Essay About Members Of The Mandali And Adampur Gram Vikas Agencyexecutive Summary

Adampur Gram Vikas Agency
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ADAMPUR Gram Vikas AgencyExecutive Summary:             GVA: Gram Vikas Agency or GVA is a non-profit organisation that works with rural and tribal communities. It partners with rural-communities to address their critical needs in a manner that is sustainable, socially inclusive, gender equitable and empowering. Like in the case GVA, acting like a micro finance institute, forms village level institution like Mandalis for the betterment of village people.  The GVA had, as of June 1989, provided 14,000 man-days of wage-paid employment to the members of the Mandali in its plantation project in the village which was started in 1986.  As of June 1989, the GVA had invested over Rs. 2.65 lakhs in its plantation project covering an area of 312 ha of degraded forest and revenue lands in Adimpur and two other neighbouring villages. The GVA also provided managerial subsidy of Rs. 100 per month to the Mandali to meet part of the salary of the secretary. GVA ,as organisation, is headed by 3 key people land they are Shiva Raman, Programme Coordinator, Bhimbhai Amin, Programme Organiser (Watershed Development) and G Krishnaswamy, Programme Organiser (People’s Organisation). The GVA believed that the village-level institutions such as the Mandali should be the main forum for taking up income-generating community-oriented activities and for ensuring their sustainability and an equitable distribution of their benefits. The GVA wanted its role to be that of a facilitator or an enabler rather than that of an actor. GVA headquarter is in Nilang. As of July 1989, the Mandali had a total membership of 176.     Mandali: Adimpur Gram Vikas Sahakari Mandali was a rural people’s organization registered under the Co-operative Societies Act. It was based in a tribal village, Adimpur, of Gurjar state and was sponsored by a voluntary agency, GVA. The total number of households in the village was only 165. Adimpur is a tribal village with a total population of 1147 of which 1089 (95 %) belongs to Vasara tribe with 46 (4 %) Chaudhary tribe and 12 (1%) Kotwalia, who are Harijans. It had started functioning in June 1986 but was formally registered only in September 1988. Its main objective was to promote all-round development of Adimpur village by financially and technically helping its members to take up income generating activities, both individually as well as on a community basis. Membership in the Mandali was voluntary. Any resident of the village above 18 years of age could become a member by paying an entrance fee of Re.1 and buying at least one share at Rs. 10. The Mandali had persuaded its members to regularly save a portion of the wages paid to them for works sponsored and financed by the GVA. The Mandali had also created a common fund by pooling the amount that it received an account of commission on the supply of agricultural inputs to it members and marketing of their produce, and the interest earned from the advance of loans to its members. In addition, earnings from the operation of a seed bank in earlier years and from the sale of grass from the plantation area were also added to the common fund.          An Executive Committee was responsible for policy decisions and administration of various activities of the Mandali. The eleven members of the Committee were elected by the members of the Mandali in its annual general body meeting; they in turn elected from amongst themselves on Pramukh. Mahipatsinh, who was a young man in his early thirties currently holding the post of pramukh. The Mandali had only one paid employee, the Secretary. Former secretary of Mandali was Deepsinh. Now a petition was filed by 19 members of the Mandali to withdraw their contribution from the Mandali’s pool of its members’ savings. Some of them alleged Manadali for not giving loans and hence threatened to quit Mndali. So a meeting was organised by GVA regading this issue but ended with no fruitful decision.

Here we have to put ourselves in Shiva Raman’s colleagues’ shoes and have to empathetic to discuss the case. Situation analysis :Mismatch of expectation of community and GVA board: As per the case In May 1989, some of the dissidents of Deepsinh started visiting the GVA office in Nilang and making representations to Shiva Raman that they be allowed to withdraw their contributions from the Mandali. In June, Shiva Raman received a written petition signed by 19 members of the Mandali asking him to intervene in the matter and help the signatories get back their contributions to the Mandali. Now some of them asked Mandali for loan but as per the Pramukh those were not profitable.NameReason for LoanReason for rejectionVaniksinhLoan for seedsHe leased out all his land to a farmerDiwansinhLoan for buying a school uniform and a tiffin box for his sonPurpose was not productiveDharamsinhAn emergency loan to perform the death ceremony of his nephew’s mother.Purpose was not productiveThe members were arguing based upon a promise given by the chief executive of GVA, which was counter-argued that for such cases, the financial condition of Mandali should be strong.  Mandali issued loans for productive as well as non-productive uses in the past. So here was a communication mismatch between two existing role players. Mandali should take decision rigidly on what basis loan would be disbursed in future and should provide a proper guidelines regarding it.Conflicting Situation: Mandali dissolved into a conflicting situation as 19 members has threatened to leave Manadali which could lead to a financial crisis. It might lead to a unity crisis in Mandali as well diminishing the strength among people.Operation of Mandali: The operation and activities of the Mandali seems to be in tandem with the cooperative principles, which is evident from the case facts. From the behaviour of the dissidents and and the involvement of the employees of GVA, we can arrive at the conclusion that GVA holds good reputation in the village and has a role in determining the activities/running of the Mandali. The attention of the Mandali in marketing members’ produce shows that the strategy adopted by GVA/Mandali is a multi-pronged approach to ensure sustainability of the Mandali as well as its members. By this activity the Mandali was able to generate some money to its common fund and also helping its members to realise more profits.Supply of Agricultural Inputs: The Mandali was providing essential agricultural inputs supply to its members. GVA enjoyed the power to sell grass from the plantation project area that gave the Mandali some good earnings to its common funds.LOAN: Mandali provided loan assistance to members with the help of common fund and savings fund. The Mandali also arranged a joint collateral so that members can take loan from the bank through the Mandali. Members can avail up to 75% amount of their savings as loan @ 18% interest rate. Mandali can avail loan at a rate of 12% from bank. Also, productive loans are provided in terms of kind only, which is also another way of ensuring better profit for Mandali where it will be entitled for 2 % commission also.The number of family member in village is 165 but member of Mandali is 176. So there can be three situations – 1) multiple member from one house, 2) not all family became member of Mandali and 3) there may be repetitive member from one family.Deepsinh or Pramukh might have formed a small dissident group of 20-25 members within the Mandali and started looking for opportunities to dissociate the group from the Mandali. It really raised a question mark to community’s unity and may put the community in verge of collapse.                                       COST-BENEFIT ANALYSISYear of formation of MANDALI1986 JunePresent year1989 July1988 was a leap yearNo. of years3No. of days performed1125No of members176No of families in village 165Member per family in Mandali1.066666667No. of man-days paid14000No. of man-days that could have been worked (assuming every member is working member)198000Ratio of work0.070707071Percentage of work7.070707071No of people worked per day12.44444444Wage  rate   from 1986 June to 1989 march14.2 from 1989 April to June19.6No of working days with wage rate 14.2 1034No of working days with wage rate 19.691Total wage disbursed   with wage rate 14.2182719.2889  with wage rate 19.622195.91111Total 204915.2Interest Paid to Bank on the basis of Loan taken to pay wage @12%Salary paid for 36 months197597.8667Interest paid for amount drawn for 36 months’ salary71135.232Salary paid for last month7317.333333  Interest paid for amount drawn for last month salary72.1709589Total Interest71207.40296TOTAL AMOUNT TO BE PAID TO BANK276122.603Total Savings by workers(rs 4  per worker per day)   1st year (1986 June to 1987 May)18168.88889 2nd year (1987 June to 1988 May)18218.66667 3rd year From  June up to March 198913639.11111  for April 1989 to June 1989(rs 6/member/day)6794.666667Total Savings by workers56821.33333We assume that every memebr of mandali took loan from MANDALI  at 18 % rateLoan amount    1st year No loan as no money   2nd year 13626.66667  3rd Year27290.66667 Interest earned on basis of Loan given   2nd year  2452.8  3rd Year4912.32 Cumulative Money    1st year 18168.88889   2nd year 38840.35556   3rd Year71043.34222

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“Adampur Gram Vikas Agency” OtherPapers.com. 08 2015. 2015. 08 2015 < "Adampur Gram Vikas Agency." OtherPapers.com. OtherPapers.com, 08 2015. Web. 08 2015. < "Adampur Gram Vikas Agency." OtherPapers.com. 08, 2015. Accessed 08, 2015. Similar Essays Apple Inc - Case Study on Agency Theory CASE STUDY ON AGENCY THEORY Apple Inc started operations in early 1970. The company produces specialized items for manufacturing cars. Most of the raw materials 418 Words  |  2 Pages Recommendation to Establish a Counterterrorism Agency Within the Department of Homeland Security Recommendation to Establish a Counterterrorism Agency within the Department of Homeland Security May 9, 2011 Recommendation to Establish a Counterterrorism Agency within the Department of 2,845 Words  |  12 Pages Marketing Analysis of 4 Top Insurance Agencies This paper is a brief overview of 4 top insurance agencies the polices they have in the marketing segments of its business and how they 258 Words  |  2 Pages Dodd-Franks Act Impact on Credit Rating Agencies Section 939G: Dodd-Franks Act Impact on Credit Rating Agencies. Summary: Standard & Poors, Moodys Investor Service, and Fitch Ratings are the so-called "Big Three" credit 2,098 Words  |  9 Pages Batesmanors Ad Agency Case Analysis company manufactures medium-to-high-priced wood bedroom, living room and dining room furniture. BatesManor sells its furniture to independent furniture stores and high quality department stores nationwide; 1,528 Words  |  7 Pages Organizational Behavior - Agency Policies Agency policies/Budgets In 1969, criminal justice policy was guided by the Presidents Commission on Law Enforcement and Administration of Justice. A system was advocated by 494 Words  |  2 Pages Agency Budgeting Schematic - Culver City Culver City is a full-service City, serving a resident population of approximately 40,000 and a daytime population of approximately 60,000. Services provided include police, fire, 1,865 Words  |  8 Pages Adampur Gram Vikas ADAMPUR Gram Vikas Agency 1. Executive Summary: GVA: Gram Vikas Agency or GVA is a non-profit organisation that works with rural and tribal communities. It 2,964 Words  |  12 Pages High Quality Essays and Term Papers Join 356,000+ other students Get Better Grades Sign up © 2010–2020 OtherPapers.com Browse Essays Join now! Login Support Site Map Privacy Policy Terms of Service Facebook