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Case Study of UHRC
SupervisorProf. Debiprasad Mishra
Presented By: Rajesh Kumar (F063)
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Objective of Study
To understand the purpose, structure,
strategies and the following Processes of the
organisation
To understand the future direction of theorganisation and to identify the challenges
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Methodology
Informal chats with employees of UHRC
Semi-structured interviews and discussions with the
Ex. Director, Operations Director, Account Head andUnit heads
Analysis of Annual report
Analysis of Annual plans
Record of Activities
Information from website of UHRC
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The Organization
Name Urban Health Resource Centre
Head Office New Delhi
Field Offices Indore, Agra, Meerut
Main Objective
strengthen Urban Health programming
approaches and capacities at different levels
among the government and non-governmentlevels.
To ensure this demonstration models are built
at different places so as to be replicated by
others.
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Profile of the Organization
Executive Director Dr. Siddharth Agarwal
Board Members 5
Advisory Board Member 3
Number of Staff 51 (Staff30;Consultants21) Head Office New Delhi
Branch Offices 3 (Indore, Agra, Meerut)
Presence in Ranchi, Jaipur and Lucknow
Demonstration sites Indore, Agra, New Delhi, Meerut
Area of work Urban Health
Issues working on RCH
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The Outreach
Providing Technical Assistance to
Govt. of India &
6 States (including Delhi)
No. of NGO partners 10
City Models 3 cities
Direct intervention in :
No. of Slums
97 / 393 (Agra) + 184 / 539 (Indore) = 281 / 932
No. of Population served 5 lakh
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Biggest Contribution
Have established urban health as an issue to
be worked upon by the government and other
agencies
Have successfully listed and got officiallyrecognized the unlisted slums and their
existence
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Vision
An urban India where every resident enjoys
optimal health and well-being, realises his/herfull potential and contributes to the nations
growth and development
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Mission
To bring about sustainable improvement in
the health condition of the poor by influencingpolicies and programmes and empowering
the community.
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Why Urban
Urban population - 328 million (Projections for 2007 by TechnicalGroup on Population Projections)
India is expected to be approximately 40% (550
million) urban by 2026(Census, 2001 population, Projections, 2001-26)
2-3-4-5 phenomenon of population growth (2% - growth ofIndias population; 3% - of urban population; 4% - of Metros; and 5% - of Slums)
Urban poor estimated at 80.74 -100 million;
projected to increase to 202 million by 2020(Planning
Commission, Poverty Estimates for 2004-05 and National Population Policy, 2000; State of Worlds Cities,
2006/07)
Estimated annual births among urban poor: 2
million (Based on CBR 19.1 for urban population and 100 million urban poor population)
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Background
UHRC has been institutionalized from theEnvironmental Health Project (EHP / USAID)India project office, which has been functionalsince 2002.
UHRC is a charitable non-profit companyregistered under Section 25 of the Companies
Act, 1956.
UHRC was incorporated in August 2005 andstarted operations on October 31, 2005.
The organization is registered under 12A and80G of Income Tax Act. 1961.
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Growth over time
ModelBuilding
Need of KMand Research
TA & Platform forAdvocacy
With the evolution of time and experience and interaction with the
environment the organization gradually realized the importance of
different processed to be evolved and with these experiences
evolved different units of the organization
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Organogram
Executive Director
Director Operations
Regional Program
Coordinator cum TS (2)
Director Program
HR
Officer
Any Other
City Urban
Health PO
GOI
Consultants
Regional Coordinator
cum UH Planning
Specialist
Prog Res/
CB Officer
Social Mob
OfficerData Entry &
IT Support
Support
Service
Cons. Tech
Associate
InternsInterns
Sec. Cun
Admin Assist
UH PlanningAssociate
State LevelConsultants
Interns
Administrati
ve OfficerFinance
Officer
IT & Admin
Cor (2)
Support
Service
Accountant
Accounts
Asso
Secretary Program
Associate
Team Leader
RKMA Unit
Res. Doc.Associate
Lib. WebSpl
Adv
Spl
Res & Doc.
Spl (3)
Interns
Board of Directors
*Note: Still evolving structure
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Governance
Governing Board,
Advisory Board
Core Team
Programme Team
Strategic level
Tactical or
Managerial Level
Operational level
* Ex. Director + Unit heads + Finance head
Forms
Core Team
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Governance
A five member board of directors
Main functions:
Strategic guidance
Statutory responsibilities
Institutional support
Term 3 years
Quorum 50% member, Min - 2
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Advisory Board
3 member advisory board
They are specialists from their own field
They are kept to advise the organization on
issues of technical assistance
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Environment
UHRC
Donor
Govt.
Central / State
South Asian
Condition
Community
Other NGOs -
Collaborators vs
Competitors
Academia
Media
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Cont
Economic Majority of funds come from single donor;
however organization is in the process of diversifying it
Political Govt. policies are not adverse
Almost no Competition or threat Technical Assistance is anew field very few other organizations are working on this
issue
Other organizations are present at the implementation level
which have been turned into collaborators (By providing
them technical assistance) so risk has already been
mitigated
But there is no guarantee that in future no strong contender
emerges because organizations are there which are working
on urban issues
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Ambience
Mixed Culture some sections are very
dedicated to the organization and its work
While all the employees are highly educated
so potential of the organization is very high Work pressure is high as UHRC is Growing
Organization working late in night and on
holidays are common
Learning culture is fostered those serious,
can learn a lot
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Dimensions of Organization
It is a fast growing organization
Organization is flat with minor element of levels of
hierarchy
Organization Structure is largely Matrix
Why Matrix
The main purpose of the matrix structure is job
enrichment especially for the new-comers Creating versatility among the employees
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Institution Building
Organization
Formalization of rules within organization to the extent of
acceptance of these rules into as organizational norms and Culture
Establishing and spreading its learning and values through Linkages
with Media, Academia, CBO and Government for replication
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Entropy
Besides these the organization pursues an active policy of
open communication so that the information flow or the lack
of communication should not add to the problem
Ex. Director
Very strong and loyal Core
Team (Forms backbone of
the Org.)
A second layer forinternal management
needs to be created
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Systems
Centralization Decision making Centralized
Highest decision making body Core Group
This leads to high work pressure on core group and ExDirector
Communication lateral
Feedback System reports and reviews done
regular meetings with staff
through written method as well as verbal during trainingand workshops
Span of Control 4-5 person (Exception 13 in KM)
MIS not yet evolved
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Degree of Formalization
It is a Formal organization
Core team forms the actual planning and
managerial platform
Once planning is done then implementationand communication are informal
Written plan provides every staff the work
and target they have to achieve
Written along with verbal is communication isin vogue
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Differentiation and Integration
Differentiation
Horizontal differentiation is based uponstrategic departments and locations. Vertical
differentiation is very less as organization doesnthave many levels. Spatial differentiation are in theform of different branches located in different citylocations
Integration
Planning integrates the entire work ofall the staff. Monthly meetings and annual retreat
provides platform for integration
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Planning Process
USAID
UHRC
City Team
Team Team
Team
Core Team plans and
formulates the annualplan
Sends tentative plan
Implementation
at team level
Planning at city teams
separately
Two way planning
A Top Down Planning process
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Monitoring and Evaluation
Internal
Weekly reports
Monthly reports
Annual reports
Field visit
External
Once two years by the funding agency
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Human Resource Management
Recruitment process through advertising on web-sightetc.
Staffhighly educated (have both professional and Ph.Ddegrees holders)
Working Hour 8 hrs (bet 8:30 AM to 8:30 PM) Remuneration According to the Experience &
Educational qualification
Staff are reasonably compensated
Acknowledgement are given for any work if writtensome article authorship is provided
Annual Performance Appraisal
Process of conformation written rules are their but rarelyused
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Cont
Employee turnover 25%
Due to environmental factor of cropping up of
a lot of organization in the same domain
Demand of employees of this caliberincreased
A quantum jump in salary has suddenly
brought a spurt in the turnover of the staff
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Human Resource System- HR System
Prepared by Ernst & Young
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Capacity Building
On job training is the main pattern
Internship is also taken as CB exercise
Study Tour or Exposure Visit
Attending workshops
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Grievance Redressal & Conflict
Management
Core Team
Programme Director
Employee
Team Head
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Career Chart
Intern Consultant Team Member
Coordinator
Highly stable and
strong so no one can
reach here
No hierarchy
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The Strategy
Research,
Knowledge
Management
and Advocacy
City Models
TechnicalAssistance to
Govt. and other
NGOs
Improvement in
Health of the masses
Influencing National and State
Policy and Program
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Strategy
Three Pronged Strategy:
To build City Demonstration Programme:
Transforming Communities and HealthSystem
Research, Knowledge Management and
Advocacy
Technical Assistance to Government and
other NGOs
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Knowledge Management & Advocacy
Organize, facilitate and support national, state and city
level advocacy efforts aimed at enhancing attention to
health of the urban poor.
Generate, compile, analyze and strategically transfer
knowledge and experience for better informed urbanhealth policies and programming
Publishing articles in journals
Reanalysis of already done research like NFHS data to
take out relevant information related to urban health
Doing advocacy through media and workshops to form a
platform or create favourable environment for urban
health as a subject in need of attention
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City Demonstration Programme
To create a model to experiment with the
methods of providing access to health
services to the urban poor
Providing a demonstration site to the govt.and other agencies of a successful ways to
solve the problems
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Program Approachesevolved over aperiod of time, using a consultative approach.
Approach 1:(April, 2003)
Demand-Supply improvement and linkage
approach through NGO-CBO partnership
Approach 2: (November, 2003)
Public sector driven, service delivery approach
(Ward Coordination Approach)
Approach 3: (September, 2006)
Public Private Partnership (PPP)
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Technical Assistance
Organizing Workshops
Documentation for sharing with larger audience
Providing data and other resource material for
key meetings Exposure Visits and Study tours
If demanded provide technical support to form or
design projects for effective implementation of
health project for urban poors
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SWOT
Strength
Presence of a visionary leader
Environment is friendly
Leader in its own domain No significant rival yet visible
Highly strong and dedicated core team
Highly qualifies staff Good remuneration
Acknowledgement of contributions
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Cont
Weakness
High turnover
Single donor
Opportunity Domain is new and wide open
Lack of strong competitor
The domain itself is expanding
Threat Can come from if any strong competitor
emerges
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Future Plans
Urban Health Networks at National, Regional (South
Asia) level and Asia level so as to promote urban
health issues at every level
Sharing of information and experiences across states
and nations
Technical support to other organizations in
formulation, documentations and implementation of
the projects
Diversifying field of operation to collateral areas ofwell being of the urban poor viz, livelihood
Diversifying risk by having more donors working with
the organization
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Future Challenges
Formation of corpus fund
High turnover
To maintain the smoothness of Policy level
programme going in face of the changing govt.officials
Future may generate strong rivals in the same
domain
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Suggestions
Responsibilities and decision making process needs tobe decentralized
This will provide Ex Director more time to devote to thestrategic or environmental management and for themanagement of the organization
Especially in the face of the fast growing organization
One more layer below core team needs to be identifiedand created
This will provide more time to the core team to devote to
strategic matter This will expand the core group to the second level
This will bring ownership among more employee and willcontain dissatisfaction among loyal employees of theorganization
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Cont
This make organization more efficient
All these would help contain the entropy
More formal levels should be created
This will provide more career ladder to theemployee and will improve their career chartcontaining their dissatisfaction
Employees (Consultants) sitting alone in some
states should have frequent meeting and havesome participatory process with the organization
This will not create alienation among them
This will also help organization evolve proper
future expansion strategy
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