annual report 2015-16 - indiasrijan annual report 2015-16 4 governance following are the eminent...

SRIJANAnnualReport2015-16 1

AnnualReport2015-16

Self-ReliantInitiativesthroughJointAction


TableofContents FromCEO’sDesk

3

Governance

4

CommunityInstitutionBuildingProgramme(CIB)

5

Horticulture

9

Agriculture

12

LivestockProductivityEnhancementandMilkMarketing

15

NaturalResourceManagement

17

SRIJANasTrainingandResourceAgency

20

KnowledgeBuildingatSRIJAN

21

ManagementInformationSystem(MIS)

24

HumanResourceDevelopment(HRD)

26

FinanceandAccounts

27

Visitors 28


FromCEO’sDeskThishasbeenanexceptionalyearinmanyways.SeveralinnovationswereintroducedandmanynewpartnershipswerecraftedwithgovernmentanddonorsandSRIJANwasinvitedbymanyIndianandinternationalacademicinstitutionsfortalksandtraining.Notableamonggrassrootsinnovationsarebamboopolyhousesandorganiccottoncultivation.ReplicationofinnovativetechnologyofcustardappleprocessingtopulpfromPalitoChhindwarawasanexcitingevent.SigningofpartnershipagreementswithBillandMelindaGatesFoundation(SRIJANasasubgranteeofUniversityofManitoba),withTataTrustsforTransformingIndiaproject(inPali),withGovernmentofRajasthantoimplementnationalrurallivelihoodsmission(NRLM)inNainwablockofTonk,withHansFoundationtoimplementthebamboopolyhousesprojectwerefurtherproofoftheirconfidenceinourabilitytoexecuteprojectsthatbenefittheruralpoor.Wearegratefulfortheirsupport.Idedicatethisannualreporttomycolleaguescommittedtobringchangeinthelivesoftheruralpoor,andmyfellowcountrymenandwomeninthevillages,forwhathardlivestheylead,byquotingthepoemInvictus:Outofthenightthatcoversme,BlackasthePitfrompoletopole,IthankwhatevergodsmaybeFormyunconquerablesoul.InthefellclutchofcircumstanceIhavenotwincednorcriedaloud.UnderthebludgeoningsofchanceMyheadisbloody,butunbowed.BeyondthisplaceofwrathandtearsLoomsbuttheHorroroftheshadeAndyetthemenaceoftheyearsFinds,andshallfind,meunafraid.Itmattersnothowstraightthegate,HowchargedwithpunishmentsthescrollIamthemasterofmyfate:Iamthecaptainofmysoul.

--WilliamErnestBenley(1849-1903)

Ved


GovernanceFollowingaretheeminentpersonswhoadornSRIJAN’sBoardasitstrustees.RekhaMasilamaniistheChairoftheBoard.MythiliBhusnurmathRekhaMasilamaniAjayMehtaBhartiGuptaRamolaTushaarShahGauriSinghRohiniSomanathanShankarVenkateswaranOurboardmeetingwasheldtwiceduringtheyear.


CommunityInstitutionBuildingProgramme(CIB)PopularmeaningofCommunityInstitutionBuildingorCIBisformationandstrengtheningofSHGsandaggregationintofederation.Inaddition,thefinancialinclusionorcreditlinkagewithbanksandotherfinancialinstitutionisconsideredtobepartandparcelofthisprogramme,eversincetheadventofGrameenBankinBangladeshorNABARDsponsoredprogrammeinIndiainthelate1980’s.ByMarch2016,ourCIBprogrammehadformed3621SHGswithamembershipof42,197womenresidentinnearly700villages.Itimplieswehadreachedover210,000people(assuminganaverageoffivemembersperhouseholdofthewomanmemberofaSHG).FinancialPerformance.Overwhelming57percentofSHGs(1934)haveabankaccount,andaboutoneineachfiveSHGsmobilisedcreditfromabankorafinancialinstitution.AccumulatedsavingsofSHGmemberstouchedthefigureof6.6crorerupees,andcumulativeinter-loaningamongthem52crorerupees.TheSHGsmobilizedawhopping16.3crorerupeesfrombanks(8.1crore)andNationalRuralLivelihoodsMission-NRLM(8.2crore).Challengesfacedincludethefactthatwomenarescaredoftakingloans,especiallyintribalarea;theissueofhighrateofinterest;theissueofindebtedness;and,ofcourse,thewellknownissueofconservativeattitudeofthebanks,particularlythepublicsectorbanks.Table:OverallPerformanceofCommunityInstitutionBuilding(CIB)Programme,FY2015-16

Sl.No. District #SHGs#Members

Savings(inCrorerupees)

CumulativeInterloaning(inCroreRupees)

BankCredit(inCroreRupees)

FundfromNRLM(incrorerupees)

1 Bundi 1246 14360 1.40 7.24 4.07 6.21

2 Tonk 615 7590 2.48 38.28 1.20 1.58

3 Pali 285 3043 0.56 1.85 1.28 0.40

4 Udaipur 63 667 0.05 0.04 0.00 0

5 Pratapgarh 154 2200 0.11 0.45 0.12 0

6 Tikamgarh 517 6046 0.96 1.85 0.46 0

7 Sagar 103 1332 0.21 0.65 0.00 0

8 Raisen 77 770 0.08 0.03 0.00 0

9 Chhindwara 223 2384 0.38 0.71 0.82 0

10 Anuppur 37 391 0.08 0.12 0.00 0

11 Koriya 251 2884 0.27 0.63 0.12 0

12 Angul 50 530 0.02 0.01 0.00 0

Total 3621 42197 6.62 51.87 8.08 8.19


RecognitionforourSHGsandFederations.NABARD,RajasthanadjudgedoneofourSHGs(inBundidistrict)tobethebestinthestate.BabliBai,thepresidentofGhummarfederationinPaliwasinvitedtothepre-budgetconsultationbythehonorableChiefMinisterofRajasthan,MsVasundharaRaje.


HorticultureThetotalnumberoffarmersdoingnanoorchardshasreached1689whohaveover1000acresoflandunderplantationofpomegranate,guavaandmango.Thesearein92villages.SRIJANpromotedorchardsnowhavecrossed50,000plantsofvariousspecies.SHGorCommunityInstitutionBuildingProgramme(CIB)atSRIJANInaddition,webegancultivationofcustardappleinPali(46neworchards).Overallpictureisdepictedinatablebelow.Mostinterestinginnovationwasbamboopolyhouse,introducingbambooasaconstructionmaterialperhapsforthefirsttime.Smallandmarginalfarmerssufferfromverylowincome,climateextremities,lackoforganizationforraisingtheirvoice,littletechnologytransferandweakagricultureextension.Bamboopolyhouseisananswertothat.FivebamboopolyhouseswereconstructedinthetribaldistrictofAngul.Onthewhole30havetobemadewiththehelpoftheHansFoundation.Anotherhighlightwascustardappleprocessingtopulpandsale(pleaseseethepictureoftheprocessing,newspapercuttingfromaHindinewspaper).TheworkthatstartedinPalithreeyearsago,spreadtoChhindwarathisyear.Totalcustardappleprocuredwas47tonnesandpulpproducedwas10tonnes(pleaseseetable).Duetorainfalldeficit,thecustardappleproductionwasmuchlessinPali.Buttheprocessingefficiencywashigher–23%oftherawfruitwasconvertedintopulp,whichwas16%theyearearlier–seethepiechart.AveragesellingpricewashigheratRs.148perkilogramofpulp(Rs.142)andaveragecostofproductionwasmuchlessatRs.79(Rs.109).Table:HorticultureinSRIJAN2015-16Status

LocationNumberoffarmers Acre

NumberofPlants

Mango guavaPomegranate

#ofplants(total)

TotalChhindwara 1241 984 17563 18237 2806 38606

TotalAnuppur 407 92 2849 0 6413 9262

TotalTikamgarh 41 10 0 0 2822 2822

TotalAll 1689 1086 20412 18237 12041 50690

CustardAppleProcessingandSalePerformanceduringFY2015-16

Parameter Pali Chhindwara Total

custardapple(raw)procured 33,828 13,466 47,294

Custardappleprocessed 30,498 7,668 38,166

Pulpprepared 7,830 2,242 10,072

AverageSellingPriceofpulp(Rs) 148 130 144

Averagecostofproductionofpulp(Rs) 76 104


23%

4%

73%

2015

Pulp

Seed

Scrap

16%3%

81%

2014

Pulp

Seed

Scrap


Agriculture:ImprovingfarmproductivityandincomeofsmallandmarginalfarmersOuragricultureextensionprogrammeisfocusedoncropssuchaspaddy,maize,soybean,wheatandblackgram,aimedatenhancingproductivityandincomeofsmallandmarginalfarmers,bothbelongingtotribalanddalitcommunities.Followingisthecoverageduringtheyear:AgricultureInSRIJAN

Kharif Rabi NotesoncropsTikamgarh 25 200 soyinkharifandwheatinrabiSagar 500 300 soyinkharifandwheatinrabiTonk 1701 1920

Bundi 7000 1700

BlackgramandSoyinKharifandmustardandwheatinRabi,50farmersinorganicwheat

Pratapgarh 301 soybeanPali 1262 391 Maizeinkharifand391inRabiKoriya 924 SystemofRiceintensificationAngul 77 SystemofRiceintensificationTotal 11790 4511 Foreachcrop,wedevelopapreferredpackageofpractices,theexampleofwhichisgivenhere(fromJaisinagar,Sagar,MadhyaPradesh).

SoybeanPOP WheatPOPSoilApplication SoiltestingSeedgerminationTest SoilApplication SeedgerminationTest

Seedrate28to30KgPerAcre Seedrate35-40kgperAcreSeedTreatment3gmVitavaxperKg SeedTreatment2.5gmperkgLineSowingandImplementationofRidgenFurrowSystem

LineSowing

PestManagementandweedmanagement IrrigationManagement(6times)Plant Management and Micro NutrientManagement

Balancedfertilizer

Harvesting WeedManagementMarketLinkage Micronutrientmanagement Harvesting MarketLinkage


Resultsoftheintervention(example,Jaisinagar).Duetodroughtandotherclimaticcondition,productionhamperedbutstillaverageproductionis2.5quintal/acreandourfarmerswithhighestproductiontill12quintal/acre.Recoveryofseed loanhasbecomeachallengebut still 75% isdoneand rest farmersappliedas loan form infederationandrepaymentoninstallmentbasis.AndalsoinRabiseasonweatherwasnotaccordingtocropandproductivityofwheathasgonedownfrom12quintalperacreto7.1peracre.


LivestockProductivityEnhancementandMilkMarketingGoatbasedlivelihoodsprogrammeinPali.GoatrearingisoneofthemajortraditionallivelihoodactivitiesamongthetribalcommunityofBaliblockofPali.Ourobjectivehasalwaysbeentoreducethemortalityamongthegoatsasmarketingisnottheissueinthearea.Theactivitiesweundertookinthisyearweretoorganizevaccination/dewormingcamps,trainingofgoatkeepersonimprovedpractices,capacitybuildingofPashuSakhisthroughexposuresandtrainings.GoatrearingprogrammeinPaliGoatShedconstructed 222DewormingofGoats 1200VaccinationofGoats 400GoatBasedLivelihoodGroups(GBLGs)formed 44NumberofgoatsinGBLGs 3438NumberofPashuSakhis 12ProductivityenhancementprograminTonkInthelastfinancialyearweworkedwith3709familiesin65villages,supportedthroughactivitiessuchastrainingandexposurevisits,assetcreationandfodderpromotion.PashuSakhicadre.LivestockrearingofthesefamiliesisdirectlymonitoredbyourPashuSakhicadre.Atpresentwehave105PashuSakhis.OnePashusakhilooksafter25to30familiesonanaverage.OurPashuSakhiistrainedtosupporttheanimalhusbandryinaspectssuchas:(i)breedimprovementthroughartificialinsemination,(ii)dewormingandvaccinationofsmallandbigruminantanimals,and(iii)greenfodderpromotion.SinceTonkisadroughtpronearea,availabilityofgreenfodderroundtheyearisabigquestion.Therefore,wefocusedonNapiergrass,multicutBajri(pearlmillet)andsorghuminrainyseason.Variousmeasuresreducedtheinter-calvingperiodfrom540to392daysandincreasednumberofmilkingdaysto210peryear(from180).


DairyorMilkMarketingPresentlyMaitreeiscollectingmilkfrom65villages.DuringtheyearMaitreemarketed6,22,901litersofmilkandgeneratedrevenueworthRs2.55Crore.DairyfarmersearnedarevenueofRs2.33CrorefromsaleofmilktoMaitreedairy.

0200400600

Intercalvingperiod(Days)

Noofdaysmilking

FY(2014) 540 180Fy(2015) 390 210

Num

ber

ImpactofProductivityEnhancementProgramme


NaturalResourceManagementNaturalResourceManagement(NRM)isoneofthemostimportantthemesofSRIJANasmostofourlocationssufferfromlowrainfallandlessaveragelandholding(smallandmarginalfarmers).ThishasbecomeacuteinBundelkhand(SagardistrictofMadhyaPradesh),Rajasthan(TonkandPali),easternMadhyaPradesh(Anuppur)andOdisha(Angul).Diversionbasedirrigationisaninnovativewayofusingrainwaterflowingthroughtheforestbutnotbeingavailabletothevillagersbelowthehill.WehaveconstructedDBIstructuresinfivetribalvillagesofAnguldistrict,bringingirrigationto166families.InanextremelylowrainfallareaofPalidistrict,Rajasthan,SRIJANbuiltalargenumberofsoilandwaterconservationstructuressuchascheckdams,gullyplugs,andfarmbunds.IntegratedWatershedManagementProgramme(IWMP)ofthegovernmentprovidedthefunds.Indry(almostdesert)districtofTonk,SRIJANbuildfarmpondsandundertookfieldbundsonlargescaleandalsocollaboratedwithstategovernmenttogeneratewageemployment-IWMPsupportedtheactivity.Thepondagecreatedwas16000cubicmetersandfarmbundscoveredalmost1200acres.MGNREGAwasthesaviorthisyearaslowrainfallledtodistressmigration.Undertheprogramme,thegovernmentsanctionedwageemploymentworkoftwohundredfortythree(243)familiesbelonigntoscheduledcasteortribecommunities(andfallingBelowPovertyLine)inthirteengrampanchayatsundertakenthisyear.IndroughtproneBundelkhand,theteamencouragedfarmerstogiveupapartoftheirlandanddigoutfarmponds.Itwassuccessfulincreating22fampondswithapondageof19000cubicmeters.NaturalResourceManagementduringFY2015-16

TypeofActivity(withlocation) Number #offamilies

Areairrigated/benefitted(inAcres)

DiversionBasedirrigationstructures(DBI):Angul 5 166 210

Farmponds:Anuppur,Niwai(Tonk)andSagar 26 37 78.5

FieldBundingandlevelling-Sagar,PaliandTonk 22 148 1795

GullyTreatment-Pali 180 600 NA

Checkdamsandstopdams-Pali,Anuppur 6 20 NA

WellDeepeningandnewwells-PaliandAnuppur 18 49 150

LiftIrrigation-Anuppur 1 7 5

Total 258 1027 2238.5


SRIJANasTrainingandResourceAgencyGiventhelongexperienceinhumanresourcedevelopment,communityinstitutionbuildingandlivelihoodpromotion,SRIJANreceivedinvitationtoteachatanumberofacademicinstitutions.LalBhadurShastriNationalAcademyofAdministration(LBSNAA),invitedourCEO,VedArya.VedtaughttheIASProbationers(2015batch),thentheIASofficersoftwobatchesof2005and2006.Humanresourcedevelopment(HRD)challengesinthepublicsystemwasthetopicheintroducedtheprobationerstoo.Hepresentedacasestudyandaskedthemtodiscussinsubgroups.Fouroftheeightgroups,randomlychosen,wereaskedtopresenttheirsolutions.Itwasaninterestingexperiencetoseethemgraspthiscomplexsubject.Buttheycameupwithveryinnovativeanswers.Livelihoodspromotion,specificallytheestablishmentofproducercompaniesinthefieldofdairyandsoybean,wasdiscussedwiththeseniorIASofficerswhohadputinalmosttenyearsintheserviceandhadbeendistrictcollectorsinoneortwodistricts.TheenvironmentdepartmentofLinkopingUniversity(Sweden)invitedVedtotalktoitsstudents(pursuingmastersandPhDdegrees)aboutissuesrelatedtoWaterandLivelihoodsinIndia.Theissuesofequity,particularlygenderequity,grippedtheattentionoftheaudience.VedalsospokeonwaterstressissuesattheWorldWaterWeekEventinStockholm(August,2015).VedmetwiththeDirectorandfacultymembersandtaughtthestudentsofCoadyInternationalInstitute,StFrancisXavierUniversity,Antigonish,NS,Canada.ThefocuswasonMaitreeandeconomicandpoliticalempowermentofwomen.DuringtheSankalpconference,Nairobi,inFebruary2016,VedmadeapresentationoncommunitybasedsocialenterprisestotherepresentativesofthegovernmentsofRwanda,SouthSudan,KenyaandBenin.


KnowledgeBuildingatSRIJAN

Theknowledgeretainedinkeyindividualsisthemostvaluableresourceoftheorganization.Whenthesekeyindividualsleave,thisvaluableinformationleaveswiththem.Thatis,unlesstheorganizationhasaneffectivemechanismthatallowsandencouragesthesekeyemployeestosharetheirknowledgeandskillswithotheremployees.Notonlydoesthisbenefittheorganizationbyreducingtheriskoflossofkeyskillsandknowledge,butitalsopreserveshistory.Keepinginviewtheabovemandate,wehaveputinplaceasystemtodocumentouractionsandpreservethekeylearningsinformofknowledgeproducts.

Theeffortsledtovisittothelocationsinordertocollectcasestudies.Documentingsuchcasestudiesalsoledtodrawingoutofbestpracticesandstrategiesthatworkedwell.Casesoffailureswerealsobehighlightedinordertorestrictoureffortsinthedirectionanddeepreflection.Onceexperiencesarecollatedatoneplace,collaborationwasestablishedwithacademicianslikeSankarDutta,JaipalSingh,RanuBhogaletal.Theinitialsetofexperiencesgatheredfromvariouswriteworkshopsandinteractionsunderwentrefinementtogetconvertedtoknowledgeproducts.Brandbuildingandprogrammepromotionbyusingmediawasoneoftheimportantstrategiesadoptedthisyearforshowcasingourwork.AnewversionofSRIJAN’smoviewasalsopublishedinordertocreatespaceinthemindsoftheouterworld.Importantmediafileswerealsodevelopedinordertoretainthelearningsandforwiderdissemination.KeyAchievementsPublicationandPrintingoftwocasestudiesonFarmerproducercompanies:Twocasestudieswerepublishedwhichcapturedtheexperienceofpromotingtheproducerorganisationof soyaandmilk inBundiandRajasthan.Thecase studiesalso involved thirdparty interventions to chisel out the learnings of all nature. These case studies namedestablishmentofmaitreeandestablishmentofSamridhiwerewidelydisseminatedinmanyforumstoshareSrijan’sexperienceofFPOpromotion.CoadyInternationalInstitutestudieseconomicandpoliticalcitizenshipofwomenatSRIJANAscopingstudywasconductedincollaborationwithCoadyInternationalInstitute.ThestudyexploredtheworkofSRIJANtoaddressruralpoverty,vulnerabilityandinequity,inthebackwardstatesinIndia.Itfocusedspecificallyonourworkwithruralwomeninthemostvulnerableofcircumstances–excludedbecauseofgenderandcaste,compoundingtheirexclusionasmembersofpoorhouseholdswithlowliteracylevelsandaccesstoinformation.ThestudyalsoexploredhowtheSHGbecomesaplatformforotherprogramssothatgraduallywomenareabletobuildawarenessofopportunitiesandentitlements.ThroughtheSHG,theybuildthecapacitytotakeadvantageofthem.

ScalingupworkshopbyImagoAworkshopwasconductedbytwoHarvardprofessorskeepinginviewofvaluableexperienceoftheorganisationinorganizingSHGtohelpingbuildwomenledbusinessesorganisationindairy,soya,horticultureandotherlivelihoods.Inourmissiontoachievethegoalofreachingoutto100000ruralpoorfamilieswehavetodrawlessonsfromour


previousexperiencesandbuildonourlearningandachievements.Inourstruggletoscaleupfrom40,000to100,000familiesinnext5yearsahugeamountofcriticalthinkingwasneeded.TheScaleupworkshopwasdesignedtolearntheessentialsofscalingup.Theworkshophelpedtodevelopsharedvisionandmissionacrossthefieldteamsandlivelihoodprogrammetopaveanewwayforscalingupmechanisms.Toaccomplishthegoalofscalingupourprogrammes,thelearningfromtheworkshopleadtostrategicthinkingwithintheorganisationleadershipanddevelopthematicplans.InvitingDeepJoshiasamotivationalspeaker:Inordertorelatetothehardshipsofthissectorandinnovationsundertaken,DeepJoshiwasinvitedtosharehislifejourneywiththeyoungleadershipoftheorganisation.Thisinitiativehelpedmanyofustounderstandhowanordinarypersoncandoextraordinarythings.Thestoryofhislifejourneywasmainlyonhowhesailedthroughthechallengesanddilemmasintheinitialyearsofhiscareer.Duringtheinteraction,Deepnarratedthekindofhardshipshefacedtoestablishhimselfasaleaderwhichfurtherhelpedtounderstandtheroleofaprofessionalinthevoluntarysector.ThemostimportantpartofthedaywhichcreatedanimpactonthemindsofallofuswashisjourneyfromavillagetotheSloanschoolofmanagement.The session intended to have deep reflection from the leaders from the sector. TheSrijaniteswereaskedtosharetheirimpressionsonthelifejourneyandhowtheyrelateittotheirown life.Manyquestionswereasked intheprocesstoseek further information.Thesacrificeandthestrongconvictionshelpedustodelvemoreintothechallengestheyfaceintheireverydaylifeandwaystoovercomethesame.WiderdisseminationofthecasesdevelopedasapartofknowledgebuildingTheMaitreeandSamridhicasedevelopedfounditsplaceinmanynationalandinternationalplatforms.Themaitreecasereflectedideasoncollectivebehaviour,entrepreneurshipwithasocialcause,opportunityandinnovations,whichwasgreatlyappreciatedbyacademicinstitutionsanddonor.Thecasechallengedthetheoreticalassumptionsofhowproducercompaniesusuallyfunctionwhichiswhyitwaspickedupfortheacademicpurpose.TheCoadyinternationalinstitutewithcollaborationofIDSconvertedthecaseintoanacademicpiecewhichwasusedforresearchandteaching.Thecasealsofounditsplaceininternationalforumsfordebateonhowsmallandmarginalproducerscanbeconvertedtoentrepreneurship.Oneofthemostappreciatedfactwasthegenderperspectivearoundwhichthecasewascrafted.Themaitree’scasewasalsousedforthetrainingpurposeinLBSNAA,mussooriefortheIASofficers(asmentionedinanothersection).TheprofessorsoftheHarvardKennedySchoolalsouseditasasourcedocumentfororganisingtheirscaleupworkshop.ManagementInformationSystem(MIS)


SRIJANhasdevelopedcomprehensiveonlinedatabasemanagementsoftwaretomanagetheirbeneficiariesprofileandprogressacrosstheprojectlocations.WehaverecruitedanddeployedmanyMISoperatoratlocationleveltomanagetheirlocationbeneficiary’srecord.SRIJAN’sonlinesoftwaremajorcomponentsareBeneficiaryprofilealongwiththeirbaseline,Activityparticipationrecord,FamilyInvestmentrecordandFamilybenefitrecord.Thisdatabaseiscompleteonlinebasereal-timedatabasemanagementsystemandisveryuniqueandusefulfordevelopmentsectororganizationtomaintaintransparencyattheirorganizations.Thisdatabaseworksbothononlineandofflinemodes.Professionalscanenterdatathroughtheirlaptopanddesktopfromtheirlocations.HoweverwearealsodevelopingandroidbasedapplicationtofeeddatafromvillagesandbytheVillageresourceperson.ThegraphbelowistheprocessflowcharttocompletethewholeMIScycle:

FEATURESOFONLINEMIS


Currently,MIShasbeenimplementedatfamilylevelacrossthelocations.FollowingaretheBasicfeaturesofthesystemtorecognizeasinglefamily:(i)FamilyUniqueIdentificationNumber;(ii)FamilyServiceCard.Mainfeaturesinclude(i)Familydatabaseincludingtheprofileandthebaselinedata;and(ii)familyleveldevelopmentinterventiondatasuchasFamilyParticipationRecordorfamilycountrecord(FCR),familyinvestmentrecord(FIR)andfamilybenefitrecord(FBR).Itcurrentlyhasdataofover40,000families.


ExcerptsofAnIntern’sExperienceItwasapleasureworkingwithSrijanandtheteaminRajasthan.ThelearningfromtheorganizationgatheredduringtheFieldWorkSegmenthashelpedmegrowasapersonandasaprofessionalIwouldbeindebtedbytheopportunityprovidedbytheorganization.

KisslayAnand

PGDM-DS(2015-2017)EntrepreneurshipDevelopmentInstituteofIndia(EDI),Gujarat

HumanResourceDevelopment(HRD)

SRIJANasnameindicatesselfreliantinitiativesthroughjointAction,ittrulybelievesinthisprinciple.AlllikemindedwellqualifiednationallevelprofessionalswithdesiredempathyandcommitmenttobringaboutchangejoinhandswithSRIJAN.Eachoftheseprofessionalsmakesdirectimpactinlivesofpoor.

SRIJANhas79Nationalprofessionalsand235fieldstaff(asonMarch31,2016)workingacross5statesofIndia.Theirretention,activeengagementandcontinualprofessionaldevelopmentareintegraltooursuccess.

RecruitmentandSelectionofprofessionals.SRIJANteamwentto18campusesandselected40students,outofwhich25joined.ThecampusesvisitedareKSRM,IIFM,GBPUAT,GBPSSI,AMU,OUAT,TISS,NIT’s,APUandJamia.

SRIJAN’sTrainingandDevelopmentProgram.

InductionProgramTheselectedstudentshavetoundergoarigorousoneyearinductionprogramwhereSRIJANinvestsinthem,sendingoutaclearsignalabouttheimportanceoflearningasanintegralpartofimprovingone’sperformance.Inthisoneyearprogram,youngtraineesarewelcomedduringanorientationprogramfollowedbyvariousthematictrainingstoacquaintthemwiththetechnicalknowledge.Totalof3trainingprogramswereconductedonHorticulture,CommunityInstitutions,DairyandLivestockthemeswhere20traineesweretrained.

CapacityBuilding.Inordertobuildcapacityofseniormembersinleadershiprolesinthefield,afacilitationworkshopwasorganizedinwhich21leadersattendedandlearntthefacilitationskillsastrainedbyexternalfacilitators.

InternshipProgramThisyearwegeneratedsomenewstrategiestohitthetopmanagementandtechnologycolleges-IIM,IIT,etc.Wedevelopedprofile/JDforinternshipandensuredit’ssharingwhilevisitingcollegesduringrecruitmentandalsocirculatedittodifferentmanagement,socialworkandtechnicalcolleges.Also,weintroducedsystemofscreeningapplicationsthroughespeciallydevelopedapplicationformsandshortlistedcandidatesbasedonskype/telephonicinterviews.ThisyearwemadeourentryintoIIMAhmedabadandshortlistedtwostudentswhowerewellorientedbeforetheystartedtheirassignments.WereceivedapplicationsfromEDI,IILM,KSRM,NIRD,GBPSSI,DSSW,XIMB,APU,IIFM,GarhwalUniversity,AMU,UtrechtUniversityandtotalof15studentssuccessfullycompletedtheirinternshipswithus.


FinanceandAccountsSRIJANhasadecentralizedaccountingsystemandeachlocationhasitsownaccountsunitandtakescareofallaccountingandcompliancesatrespectivelocationlevel.TherewasanewapproachintheprocessoffinalizationofbooksofaccountsofSRIJANthisyear.Unlikepreviousyears,finalizationprocesswasinitiatedingroupsatBhopal,BundiandDelhiunderthesupervisionofrespectiveProgramme/ThemeLeaders.AllaccountantsandTeamLeadersjoinedrespectivegroupsatthelocationandfinallyconsolidationwasbeingdoneatHO.Alltheaccountantsand&thefinanceteamof22comprisingoneFinanceOfficer,3RegionalAccountantsand18Accountants.ApartfromaccountingofSRIJAN,itprovidedahandholdingsupporttotheCommunityInstitutions,carriedoutinternalauditoftheSRIJANaswellasoftheCommunityInstitutions.Someofthemajorachievementsof2014-15:

} Internal audit of SRIJAN was completed by its finance and accounts team beforecommencingstatutoryaudit.

} Audit of the ABF fundedAntyodaya project’s accounts for 2014-15 carried out byDeloitteandcompliancereportfromSRIJANmanagementwasmadeavailable.

} Review of the BRLF funded ‘Jyotirgamaya project’s account for the 2015-06 wascarriedoutbyBRLFfinanceteam.

} Audit of FOUNDATION D’ENTREPRISE LOUIS DREYFUS funded project’s account atKarnataka from April to Dec’15 was carried out by their internal audit unit andaccordinglycompliancereportfromSRIJANwasmadeavailabletothedonors.

} IncomeTaxReturnforAY2015-16andFCRAReturnforFY2015-16hasbeenfiledonlinewithrespectiveauthorityduringSeptember,2015andhardcopiesaresubmittedwherenecessary.

} FCRA Renewal Application submitted physically and also done online with FRCAportalwithinscheduledtimeframe.

} DuetochangeintheGovt.PolicyregardingFCRA,weuploadedbasicFCRAdataandchangeinBoardstatusinrespectofSRIJANinFCRAportal.

} StatutoryauditofMaitreeMahilaDairyandAgricultureProducerCompanyLimitedandSamridhiMahilaCropProducerCompanyLtd.For2014-15andauditedfinancialstatementswereconsideredandadoptedindulyconvenedAnnualGeneralMeetingofboththecompanieson30thSeptember,2015.

} StatutorycompliancelikefilingofITR-6withIncomeTaxDepartmentandmandatoryfilingofe-formslike,AOC-4forFilingofAnnualAccounts,MGT-7forAnnualReturnandADT-1forAuditors'appointmenthavebeendone.

} DeductionanddepositofTDSandPFandfilingofreturnshavebeenregularlydone.

} VNagarajan&Co.carriedoutthestatutoryauditofSRIJAN’sbooksofaccountsforFY2015-16andauditedfinancialstatementswereconsideredandadoptedbytheSRIJANBoardont30thApril,2016inadulyconvenedBoardMeeting.


VisitorsFollowingpeoplevisitedSRIJAN’sprojects.AnilKumar,BeenoxiArora,andSharukhTaraporewala,AxisBankFoundationIsabelGuerreroandMichaelWalton,HarvardKennedySchool,Cambridge,Massachusettes,USABhartiRamola,BusinessLeader,PricewaterhouseCoopers,NewDelhi,andTrustee,SRIJAN,andSushilRamola,Founder,B-Able,BasixGroup.VivekSharma,ProgrammeDirector,GandhiFellowship,KaivalyaEducationFoundation

annual report 2015-16 - indiasrijan annual report 2015-16 4 governance following are the eminent...

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