUND
CONSUMABLE STORES 299,624.90
MACHINERY 698,293.88
P.F. WITH P.F. 695,487.00
MAINT. & DEP. FUND
BUILDING 1,617,140.55 DEPARTMENT
SUNDRY DEBTOR 1,842,400.47
SHIVIR AYOJAN & 1,041,633.97
CLOSING STOCK 826,246.82
VAYAWASTHA
SECURITY DEPOSIT 15,000.00
LITERACY FUND 65,000.00
CAPART 10,000.00
FELLOWSHIP
TRAINING
CONTRIBUTION U/S – 641,477.27
80G

GRATUITY FUND 741,367.74

MEMBERSHIP FEES
97,058.00

SECURITY FUND 574,387.00

GROUP SUPPORT 479,825.00
TDS PAYABLE 15,469.00
CONTRIBUTION
MOST 44,601.00
FDSC PROGRAMME 2,885.00
FUND
INCENTIVE FUND 201,934.00

43
EMPLOYEES
CONTRIBUTION 5,506,964.55
SERVICE CHARGE 6,627,355.52
FUND

35 AC FUND 30,651.50
PROVISON FOR
10,000.00
AUDIT FEE
MISC. FUND 95,464.73
WORKING CAPITAL 4,353,624.57
FUND
REVOLVING FUND 14,848,207.97

RETURNABLE
1,400,000.00
GRANT
TOTAL 87,964,342.97 TOTAL 87,964,342.97

NAV BHARAT JAGRITI KENDRA

AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)

CONSOLIDATED INCOME & EXPENDITURE ACCOUNT

FOR THE YEAR ENDED 31/03/2003

44
S.No. EXPENDITURE AMOUNT S.No INCOME AMOUNT
(Rs.) . (Rs.)

A EXPENSES 26,472,504.1 E GRANT RECEIVED 33,694,753.48

B UNRECOVERABLE 3 F PERFORMANCE FEE 274,932.00

LOAN WRITTEN
OFF 388,197.00 G BANK INTEREST 316,310.45

H GENERALCONTRIBUTION 7,321,900.6

C DEPRECIATION & OTHER RECEIPTS

D CONTRIBUTION &
1,305,334.24
OTHER
PAYMENTS
2,486,412.36

EXCESS OF
E
INCOME
OVER
EXPENDITURE
10,955,448.8

0
41,607,896.5 41,607,896.53
TOTAL 3 TOTAL

NAV BHARAT JAGRITI KENDRA

AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)

45
 CONSOLIDATED RECEIPT & PAYMENT ACCOUNT
FOR THE YEAR ENDED 31/03/2003
RECEIPTS AMOUNT AMOUNT (Rs.) PAYMENT AMOUNT
(Rs.) (Rs.)
OPENING BALANCE
152,441.64 EXPENSES 30,905,211.15
Cash in hand
9,391,734.50
Cash at bank REVOLVING FUND 28,123,771.07
1,096,953.52
Advance
10,641,129.66 LOAN 4,696,902.75
CONTRIBUTION & 13,865,215.95
GRANT RECEIVED 33,694,753.48
OTHER PAYMENTS
PERFORMANCE FEES 274,932.00
LOAN ACCOUNT 16,139,847.05
BANK INTEREST 316,310.45
ADVANCES 200,000.00
REVOLVING FUND REFUND OF LOAN 23,241,266.57
LOAN REFUND 27,672,730.00
CONTRIBUTION & 15,095,845.84 CLOSING BALANCE
Cash in hand
OTHER RECEIPTS
347,536.46
LOAN ACCOUNT 14,170,584.85 Cash at bank
15,233,960.17 21,686,733.55
ADVANCES
Advance
SUNDRY CREDITORS 71,968.00 1,206,996.56

117,172,214.45 117,172,214.4
TOTAL TOTAL
5

NAV BHARAT JAGRITI KENDRA

AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)

46
 CONSOLIDATED BALANCE SHEET
AS AT 31ST MARCH 2004

S.No. Liabilities AMOUNT (Rs.) S.No ASSETS

.
1 CAPITAL FUND 17,216,478.02 24 FIXED ASSETS

2 RESERVE & SURPLUS 490,270.20 25 BLOCK LOAN

3 DEPRECIATION RESERVE 1,853,586.25 26 ACCOUNT RECEIVABLES

4 UNSPENT GRANT BALANCE 8,850,635.89 27 MISC. EXPENSES ASSETS

5 LOAN ACCOUNT 11,212,723.35 28 LOAN ACCOUNT

6 REVOLVING FUND 15,074,610.97 29 WELFARE FUND

7 T.D.S. 13,551.00 30 REVOLVING FUND

8 ADVANCES 3,368,336.85 31 SUNDRY DEBTORS

9 EMPLOYEES WELFARE FUND 5,126,927.70 32 ADVANCES

10 UNSPENT & OTHER BALANCES 1,911,704.82 33 INVESTMENT

11 MAINT. & DEP. FUND MACHINERY 758,454.88 34 CLOSING BALANCE

12 MAINT. & DEP. FUND BUILDING 1,959,556.55

13 MEMBERSHIP FEES 128,152.00

14 SECURITY FUND (SHG) 745,321.00

15 SERVICE CHARGE 8,649,541.31

16 FUND U/S 80G 209,934.27

17 FUND U/S 35 AC 230,651.50

18 GRATUITY FUND 901,326.74

19 INCENTIVE 283,734.00

20 GROUP SUPPORT 505,825.00

21 PROVISION FOR AUDIT FEE 10,000.00

47
 22 SECURITY FUND 1,029,635.00

23 SUNDRY CREDITORS 308,336.39

TOTAL 80,839,293.6
TOTAL
9

NAV BHARAT JAGRITI KENDRA

AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)

CONSOLIDATED INCOME & EXPENDITURE ACCOUNT

FOR THE YEAR ENDED 31/03/2004

S.No. EXPENDITURE AMOUNT (Rs.) S.No INCOME

.

48
A EXPENSES 40,876,389.15 E GRANT

B DEPRECIATION 1,986,955.54 F PERFORMANCE FEE

C OTHER EXPENSES 230,115.75 G BANK INTEREST

D EXCESS OF INCOME 2,559,816.69 H OTHER RECEIPTS

OVER EXPENDITURE

45,653,277.13
TOTAL TOTAL

NAV BHARAT JAGRITI KENDRA

AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)

CONSOLIDATED RECEIPT & PAYMENT ACCOUNT

FOR THE YEAR ENDED 31/03/2004

RECEIPTS AMOUNT (Rs.) PAYMENT

49
A OPENING BALANCE 23,447,019.74
B GRANT 41,041,129.83 L EXPENSES
C PERFORMANCE FEES 1,301,200.00 M BLOCK LOAN
D BANK INTEREST 469,089.74 N LOAN ACCOUNT
E ADVANCE 2,166,319.41 O OTHER PAYMENTS
F REVOLVING FUND 31,266,084.00 P ADVANCES
G CONTRIBUTION & OTHER RECEIPTS 4,067,179.30 Q REVOLVING FUND LOAN
H OTHER RECEIPTS LIABILITIES 7,161,040.01 R RETURNABLE GRANT TO C
I TDS 24,460.00 S INVESTMENT
J SUNDRY DEBTORS 619,591.76 T CLOSING BALANCE
K LOAN ACCOUNT 12,461,214.68

124,024,328.47
TOTAL TOTAL

ANALYSIS OF FINANCIAL STATEMENTS:

As we can see from the comparative study of income and expenditure statement of
2002 to 2005, that there is significant increase in the amount of grants. It has increased by
136 percent in the period of three year. But expenses have not been increased by similar
pace. It has increased by only 89 percent in the period of three years. That’s why excess of
expenditure in income and expenditure turned to excess of income over expenditure in the
period of three years. That means that they are not able to utilize whole funds that they are
getting. But they are investing this money and earning interest on this amount. From the
balance sheets of year 2002 and 2004 we can see that ratio of receivables and inventory to
total assets has been increased from 25 percent to 57 percent. That means that they are not
able to utilize their assets in efficient manner.

50
 ANNEXURE – III
DONOR AGENCIES

1. Action Aid, India ITDP & CBR

2. AVI (Action Village India) UK
3. AVARD,New Delhi
4. Basic Needs, U.K.
5. Basix-India, Hyderabad
6. Bihar State Social Welfare
Advisory Board/CSWB, FCC New Delhi
7. Brot Fur Die Welt, Germany
8. CAPART, New Delhi

51
9. CARE India
10. CARITAS India, New Delhi
11. CINI, Kolkata
12. Community Aid Abroad, Australia
13. Cooperative Dev. Foundation, Hyderabad
14. CORDAID, The Netherlands
15. David & Lucile Packard Foundation, USA
16. Department of Science and technology, Govt.of India,
17. Development Alternative, New Delhi
18. DRDA, Pakur
19. FDDI, New Delhi
20. Ford Foundation, New Delhi
21. Help Age India
22. HUDCO, Ranchi
23. ICEF, New Delhi
24. IGSSS, Germany
25. Jhakhand Women Development Society, Ranchi
26. Jharkhand Education Project Council, Hazaribag
27. Jharkhand Education Project Council, Chaibasa
28. KGVK, Ranchi
29. KVIC, Ranchi
30. Ms. Mary Holmes UK, through AVI
31. Microcredit Summit Campaign-USA
32. NEG/ IGSSS, Germany
33. OXFAM Trust, New
34. Plan India Lucknow
35. Prakash Bhai Shah,
36. SIDBI, Patna
37. SIDBI, Ranchi & Lucknow
38. SRI, Ranchi
39. Sri Bansidhar Daga Chritable Trust, Kolkata

52
40. The Paul Hamlyn Foundation,
41. Terre Des Hommes,
42. Terre Des Hommes, New Zealand
43. TZEDEK, U.K
44. Water Aid, U.K

53