The need for an organizational restructuring was felt within the organisation, especially by the Directors. The process conceived was participatory in nature and involved 17 crucial members of the staff (G17) – experienced in Keystone and with clarity of the organisation’s goals. The G17 met through January 2008 and came up with four different models of organisation structure. Together we took the best from all and finalised the structure by September 2008. October – December was a period of testing and from January 2009 the new structure became applicable, coupled with an improved salary structure and reconciliation of different grades within staff.
The new structure tries to encompass the following new features:
- Strategic New Areas of work, which will enable Keystone to play a larger role in the Nilgiri Biosphere Reserve with all stakeholders. These include the formation of two support groups – Environmental Governance and Training & Information. The clarity and naming of the Culture & People Group (earlier called institutional development) has given more focus in activities and work with communities.
- Clarity of roles and responsibilities amongst staff and reporting structure.
- Management of programmes and support functions to shift to senior members amongst the staff and creation of specific slots, yet not filled up. Programme coordinators and additional coordinators are to take up more responsibilities and the directors are to provide specific training and inputs concertedly over a period of two years.
- An internal monitoring and evaluation system
The following diagrams explain the new structure and should be read in conjunction with the Tree Fall Gap. We hope that this new development will enable us to work more efficiently – with new energies and ideas. We also hope that Keystone will play an even more strategic and impacting role in the environmental development issues of the region.
Please click on the pictures to magnify them