Nijera Kori | We do it ourselves

Governance Structure

Participatory Process

The core value of Nijera Kori’s management structure and decision-making system is guided by the philosophy of ‘participatory democracy’. The overall governance of the organisation rests with the ‘General Body,’ which elects the ‘Governing Body’ for two years. General Body, made up 39 members, which is responsible for overall governance and elects a Governing Body, every two years. The role of the Governing Body who meet quarterly, is to ratify policies and programs proposed by Nijera Kori, to approve the audited account and budget for the coming year, as required by government legislation and to appoint the Co-ordinator who is responsible for coordinating the overall programmes and management of Nijera Kori on regular basis.

Nijera Kori’s organisational structure and culture demonstrate the basic organisational principles to which it is committed. Therefore, for linking the grassroots, on the other hand, each area office has 3-4 sub-centres, which are made up of female and male field staff. They, through living collectively in a centre in the field, manage the activities of Nijera Kori along with the landless people. The groups themselves have their own structure for group activities.

At present, Nijera Kori has 14 areas and 31 sub-centres. In its headquarters, there is a central team which is made up of the coordinator, 3 central organisers and 3 central trainers. This team oversees organisation-wide coordination, administration and overall programmes. The Dhaka office is also made up of the cultural team, accounts e office, reporting and monitoring team, administrative and other support staff. Field level responsibility for these functions are decentralised to the divisional team and area coordinator.

Programmatic Decision-making and monitoring and reporting:

Democratic decision-making, monitoring based on documentation, feed-back and deliberation, is a central organisational principle of Nijera Kori. All officials with decision-making responsibilities, with the exception of the Coordinator, are elected from amongst the staff to the relevant levels and councils. For instance, each division elects a Divisional Coordinator who works with a Divisional Council to coordinate and provides overall supervision at divisional level. The Divisional Coordinator also represents the division in the central executive council which has strategic executive powers. There is provision for an additional woman member if no woman is on any of the elected committees, but this was never needed.

The entire staff at both field and central levels participates in strategic decision-making, both directly and through these elected representatives. Nijera Kori’s decision-making, reporting and evaluation processes are closely intertwined. There is a great deal of emphasis on documenting these processes through written minutes, reports of visits and activity reports, all of which are then synthesised into the annual report. Decisions are made and modified, and progress evaluated through open and participatory processes on the basis of these vertical (mainly staff) and horizontal (amongst staff and groups) flows of information (Annex A). Importantly, staff are informed by the self-reflection and learning process of groups. This is particularly important in the context of protests and struggles for physical occupation of Khasland, where decisions on how to act have to be made by groups themselves, and not staff.

A description of the processes by which different levels of Nijera Kori staff perform their duties, monitoring, sharing information, evaluating performance, taking decisions and engaging in forward planning will best help to illustrate how principles of democracy, accountability and transparency are built into its organisational culture. It will also help the readers to understand Nijera Kori’s organisational decision making, monitoring and reporting strategy.

Staff at the 31 different sub-centre meet on a weekly basis to reflect on their performance over the week, share problems they have encountered, evaluate each other and discuss plans for the coming period. These are minutes. Every staff has to maintain a separate file for each of the groups which she or he is overseeing so that continuity is maintained in relationships with groups even if the staff in question is changed.
2-3 days monthly area meetings are held each month at the 14 Area level. Individual staff in an area submits a written activity report for the month and provides self-evaluation of their performance for comments and questions. Individual and area-level activities are decided at these meetings.

These meetings are minuted and a monthly report prepared. Administrative decisions regarding leave internal transfer are taken here. One day is kept aside for sculling/study and learning, based on selected books and materials which have been recommended by the central team.

2-3 days divisional council meetings are held by the divisional council every second month. The area coordinator and divisional team level review the entire division’s performance against the objectives and targets of the annual plan, evaluate its activities and make adjustments where necessary. Administrative decisions for the divisional level are also taken here. Recommendations which have implications beyond the division are sent on to the central team which either makes a decision itself or takes it up at the staff executive council. Proceedings are minuted and sent to the areas and to the centre.
2-3 days quarterly meetings are held by the executive council. Four divisional coordinators and all central team members, including the coordinator, meet to review the entire program. The divisions give their reports, identify and discuss key issues and decide on new strategic directions. The entire administrative decisions for the organisation are taken here. Proceedings are minuted and circulated among the divisions and areas and read out at their respective meetings.
Annual 3 day staff conventions are held at the divisional level. All staff of the division, including divisional accountants, conduct a review of divisional and area performance, check achievements against targets and prepare a report on divisional activities for the entire year.
4 days central staff convention meets every second year. All Nijera Kori staff are present, including the accountants, administrative and support staff. During the convention, each division presents a report for the past year, reviews policies and guidelines in the light of any changed circumstances. An annual report, which synthesises the quarterly reports of each division and hence provides an overview of the organisation’s activities and achievements over the past year, is presented for discussion at this convention. Staff at the convention also elect representatives to different levels, either retaining or changing the previous representative on the basis of their performance over the past year. Thus, areas staff elects the area coordinator; divisional staff elects divisional coordinator, the divisional organiser and divisional trainer. The entire bodies of staff elect the central team members organisers and the central team members trainers. The only non-elected staff in the decision-making structure is the coordinator who is appointed by the Governing Body and has remained the same for the sake of continuity since 1980.
4 days council meetings are held every alternate year. Here, for every five Nijera Kori staff a councillor is elected to represent them. These councillors are separate from the elected representatives, all of whom also attend the council meetings as delegates. This is thus a smaller forum than the biennial convention and allows for more in-depth analysis and evaluation than is possible in the larger forum. The annual report for the year in question is presented at this meeting. Any changes to decisions or policies taken at these biennial council meetings have to be approved at the next convention.

Finally, if specific issues need discussion, this is done in the executive council or an extended staff representative meeting where all elected representatives attend is convened. This is to ensure that decisions taken on unanticipated issues or unplanned changes are also taken democratically and implemented at the relevant level. The outcomes of all meetings, at different levels, are transmitted back to sub-centre level and groups after each meeting.

Role and responsibilities of all bodies for monitoring programme activities and overall management

The Coordinator:

The Coordinator is appointed by the Governing Body and possesses the highest authority in the organisation. She is the Chairperson of the staff council, staff representatives meeting, and the annual staff convention.

The Coordinator is responsible for the overall management of the organisation that includes the management of Nijera Kori staff structure, administration, recruitment, transfer, confirmation of newly recruited staff, increment, deal with organisational rules and procedures, sign the bills for the Staff Executive Committee members, approve vouchers as appropriate, raise funds for the organisation and approve the expenditure etc. Besides the responsibilities with the international operations of the organisation, the Coordinator also maintains networking with the government/non-government institutions, donor agencies including international aid organisations, other individuals, Governing Body of the organisation and human rights networks. In addition, the Coordinator is the Chair of the staff Representatives meeting, Executive Council meeting, and Central Staff Convention. The Coordinator presents the overall overview of the organisation in the Executive Council, Governing Body and in the Central Staff Convention. She is the official interface between Nijera Kori and others. As the Coordinator her role is to maintain a minimum of monthly review meetings, often more as per need, with the Central Team, the Report Team, the Finance and Accounts section, with the Administration and HR section, in order to coordinate and monitor progress of the organisation in line with policy and objectives.

The Central Team: (Elected representatives)

The Central Team is consisted of experienced staff members of the organisation as the Coordinator of Nijera Kori, as appointed by the Governing Body and acts as the Chair of the team; the three members of the Central Team (Organization) and the three members of the Central Team (Training) are elected by the staff at the Staff Convention for a period of two years. The same members are able to be reelected based on their performance. Of the six elected members of the Central Team, an equal number of women and men are mandatory. The Central Team provides necessary advice and assistance as required by the field staff to identify weaknesses. The Central Team plays the role in coordinating, monitoring and implementing the activities associated with training, cultural programs, advocacy, reports, administration and accounts in the Head office and as per expected outcomes stated in the project document. The Central Team is also involved with the personnel section in the Head Office in recruiting new employees for the field. In addition, the respective Teams contribute to the monthly schooling program in the Head Office as part of the process to create an environment to nurture democracy.

The Central Team (Organization) members are elected in the Central staff convention for 2 years. The respected Team is responsible for implementing the programme as planned, expanding the activities with innovation and taking necessary actions for problem-solving to achieve the organisation’s goals and objectives. The Central Team (Organization) is also responsible to conduct field visits in different working areas in the Divisional, Areas and Sub-Centers level to monitor the field level activities and provide necessary guidance and advice to the field staff to connect and ensure the coordination in all levels from Sub-Centre to the Central office.

In addition, this Team will prepare reports on the field visits including the day to day activities related to the progression and development of the landless organisations. The Central Team (Organization) also plays a key role in bringing consistency among internal affairs and establishing collective efforts between the divisions and areas.

Other than this, they will collect enough information for the improvement of employees in order to transform their knowledge and understanding, and if necessary, they assess, plan and explore the opportunity for the staff so that the staff can participate the overseas training and seminars abroad.

This Team also set the guidelines to improve the conscious level of the landless organisations and encourage the staff to practise the same. They also play the key role in developing the strategies in managing the landless organisations in achieving consistent results by employees and the landless groups. They will take initiative to prepare and implement the plan at the field level. The Team will play the lead role in developing the policies to work with the socio- cultural and movement based organisations and to promote the rights of indigenous people. In addition, the Central Team (Organization) reports to the Coordinator, Executive Council and Central Staff Convention for their work.

The Central Team (Training) is elected by all level staff in the Central Staff Convention for 2 years. The Central Team (Training) will keep everyone informed about the culture of the organisation. They will create innovation in training activities and finalise the training plan. In addition, they will collect information and arrange training to identify the relevant problems. They will conduct field visits and explore the training need assessment and determine methodology to develop staff and groups’ knowledge and skills, ensure follow up and prepare reports. They also evaluate to what extent training experience has been applied at the field level. They also monitor the progress and evaluate the training results. They also provide the TOT, implement the training plan and to work for the improvement of the training methodology. They will take necessary measures to form a training cell at the field level.

In addition, the Central Team (Training) reports to the Coordinator, Executive Council and in the Central Staff Convention for their work.

The Coordinator of the Central Cultural Team is elected by the Central cultural staff in the Central Staff Convention every 2 years. Their main responsibility is to set cultural programs, constantly create innovation, develop the capabilities of cultural staff, undertake a comprehensive plan including the coordination of all cultural activities and implement the plans accordingly. In addition, they will identify the cultural need assessment through field’s visits and will take necessary steps accordingly. The Coordinator of the Central Cultural Team will arrange the monthly meeting with the central cultural team. This Team will evaluate the activities according to the report provided at the meeting and take new initiatives. The Coordinator of the Central Cultural Team will work with coordination of the Central Team (Training). They will manage their activities from any training centre that is convenient for implementing their activities. S/he will present her/his work at the monthly and quarterly meeting. The Coordinator from her/his level of position can attend any Divisional Council meeting

Monitoring outputs of central team

Each of the central team members prepare field visit reports according to monitoring report format. In the day-long monthly meeting all of the central members present their findings. These meetings are facilitated by the Coordinator. In addition Administration, Accounts and Report Sections are also present at the meetings. In this meeting their monitoring findings and learnings are critically analysed in comparison with MIS data and narrative report of area. The central team mainly monitors quality of results, quality of activities, risk, challenge, learning, staff development. Through this process all of the information and findings from each area are validated and proved. The central team consolidates a monthly report, which is very important to identify quality of change, learning and challenges as well as recommendation. Note that, this report is sent back for sharing to all areas, copies of which are also sent to the Reporting Team.

Administration, Accounts and Report Team

The Administrator along with other members of her/his section is in charge of maintaining all records and ensuring all HR policies as approved by Nijera Kori are maintained and followed, ensure coordination between the different sections within the head office, ensure procurement and other administrative policies and manuals are followed. Most day to day administrative matters are dealt with by them. S/he along with the team also assists the Coordinator to ensure regular liaison with the Governing Body for holding of regular meetings and linkages with the NGO Affairs Bureau and Partners as and when requested.

The Senior Accountant through her/his team maintains all accounts and ensures smooth financial running of the organisation through following the Financial Manual. Nijera Kori maintains a centralised accounting system. A team of Accountants are appointed at Head Office along with Field Accountants. All field based accountants are responsible to the Senior Accountant. From time to time, the Head office accountants also regularly visit the field offices for financial monitoring. The Senior Accountant, Administrator, and when needed, the Programme Organiser in charge of the Report Team and the Central team, sit quarterly to review the expenditure as well as fund availability forecast, both programme and administrative in line with the project document and proposed outcomes. This is then presented at two levels, at the Staff Executive Council meetings and more so the Governing Body for approval.

The Report Team headed by the Programme Organiser in charge of this section maintains all field programme records, the MIS system and provides monthly and quarterly reports to the Central Team and the Coordinator, thus works closely with both. This team supports the Coordinator by providing quarterly reports for the Governing Body, prepares the annual report for Partners and the AGM. The Report Team has an important role to keep the organisation aware of where its activities and status is currently located in the context of the stated outcomes. This information is crucial for all the different teams, sections and bodies to ensure strict, regular and accurate observation and information of the current situation prevailing. This is most important to ensure that each team can ensure correct implementation as per proposed programme outcomes. Members of the Team regularly visit different areas and sub-centres to understand and get clarification of activities in line with proposed outcomes in order to try their level best to ensure accurate reporting. This filtering process is a key component of our monitoring system.

The Divisional Council: (Elected representatives)

The Divisional Council is responsible for the overall planning, implementing, staff development and coordination in all level staff working in the field, sub-centre management, initiative for collective intervention and to nurture democracy in all levels in the organisation to achieve the organisation goals and objectives. All Area Coordinators under the Division are members of the Divisional Council.

The responsibilities of the Divisional Council are to maintain regular contact with the field, meet every 2 months to evaluate the field activities, identify the weakness, and take necessary steps to overcome the weakness.

The Divisional Coordinator, Divisional Organizer, Divisional Trainer and Area Coordinators for each area office, will be elected as members of this Team by virtue of their position. The post of the Divisional Coordinator as is the Area Coordinator open for both women and men. However from the Divisional Trainer and Organizer, one will have to be a woman. The women staff are strongly encouraged to participate in the elections.

Monitoring outputs of division council

Divisional team members and area coordinators prepare reports according to divisional monitoring report format. In divisional council meetings each of the division team members along with area coordinator present their report with challenge and learning. The divisional team mainly monitors implementation of planned activities and its quality. Also they are responsible to implement the recommendation made by the central team and executive council and how the learning beings incorporate in their next plan. It is mandatory for at least one member of the Central Team to also attend divisional council meetings. In the divisional meeting all of MIS numerical data, cases studies review and proving.

The Divisional Coordinator: (elected representative)

The Divisional Coordinator is elected by the divisional level staff members in the Central Staff Convention every 2 years. S/he is based and will manage and coordinate all the Divisional level programmes from the Divisional Training Centre. It is the responsibility of the Divisional Coordinator to stay in each of the sub-centre of the Division for at least 5 to 7 days in order to contribute to the management of the Sub Centre. S/he will participate and contribute to the schooling as well as the monthly meeting. S/he will monitor the practical situation in the field, identify the weakness and explore various innovative interventions to achieve the organisational goals and objectives. As part of the administrative responsibilities s/he will approve the bill vouchers and leave as applicable. S/he can approve 15 days of leave as recommended by the Area Coordinator. S/he will also maintain liaison with the government and other organisations, individuals as required for the best interest of the organisation. S/he will arrange the Divisional meeting every 2 months and the decisions of the meeting are shared to the higher authority through the Divisional Coordinator. In addition, s/he is responsible for internal transfer and can recruit the Service Staff by consultation with the Central Team. S/he is responsible for planning, implementing and coordinating the Divisional activities to achieve the organisational goals and objectives. S/he is also arranging the Divisional level staff council every year to evaluate the Divisional level activities and results to achieve the goal and objectives of the organisation. S/he will report to the Divisional meeting, Divisional Council meeting, Executive Council and Central Staff Convention. Either the Divisional Organization or Training as available will be the In charge of the Division by consultation with the Central Team while the Divisional Coordinator is either on leave or out of work station for official tour.

The Divisional Organizer: (elected representative)

The Divisional Organizer is elected by the divisional level staff members in the Central Staff Convention every 2 years. The key role of the Divisional is to explore the activities of different areas of the respective Division including planning, implementing and coordinating the Divisional activities related to developing autonomous landless organisations. The Divisional is expected to stay in each of the sub-centre of the Division for at least 5 to 7 days in order to contribute to the management of the Sub Centre. S/he will report to the Divisional portfolio, Divisional meeting and Divisional Council. S/he is based and will manage the activities from the Divisional Training Centre. S/he will also maintain liaison with the well wishers as required for the best interest of the organisation. S/he will be a member of the Divisional Council.

The Divisional Trainer: (Elected representative)

The Divisional Trainer is elected by the staff of the respective Division in the Central Staff Convention every 2 years. S/he is responsible for creating innovation in training activities and finalising the training plan. In addition, s/he will collect information and arrange training to identify the relevant problems. In addition, this Team will follow up the progress, identify the weakness and send the proposal to the Divisional and Central Training Cell for further improvement. They will prepare the reports and will send it to the Divisional Team and Central Training Cell. The Divisional Trainer is a member of the Divisional Council. S/he will report to the Divisional portfolio, Divisional meeting and Divisional staff council.

The Area Council:

The Area Committee is responsible for the area level planning, implementation and coordination to achieve the organisation goals and objectives. The Area Council is formed by one or more than one sub-centre. The Area Council is responsible for the staff development of the sub centre, practises democratic values and culture and strengthens the activities related to the landless organisation. All area level staff are the members of the Area Council. All staff will have specific groups in the field except the Area Coordinator. However, the Area Coordinator will take the responsibility for the specific groups if s/he is managing only one sub centre. The Area Council will analyse the overall situation, identify the weakness and evaluate the activities and decide for further actions for innovation. This Council through the Area Coordinator is also responsible to arrange monthly meetings, evaluate the activities and recommend the proposals for the administrative decisions related to the staff salary, allowances, bill vouchers etc as required.

The Area Coordinator: (Elected representative)

The Area Coordinator is elected by the area level staff members in the Central Staff Convention every 2 years. S/he is responsible to organise group activities, explore new field, play facilitating role how the trainee will apply her/his knowledge and experience in the field, evaluate the results of cultural activities, staff development, sub-centre management, encourage staff and group members for collective initiative, implementing the activity plan and identify the strategies to achieve the organisational goals and objectives. S/he will monitor the activities, identify the weakness and will take necessary steps according to the policy for further improvement. The Area Coordinator will not have any specific groups in the field except the area where there is only one sub-centres operating. However, the Area Coordinator of such an area will take the responsibility for the specific groups if s/he is managing one sub centre. It is the responsibility of the Area Coordinator to stay in each of the sub-centre of the respective Area for at least 5 to 7 days to facilitate the field activities, identify the change out of the intervention, prepare reports for Division and Central Team including area level reporting as required by the organisation.

The Area Coordinator is responsible to arrange monthly meetings to evaluate monthly activities of the area. In addition s/he will approve the bill vouchers, staff leave up to 10 days.

If required s/he can transfer the staff within the area by consultation with the Divisional and Central Team. S/he can send the proposal to the Divisional Council in case of the transfer required outside of the area.

S/he is responsible to evaluate the probationary staff every six months and will send the report to the Divisional council. In addition, s/he is responsible to evaluate the regular staff yearly and send the proposal to the Divisional Team for annual increment.

The Area Coordinator reports to the Area and Divisional Council.

Monitoring outputs of area council

In the monthly area staff monitoring meeting, staff, or sub-centre present their monthly narrative progress report against the plan according to common report format. In addition, each of the sub-centre present their MIS data and two qualitative case studies. In addition to that, staff present the findings and recommendations which have been taken by landless groups/landless committees or representative meetings. It is mandatory for a member of the Divisional team to be present at the monthly monitoring meetings. This meeting is scheduled to be in conjunction with the prescribed field visit. This is to ensure that feedback and exchange of perceptions can be made. It is often also coordinated with the Central Team’s field visit. The Central team try to plan their regular field visits to coincide with the monthly meeting of the area. They also present their report/findings in the meetings. All of the staff of the area review their planned activities and achievements. As per the need they propose a revision plan. The MIS data is verified and proven in the area's monthly meetings. In the meeting staff reviews quality of programme implementation, practical challenges in programme implementation process. Through the discussion identify learning also formulate a plan of action. This is sent in written format to the Divisional and Central team for necessary information sharing, record keeping and approval of decisions as and when needed. The Report regularly collects these reports during their regular meetings for information sharing with the Central Team and is used for preparing reports.

Sub-Centre Representative: (selected representative)

Sub-Centre level activities are closely attached to the groups and considered as the main strength of the landless organisation. The staff working in the sub-centre plan and implement the activities based on the demand in the field. There is one representative in each Sub –Centre to manage the sub-centre level activities. The women staff if available in the sub-centre will represent the Centre as per organisational policy. The Area Coordinator will take the responsibility if there is only one sub-centre existing in the area.

The sub-centre representative is selected by the Divisional Council as proposed by the Area Council. The responsibilities of the sub-centre representative are to manage the sub centre, maintain discipline, planning and implementing the activities of the groups of the landless organisation. S/he also arranges weekly meetings to evaluate the activities and to develop the consciousness level of each staff working in the sub-centre.

However, the sub -centre representative has no role in approving leave, bill vouchers including proposing the staff salary or increment including dealing with other administrative issues.

Monitoring outputs of sub-centre

In the last weekly sub-centre meeting all of the staff together prepared a narrative report and MIS data sheet based on weekly sub-enter meeting records. Also they count learning from landless groups, experience from mobilisation, challenges and learning. Area/division/central team members present in the sub-centre meeting and present their findings in the meeting. This is the bottom level where the landless organisational voice directly reflects in the programme review, planning and decision making process. The MIS data is sent each month to the Report team, who in turn analyse and share their analysis of the current situation prevailing as per planned activities and outcome with the Central Team, accounts team and the Coordinator. This is important to ensure activities and actions are on track.

Program Organiser:

The Programme Organizers are recruited through advertisement centrally. S/he will be based in the sub-centre to manage the activities related to the group members. The key role of the Programme Organizer posted to the sub centre is to form the landless organisation through building awareness of poor and marginalised for collective movement, conduct group meetings, explore data collection and documentation, analyse the information and finally engage her/himself in regular mentoring the knowledge level through schooling and exploring the reading materials. The Program Organizer reports their work in the weekly and monthly meeting. In addition, s/he arranges the meeting with the well wishers of the organisation every three months. Only when the Programme Organiser has been elected to a particular position within the Organisation, s/he will then take on the role and tasks given, as per the description given above.

Participation of Landless Organisation

Nijera Kori has been practising a comprehensive planning, monitoring and evaluation and reporting system ensuring equal participation of staff and landless groups at all stages in the whole process. The landless groups evaluate their activities and formulate plans through regular meetings. In these meetings leaders, representatives of landless groups/committees from other working areas actively participate, along with the field staff of Nijera Kori. In fact, these meetings constitute the basis of the PME and management system. The information and recommendations generated from these meetings of the landless groups are discussed at various other levels (i.e. village, union, area and Upazila committee meetings and conventions etc.) of the organisation (Annex-B). The opinions and proposals of the landless received through this process are then sent to the sub-centres of Nijera Kori through Nijera Kori field staff, which later are discussed and evaluated at various levels of the organisation. Guidelines for Nijera Kori activities are set, through this process, and Nijera Kori staff members formulate the plans for the organisation on the basis of that. The executive council, divisional council and area presidents directly participate in field level activities on a regular basis. In addition, the staff and the groups at times visit each others’ working areas with a view to assess, evaluate, monitor and provide necessary counselling to their counterparts. The same process is followed when written reports are produced in each meeting based on which the annual report is made at the end of activity year.