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The Punjab Rural Support Program was operating in 24 districts of the Punjab. The regional structure was in the process of reorganization with the number being reduced from eight to six. PRSP had run a number of successful programs primarily in collaboration with the Punjab Government. PRSP’s community organization process was designed around the organization of poor rural communities, through the rediscovery of community consciousness, common aspirations and ambitions. These assets served as a basis for providing the rural poor with skill development, credit and technical support. The purpose of such a support system was to initiate and sustain a process of diversified growth of economic, human and natural resources specifically for the poor. The case has a Strategic Management focus, and analyzes the formation and expansion of PRSP into its current shape. It examines the strategic choices made by PRSP management in issues like the approaches to development (top-down/bottom up/participatory/planned etc.), working with the government, and options and choices regarding sectored and regional operating areas. The case then deals with the challenges and problems facing the strategic areas in which PRSP was operating. The case addresses options for future growth and sustainability, given PRSP’s internal resources and capabilities, the expectations and requirements of stakeholders, and the current and expected transitions and developments in the external environment. |
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