Seva Mandir: Programme Evaluation-7th and 8th ... - AWS

Seva Mandir:

Programme Evaluation-7th and 8th Comprehensive Plan

2011-2016

Seva Mandir: Programme Evaluation-7th and 8th Comprehensive Plan

Table of Contents:

No Contents PageNo

1 Key Data 1

2 Executive Summary 2

3 Introduction 8

4 External Context and Situation Analysis 10

5 Analysis of Village Institutions and Natural Resource Development Programmes

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6 Analysis of Gender, Education and Health Programmes 33

7 Analysis of Dilwara-Peri Urban Programme 50

8 Key Results/Overall Synthesis 55

9 Recommendations 57

10 Appendices 63

List of Acronyms Used

ASER Annual Status of Education Report

CFR Community Forest Rights

CSR Corporate Social Responsibility

ECCD Early Childhood Care and Development

FPC Forest Protection Committee

GONGO Government established Non-Government Organization

GVK Gram Vikas Kosh (Village Development Fund)

GVS Gram Vikas Samiti (Village Development Committee)

ICDS Integrated Child Development Scheme

IFR Individual Forest Rights

IGP Income Generation Projects

MNREGA Mahatma Gandhji Rural Employment Guarantee Act

NFE Non Formal Education

NGO Non-Government Organization

NRHM National Rural Health Mission

NTFP Non Timber Forest Produce

NVM Nagrik Vikas Manch (Citizens Development Forum)

PIA Project Implementation Agency

RTE Right to Education

SHG Self-Help Groups

WEP Women's empowerment programme

WRC Women Resource Centres


Evaluation Report

1. Key Data

Name: Seva Mandir’s Programmatic Evaluation

Project Number against which this evaluation is planned: 20150201 G/BfdW-Ko 201-2015

Duration of the Project: October 1, 2016 to March 31, 2017

Title of the Evaluation: Seva Mandir’s Programmatic and Organizational Evaluation as per objectives in the ToR

Principal of the Evaluation: Seva Mandir

Contractor of the Evaluation: Monica Banerjee, and Aank Advisory LLP/Adil Ali

Date of the Report: March 17, 2017

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2. Executive Summary:

This evaluation has the mandate to assess Seva Mandir’s performance against the results mentionedin the last two contracts (2012 and 2015) between Bread for the World (BfdW) and Seva Mandir(SM).The assessment is aimed at equipping Seva Mandir for its own learning and reflection onstrategies adopted to achieve planned objectives in line with the vision and mission. The evaluationalso aims at serving the purposes of donor agencies supporting Seva Mandir. It delves to understandthe impact of Seva Mandir’s work with the communities and the institutions that got created out ofSM’s engagement in the villages for constructive work.

Key Issues and Main Analytical Points:

Seva Mandir has been making massive investments in generating livelihoods through NaturalResources Management; it works around strengthening human capabilities through education,gender work and health and finally it is involved in organising the rural folks around (village orcommunity) institutions that would give these people opportunities to self-govern for improvingtheir own lives and managing their common resources. The evaluation aims to understand thisparadigm adequately and visit structures and designs to see if these indeed transform the quality oflives of people. Also, how sustainable are these structures and in what ways they could be made so.The team relied both on empirical (intensive field visits, FGDs) data and secondary sources (reviewof literature) for the evaluation. Fieldwork covered at least 10 villages across three blocks ( Kotra,Jhadol and Kumbhalagarh) of Udaipur and Rajsamand districts of Rajasthan.

The Government of Rajasthan has ushered in development for marginalized sections by introducingschemes under Education, programmes for Women and Children, Livelihoods and Health. Right toEducation Act has ensured elementary schooling within one kilometer of range for 6-14 years oldchildren. The National Health Mission has prioritized Rajasthan for a number of schemes includingImmunization and Maternal health. Integrated Child Development Scheme has ensured earlychildhood care and development for 3-6 years old by way of provisioning for adequate nutrition, preschool learning, growth monitoring and referral services through institutionalized systems(Aanganwadis). Job Cards have been provided for at least hundred days of employment to onemember of any family living in rural areas under MNREGA that would also lead to creation ofCommunity Assets. Yet these schemes, even if sound as policies, suffer from execution gaps. Inaddition, the Government departments are yet to engage fully with NGOs at the policy level thoughthey may not be averse to engaging with the same NGOs for services delivery, often as extensionsor contractors of the state in taking the deliverables to the communities. In the long run, this mayleave the civil society with less room for imagination, autonomy or being capable of standing as anequal partner in democratic discourses.

There are various types of village level institutions formed as part of the work that Seva Mandirdoes at the community level. At the first level, are focussed single issue groups like water userassociations or women SHGs operating at the sub-village level. At the village level, there is theGram Vikas Samiti and the closely associated Gram Vikas Kosh or clusters of women SHGs. Thereare 568 such Gram Vikas Samitis. Further, there are processes of creating a Federation of GramVikas Samitis at the Block Level and a Federation of Women across Urban Udaipur. The keydistinction of the investments in village institutions is in responding to felt needs identified duringbuilding of local leadership. The creation of such autonomous groups leads to a certain degree offlexibility based on the local needs. The critical presence of such group formations on the ground

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not only leads to local accountability in the implementation of the any project oriented objective butalso generates social capital and emerges as a site of alternative politics demonstrating principles ofequality and democracy. Clear principles of this kind of approach are the belief in investing inpeople to work together for collective good so that people willingly take responsibility for their owndevelopment and at the same time promote ethics of transparency, accountability and democraticfunctioning at the community level.

Seva Mandir has been working on reviving livelihoods through investments in common resourcesthat are used by people. These include investing in and managing natural resources like forests,pastureland development, drinking water and sanitation, leveraging MNREGA funds. The primaryfocus on these activities has been to create opportunities to work together for common good. This,combined with its approach of mobilizing the community to work together, has been mutuallyreinforcing. At one end, people have come together in the interest of protecting common resources-that give them public goods as well as private gains. On the other hand, a cohesively strong groupof individuals, one that has been able to transcend identity interests, has been instrumental ingenerating sufficient social capital to protect and maintain the assets created through this process.This kind of constructive work done by Seva Mandir is what makes it stand out against the kind ofwork that usually happens in government works which fall into disuse even before they can providesufficient inputs to the users or even some other civil society asset building initiatives where followup tends to disappear as soon as the NGO withdraws from the project. Besides, the works have alsobeen able to create a source of fund for the GVKs for each village.

Seva Mandir’s Women and Child Development has two pillars- the Women Empowermentprogramme (WEP) that looks at enabling women in rural and urban areas of Udaipur andRajsamand socially and economically. Operationally WEP looks at Strengthening Women’s Groups(till September 2016, it had the distinction of initiating and activating 648 SHGs of women, eachSHG taking in around 15-20 women and 49 clusters that delve on social issues, each cluster having8-15 SHGs), Income Generation Groups (650 groups; each having 15 women), Federations (140groups from 10 clusters where around INR 40,0000 is available every month for distribution acrossgroups and women) and a Short Stay Home for homeless women; the latter two are in Udaipur. Thesecond pillar of WCD programme focuses exclusively on Early Childhood Care and Development(ECCD). While Seva Mandir monitors government run Aanganwadis in many blocks of Udaipur, italso runs Balwadis with support from the Gram Vikas Committees (GVC). The Balwadis are fullday (eight hours) crèches and nutritional meal centres for children between one to five years. Atpresent, Seva Mandir runs 224 such Balwadis in 169 villages. Together they reach out to 5383children. The programme has made adequate efforts at giving meaning and substance to gendermainstreaming of SM’s depth and range of constructive work. As an independent program, WCDeffectively caters to financial security (SHGs, IGPs), emotional well-being (solidarity reinforcinguser groups, Balwadis), infrastructural services (clusters, federations) and social safety (WRCs,Short Stay Homes) of women. In so doing, it has given agency and voice to the wants of womenincluding converting the unfelt needs into felt ones. What the program has also done is it hassingularly integrated SM’s thematic areas by bringing in the gender dimension across allprogrammes. The village institutions of GVCs and GVKs not only have equal representation of menand women but they also have organic linkages with SHGs. Another achievement is the sheeropportunity the program provides to scores of rural women by inducting them as para workers.

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Some 160 Non Formal Education centres run in 130 villages of SM’s catchment area. Thesecentres cater to children of 6-14 years of age (elementary levels). Around 6000 children study inthese centres. The levels of learning are categorised as C, B and A where a child who attains level Ais considered to be an independent learner. The teacher to student ratio in these centres is usually1:30. Whole objective of the NFEs are to make education accessible for far off villages andmarginalised communities, improve learning levels among the children and mainstreaming themwith the state schools. Around 1200-1500 children are mainstreamed with state schools every yearfrom these centres. SM only facilitates these schools that are in every way community run; allelements of autonomy, ownership, trusteeship rests with the community/GVC. Besides residentiallearning camps for out of school children, activity centres within the premises of governmentschools, scholarship programmes for meritorious but disadvantaged students and Youth resourcecentres for adolescent girls and boys complete the education portfolio.

Seva Mandir divides its Health program into Maternal Health and Child Health. This programoperates only in Udaipur district. Some 277 Traditional Birth Attendants (TBAs) form the backboneof the Maternal Health programme. In 152 villages, these women, incubated and regularly trainedby Seva Mandir pay home visits to village women, examine them for pregnancy etc , test them foranaemic conditions, take them to ANMs for tetanus injections, and finally for institutional delivery.For all their Ante-natal and Pre natal care, a TBA of Seva Mandir gets paid through specific workbased coupons. Just as TBAs run the Maternal Health programme, Child Health is handled by the99 Bal Sakhis that Seva Mandir has as para workers. Each of these Bal Sakhis are given themandate of Home based Care for preventing child mortality and morbidity, addressing under-nutrition and malnutrition. Suggesting and facilitating Immunization of children is another of theirfunctions. In 2015-16, Seva Mandir immunized 5100 children through 91 camps where equalnumber of boys and girls were immunized. While the Health program has neatly divided itself intomaternal, child and immunization projects, the team notes with some concern that resources aredwindling in the program.

Seva Mandir has been working in Delwara, a peri urban area over two decades. This is a largevillage with peri-urban characteristics and has a number of different castes (26) with the settlementpattern typically being caste based. Interventions have been to address the drinking water shortages,sanitation, collection of household solid waste, skill building for youth and women SHGs (26 at thepresent time) through the creation of Nagarik Vikas Manch (Citizens Development Forum).Through the forum Seva Mandir has also sought to revive and promote the heritage of this oldsettlement through Heritage Walks. The NVM team members and the Seva Mandir team havesought to create innovative models of improvements in civic amenities and public spaces. Thesehave been taken forward through new institutional spaces that enabled citizens to start participatingin the governance and development of Delwara- mohalla sabhas and Nagrik Vikas Manch. Therehas been complimentary investment in Heritage conservation, motivating youth, and ongoingsupport for income generation programmes and support for SHGs for women.

Conclusions and Lessons Learnt

In our engagement with the Seva Mandir team at the Udaipur office as well in the field teams acrossthe blocks-Kotra, Jhadol and Khumbalgarh, what stood out is the dedication in their work and a

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strong belief that they are facilitating a community change process by getting people together toaddress their issues themselves.

The emphasis on constructive work that we see in the work done by Seva Mandir, in ourunderstanding, is based on the principles of collectively addressing common problems throughdialogue and engagement of everyone, without leaving out the marginalised sections. This is easiersaid than done, especially in communities divided by class, caste politics, patronage and tribalaffiliations. Seva Mandir has sought to work at the village level with a priority to focus on theconcentration where the poorer/marginalized sections of the community stay, but they have notshied away from the upper caste areas when the program logic has dictated their involvement. Theinvestments in getting people together to collectively analyze, priortitize and address issues werevisible in all locations. This showed the ownership of the community over the programmes that arebeing implemented currently through financial support from various sources but also, moreimportantly, even in locations that have no ongoing (Seva Mandir supported) projects.

With the changing discourse in the development sector towards rights based work focussing oncreating pressure on duty bearers, constructive work may seem without context, even as marketbased solutions are also gaining momentum. In our understanding, it is the manner in which thework is rooted at the community level starting with issue identification to planning, monitoringimplementation and supervision over para-workers providing the identified services or facilities thatforms the bedrock of all of Seva Mandir’s work. The selection of project interventions is actuallydone with the intention of its ability to mobilize people to collectively address problems. Mobilizingcommunity for constructive work seems to go hand in hand with articulation of rights at the fieldlevel. The rights are not just limited to demanding accountability from the duty bearers of the statebut also in addressing traditional community arbitration and decision forums (jati panchayats) oraddressing issues of rights of women at the community, household and personal levels. What mightbe relevant for Seva Mandir to do is to highlight this kind of work that is already happening at thefield level to show that the community is not only articulating but also demanding informationaround issues that determine their well-being.

Seva Mandir may want to take a next step of looking at deepening its engagement with the statewhere it already has considerable engagement -for instance as a member of the Rajasthan StateMNREGA council or monitoring Aanganwadis, being PIA for MNREGA across 100 panchayatsand the engagement with the community to ensure that schools are being run, records for work arebeing maintained or if community members are receiving their pensions or food allocations asprovided in the relevant policies and schemes of the government. A systematic engagement in thefunctioning of the gram sabhas and panchayats is needed as well as with other instruments of thestate- from local governments to various line departments of the government. Orientation for thesame is already being given at the field level though the trainings conducted by Seva Mandir.

As has got highlighted at various parts of the report earlier, Seva Mandir has built a number ofinstitutions-the Van Utthan Sansthan, the Nagrik Vikas Samiti and various village level GVS. Aclear approach to spin them off needs to be built into project design for these institutions to be ableto grow and take forward their agenda independently of Seva Mandir. Maturing of these institutions

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will also enable them to play a greater advocacy role which Seva Mandir, as an organizationundertaking projects supported by international funding, may not be able to take up due to variousnational statutes and policies.

Seva Mandir thus needs more institutional preparedness and a process of internal dialogue torecognise how constructive work can co-exist with rights based programming. As mentioned above,the conversations already exist, and they need to be picked up and channelled. Being immersed inpeople led development for more than half a century now, SM can easily lead civil society to takeon more difficult problems as this long experience has given trust and authority to work in areas ofintervention.

Recommendations

Recommendation 1 (for Village Institutions Programme):Seva Mandir, should, prepare clear guidelines about the manner in which Seva Mandir signatories can be withdrawn from the respective GVK bank accounts as soon as it can ensure that there is sufficient maturity in the group to handle their own finances. Regularity in elections needs to be ensured and Seva Mandir should facilitate timely elections across the GVCs, even if they are currently not actively engaged with the project implementation plans of Seva Mandir. Recommendation 2 (for Village Institutions Programme): recognizing the logistical challenge inpreparing such an Index on regular basis across the villages that Seva Mandir works in, it would beuseful for the GVC to revisit the same at least once in two years.Recommendation 3 (for Village Institutions Programme): A more systematic effort towards mobilizing gram panchayats and enabling gram sabhas needs to be integrated into future planning. Recommendation 4 (for Natural Resource Development Programme): If required, a separate fundraising window may be explored and financed to facilitate further CSR funds as there are separate reporting and compliance requirements when such funds are mobilized.Recommendation 5 (for Natural Resource Development Programme): The norms pertaining to government schemes are a constraint in being able to leverage funds and Seva Mandir can explore if donors can allocate matching grants or additional resources that will permit adequate design flexibility, for example, in the provision of drinking water and sanitation facilities.Recommendation 6 (for Natural Resource Development Programme):Seva Mandir has to supportVan Utthan Sangha to take that next critical step in being a truly autonomous organisation that works in partnership with various GVS and Seva Mandir. Explore possibilities for the collection and sale of NTFP as permitted by the rules in Rajasthan through the FPCs/GVSs or even the VUSRecommendation 7 (for Women and Child Development Programme): More SHGs should be included under IGP. 75 percent loans still for non productive purposes need to be curbed. More rural women should be brought under IGP netRecommendation 8 (for Women and Child Development Programme):Given its wonderful track record and the fact that early child care is an issue that should muster enough traction by the CSR, it would be prudent to raise more resources for this program. Recommendation 9 (for Education Programme): Seva Mandir continues running Shiksha Kendras and also opens new ones in more locations based on needs and demands voiced by the community. Recommendation 10 (for Education Programme): SM should put all energies in the NFE centresand also in residential camps to complement the centres rather than spreading its resources too thinwith scholarship programme and activity centres in government run schools.

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Recommendation 11 (for Health Programme): a revisiting of the existing work within this program and coming up with more innovative ways of designing maternal and child health projects.Foraying into the domains of Adolescent and Sexual Health, addressing harmful practices against women like pushing age of marriage for girls, addressing mal nourishment could be looked into and may be more focused work on mal-nutritioncould be designedRecommendation 12 (for Health Programme):Reviving the hospital and well laid physical infrastructure at Khedwada by giving it an innovative spin and human resources could be a worthwhile idea Recommendation 13 (for Peri-Urban Dilwara Programme): Greater Engagement with GramPanchayat is requiredRecommendation 14 (for Peri-Urban Dilwara Programme: Promoting the autonomy of theNagrik Vikas Manch by using its own resources to pay for the para-workersRecommendation 15 (for Peri-Urban Dilwara Programme: Operations in the field should becontinued even if the elected leadership is not supportive of the processes that Seva Mandir wantsto promote, if they have been designed with the consultation of the community.Recommendation 16 (for Peri-Urban Dilwara Programme: Seva Mandir should engage with thenew management of the Devigarh Palace Resorts to explore creative ways of working together forthe development of Dilwara.

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3. Introduction

3.1 Purpose and Aim of the evaluation

The purpose is to assess Seva Mandir programmatically and organizationally. The evaluation has the mandate to assess Seva Mandir’s performance against the results mentioned in the last two contracts between Bread for the World (BfdW) and Seva Mandir (SM) where the former supports the latter monetarily.

The qualitative and quantitative assessment is aimed at equipping Seva Mandir for its own learning and reflection on strategies adopted to achieve planned objectives in line with the vision and mission. It also aims to help the reference community for whom the programme is planned and implemented. Finally, the evaluation also aims at serving the purposes of donor agencies supportingSeva Mandir.

The assessment delves to understand the impact of Seva Mandir’s work with the communities and the institutions that got created out of SM’s engagement in the villages for constructive work. Seva Mandir has been making massive investments in generating livelihoods through Natural Resources Management; it works around strengthening human capabilities through education and health and finally it is involved in organising the rural folk around institutions that would give these people opportunities to self-govern for improving their own lives and managing their common resources. The evaluation aims to understand this paradigm adequately and visit structures and designs to see if these indeed transform the quality of lives of people. Also, how sustainable are these structures and in what ways they could be made so. Gaps, if any, could be addressed through the assessment tosuggest ways forward for tightening and fine tuning the already deep engagement. 3.2 Evaluation Design/Methodology

In keeping with the spirit of Seva Mandir's development strategy of “enabling ordinary people to become key agents of change”, the Evaluation sought to capture the voices of the individuals actively engaged with Seva Mandir in the field. Data as generated by Seva Mandir through its PME system was treated as given as there was limited time to generate fresh data. The focus, thus, was to understand Seva Mandir’s operations in the field, the thoughts behind it and document the perception of the men, women, boys and girls that Seva Mandir works with and their feedback on the multiple level collective forums through which Seva Mandir's mediation is channelized.

The following steps were used in the evaluation process:

1. A secondary review of books, reports and proposals related to Seva Mandir's work in the field. These include materials referred to in Annexure 4 of the ToR, but were not limited to the same.

2. The Evaluation team sketched the broader developmental context during the project period that Seva Mandir has implemented as per Comprehensive Plan 7 and the ongoing Comprehensive Plan 8. Ongoing changes in the developmental environment are also listed.

3. Based on the review of the materials and a situation analysis mentioned in 1 and 2 above, the evaluation team drew up a checklist of key queries that are pertinent to objectives 2 and

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3 of the TOR. These thematic checklists were shared with SM team for feedback and before commencement of fieldwork.

4. A detailed review and perception of Seva Mandir team about their work followed by a review of the PME system was done on 7-11-16 and 8-11-16 before starting field work.

5. Fieldwork covered at least 10 villages across three blocks ( Kotra, Jhadol and Kumbhalagarh) and included a mix of focused group discussions, observations of various activities and individual interviews and participatory exercises The Seva Mandir team helped identify the specific villages keeping in mind the need of the evaluation team to generate a broad understanding of their work. Besides this, the evaluation team visited the peri-urban work in Delwara. The following parameters were kept in mind for the evaluation team to capture the perception of the communities, men, women, boys and girls:

Both districts of Udaipur and Rajsamand are covered Villages with good VCI and poor VCI index scores are covered. Villages should include those where Seva Mandir has been working for a long period of

time and those in the recent past (post 2009) Villages that have a number of activities rather than a single or particular activity

The schedule is available in Appendix 1.

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4. External Context and Situation Analyses

With 70 years of Indian independence, the country is still facing multiple challenges. Thispertains to the growing income inequality, increasing disparity between rural and urban areas, an agrarian crisis combined with jobless growth that have created limited livelihood opportunities especially in rural areas. Given the welfare state is changing in India, we have also seen changes in the manner in which the India state has addressed theneeds of its citizens. Given the Federal structure, there are different responsibilities of theCentral Government, State Governments and for the past two decades for the local self-governments. The Indian state still runs a large number of development schemes and programmes and we look at some of them in the in relation to the state of Rajasthan.

Education: The Right to Education Act (2009) is applicable to Rajasthan as well. It ensures elementary schooling within one kilometre of range for 6-14 years old children. The Act wants investments in inputs like provisions for drinking water, toilets including toilets for girls, reasonable teacher –student ratio, library, playground, right qualificationsfor teachers and their trainings, Mid-Day Meals for children, classrooms and other physical infrastructure etc. It says that aided schools have to reserve 25per cent of their seats for students from economically weak sections (EWS). Private schools that are not government aided also have to reserve 25 per cent of their seats in Class 1 for EWS students; the government will compensate them. All government schools will have schoolmanagement committees, 75per cent of whose members will be parents or guardians of the children. Fifty per cent of these have to be women. State Child Rights Commission will monitor implementation of the RTE Act. The state has to set up a state education advisory body. School management committees will maintain the records of all children in the age group 6-14 years and ensure that they are in school.

However, reports say that Rajasthan schools fail to meet RTE benchmark. The condition of government schools in the state is way below the mark set by the Act. Survey reports while taking into account the improvement in infrastructure and providing mid-day mealspoint at problems of poor retention levels and low quality of learning. Two out of every three children in government schools in Rajasthan after five years of schooling can barelyqualify for Class 2. Data with the education department shows that the state has over 4 lakh teachers in 49,853 primary, 51,955 upper primary; 15,503 secondary and 8,144 senior secondary schools. As per Annual Status of Education Report (ASER) in 2011, 21 per cent students could do simple subtraction, which dropped to 19 per cent in 2012. According to recently released ASER 2016, the proportion of girls (age group 11-14) out of school in Rajasthan at 9.7 percent remains greater than national average of 8 percent. Overall reading levels in Standard V are almost the same year on year from 2011 to 2016;however, the proportion of children in Std V who could read a Std II level text improved by more than 5 percentage points from 2014 to 2016 in Rajasthan.

Health: The National Health Mission has prioritized Rajasthan for a number of schemes including Immunization and Maternal health, Women and Child Health. The Janani Suraksha Yojana (JSY) aims at reducing maternal and neonatal mortality by promoting institutional delivery among poor pregnant women and providing financial assistance of


Rs. 500 per birth up to two live births to the pregnant women who have attained 19 yearsof age and belong to the below poverty line (BPL) households. The Integrated Child Development Scheme aims at providing supplement nutrition, non-formal pre-school learning, immunization facilities, health check-up and nutrition and health education. Thebeneficiaries under the schemes are children less than 6 years of age, pregnant and lactating women, and women in the reproductive age group of 15 years to 44 years and adolescent girls in selected blocks. The service providers are ASHAs ( Accredited Social Health Activists) drawn from the community, ANM ( Auxillary Nursing Midwife) and Aanganwadi worker. Both the Women and Child Development department and Health department work jointly to provide services.

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In an evaluation of ICDS done in 2015, it was found that in the selected 39 Aanganwadi of Rajasthan. 88.9 percent were running in pucca building, 38.9 percent had electricity, 35.1 percent had separate kitchen, 1.8 percent had cooking gas and toilets were available in 59.3 percent AWCs. All the AW workers had received job training, 83.3 percent have received refresher training, 38.8 percent have received Orientation training, 37 percent have received skill training in WHO growth standards and 18.5 percent have received skill training in mother and child health. Appropriate and adequate per school education material was available in 59.2 percent AWCs. Interruption in supplementary nutrition wasseen in 22.2 percent centres in a span of six months. Thus there were program gaps in the infrastructure of AWCs, training of AWW and coverage of supplementary nutrition.

At another level of district specific tracking of the efficacy of ICDS programme where CSR and civil society had joined hands, surveys showed that as high as 99 percent of the 1721 Aanganwadis remained open in Ajmer and Rajsamand followed by Udaipur ( 98%) and Bhilwara ( 90%) for data taken in third quarter of the year 2016. Staff availability permonth hovered between 30 and 66 percent . For three months (October to December 2016) tracking of children confirmed their presence in the range of 45 to 60 prcent.

Overall, the statistics are a matter of concern. The Infant Mortality Rate is 47 and Maternal Mortality Ratio is 255 which are higher than the National average. The Sex Ratio in the State is 926 (as compared to 940 for the country) and Child Sex Ratio stands at an abysmal rate of 883 girls per 1000 boys (against national average of 914). However one must mention that child sex ratio is extremely favourable in most of the blocks of Udaipur and Rajsamand distiricts. The following table shows some of the indicators.

Demographic, Socio-economic and Health profile of Rajasthan State as compared to India figuresItem Rajasthan India

Total Population (Census 2011) (In Crore) 6.86 121.01

Decadal Growth (%) (Census 2011) 21.44 17.64

Crude Birth Rate ( SRS 2013) 25.6 21.4

Crude Death Rate ( SRS 2013) 6.5 7

Natural Growth Rate ( SRS 2013) 19.1 14.4

Infant Mortality Rate ( SRS 2013) 47 40

Maternal Mortality Rate (SRS 2010-12) 255 178

Total Fertility Rate (SRS 2012) 2.9 2.4

Sex Ratio (Census 2011) 926 940

Child Sex Ratio (Census 2011) 883 914

Schedule Caste population (in crore) (Census 2001) 0.97 16.67

Schedule Tribe population (in crore) (Census 2001) 0.71 8.43

Total Literacy Rate (%) (Census 2011) 67.06 74.04

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Item Rajasthan India

Male Literacy Rate (%) (Census 2011) 80.51 82.14

Female Literacy Rate (%) (Census 2011) 52.66 65.46

Gender: Rajasthan, like many of the 28 states (administrative unit demarcated mostly on linguistic considerations) in India has traditionally been a patriarchal society. Deeply ingrained social practices, traditions and customs passed down through generations have created a culture that accepts discrimination against women as a part of life. This discrimination shows up in some of the most troubling statistics on the status of women in India; Rajasthan holds the record for highest percentage of married females between the ages of 10 and 14, and has one of the lowest sex ratios in India. Discrimination against women manifests itself in many forms that start even before birth. Sex selection, not celebrating the birth of female children girl-child, naming girls Mafi (Sorry) or Dhapu (Enough) and forcing them to drop out of school after primary level to assist at home are just some examples of this. The prevalence of child marriage and the dowry system, an insistence that girls keep purdah, domestic violence, and harassment of young girls by in-laws are also linked directly to gender inequality. Women are excluded from decision-making processes in their homes and communities, and traditional caste and community leadership structures do not encourage women to voice their grievances openly1.

Livelihoods ( MGNREGA): MNREGA2 is a flagship programme of the government of India, guaranteeing 100 days of employment per year to any rural household that desires it. This is a supplementary income programme designed to enhance rural incomes. The programme has been used to undertake road construction, watershed programmes and building community assets in rural areas. While there was a lot of optimism when the MNREGA rolled out, there has been despondence over the past few years with reduced budgetary allocations and a marked disinterest seen in the Central as well as the state government in recent years. With poor implementation on the ground, issues of access to the programme, participation of all people and accountability have continued to dodge the programme. For Rajasthan, during the period under review the average person-days per household had consistently been above the national average but still hovering around 50 days per year instead of 100 days of guaranteed work.

1

Source: www.vikalp.org2 Data/graphs on MNREGA from official MNREGA website

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Combined with issues of registration of workers and delayed payments, the benefits of the programme have not been able to support the rural population as planned. The declinein the interest of the state in proper implementation of the programme is also clear in the falling work completion rates over the period under review, especially in the last three years.

Udaipur continues to be among the poorest performing districts in Rajasthan as far as Person days of work generated through MNREGA with only about 72 percent of the projected person-days being generated in 2016-17. Only Karauli has figures worse than this in all of Rajasthan. There is a lot of potential in the programme, and if implemented in the spirit in which it was drawn, it can help create not only supplementary employmentand livelihood support but also rural infrastructure and community assets get built.

Overall Situation: State schemes despite being sound as policies suffer from execution gaps. In addition the state departments do not seem to be open to engage with NGOs at the policy level though they may not be averse to engaging with the same NGOs for

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services delivery, often as extensions or contractors of the state in taking the deliverables to the communities. In the long run, this may leave the civil society with less room for imagination, autonomy or being capable of standing as an equal partner in democratic discourses.

Civil Society: Till mid-nineties, voluntarism and constructive work led social development had much attraction and currency with the state too using the space offered by voluntary organisations (VO)- sometimes VOs were fellow institutions complementing state’s perception of social change and at other times just as arms or contractors for state’s distribution of goods and services. Yet as the nation state assumed time and distance from date of independence the political realities and thinking also began changing. Activism through the route of Advocacy became the new mantra; this wasformulated by the new leaders of what began to be collectively known as civil society- a set of institutions outside the market, state and family and one that subsumed Not-for-Profit organisations too. Voluntary Organisations were to be referred to as NGOs (Non Governmental Organisations) by mid eighties. The concept of Seva (service) and Parmaarth (charity) began to make way for movements and protests to demand services from the state. The idea of the citizenry coming together to discharge responsibilities for collective and common good was constructive work3 (rachnatmak karya as defined by Gandhi). New imagination within civil society spoke more about demanding rights and services from the state.

In some ways, the rhetoric of rights started gaining precedence over responsibilities. By mid eighties, the term NGOs came in vogue rather than VOs. Whether it was the Integrated Child Development Scheme ( ICDS and Anganwadis), National Rural Health Mission (NHRM), Right to Education Act (RTE), National Rural Employment Guarantee Act (MGNREGA) or Joint Forest Management (JFM)- all schemes and policies of state- NGOs had a role in deepening social democracy by way of engaging with issues of gender equity, partnership, engaging deeply with people as user groups within the framework of each of these state schemes and programmes. Vikalp and Digantar are examples worth acknowledging in the fields of Gender and Education respectively.Situating Seva Mandir within the Civil Society in Rajasthan : Having accomplished almost half a century of existence, Seva Mandir’s struggles and efforts to remain contemporary and relevant without giving away its sense of history is considered

3 Defining constructive work: The Constructive work program is centred on the idea that members of society take responsibility for overcoming the social and economic problems that they confront in their communitiesand society at large. The design and process of constructive work should be such that ordinary people, specially those who are poor and oppressed should be empowered and benefited; should come together, exercise mutual assistance and cooperate with each other free of oppressive hierarchies. This approach is distinct from claim making and seeking entitlements in so far as it puts a premium on building the autonomous capacity of ordinary people and civil society institutions to contribute to the well being of the least advantaged sections of society. It is an approach that seeks to enhance the ethical agency of local people to build more just social relations amongst themselves while at the same time resist oppression and exploitation whatever it's source. This approach is not antithetical to claim making or entitlements, but it is different in that it sees the foundation of a just society based on self governing communities working for the common good through democratic means and not on the writ of the state and its bureaucratic apparatus. The key feature of the constructive work approach is building the ethical agency of people, hence the emphasis on performing duty and building common property resources wherethe interests of the rich and poor and future generations are protected.

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phenomenal in the CS history of India. An institution that could well be regarded as the torch bearer of constructive work, Seva Mandir has many vital learnings on offer. For many decades SM has been providing significant lessons to students, Indian and global, in voluntarism. As an organization it took pride in facilitating development not by way of projects but where villagers could govern themselves by co-creating local institutions andeventually building stronger communities. It was this idea that led SM engage in “improving people’s livelihoods through( work on) natural resource development, deepening human capabilities through (work on) health, gender, sanitation, clean drinking water etc and above all restoring people’s abilities to self govern”. Being immersed in people led development , SM can easily lead civil society of not only Rajasthan but the country as a whole to take on more difficult problems as this long experience has given trust and authority to work in areas of intervention.

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5. Analysis of Village Institutions Program (VIP) and Natural Resources Development (NRD) Program

5.1 Village Institutions Programme:

5.1.1 Description :

As set out in the introduction, Seva Mandir works in both mixed population groups as well as villages with primarily tribal populations. There are strong traditional caste/tribe based formations that influence daily life by setting rules and norms and acting as guardians to traditions. Mobilizing the community through its own self -governance mechanisms forms a core of Seva Mandir's work. It is these core elements that underline the spirit behind constructive work done by Seva Mandir in the community. It is here thatthe work takes a distinct break from various services provided for the benefit of the community by other development agencies. In its operational logic, Seva Mandir works in the areas where there are significant service gaps in the obligations of the state. Provision of these facilities, like supplementary education, pre-school care etc. is not done in the traditional service delivery modes which tends to create a clientele serviced by a patron, much in the same way as we find in the implementation of various government programmes, most of which suffer from inappropriate design or implementation failures.

The key distinction to our minds is the investments done in responding to felt needs identified and building of local leadership. This is done to harness the efforts in their area through the development of Village Development Committees- (Gram Vikas Samiti)with a mechanism of having its own fund collected through contributions or by organising a Water Users group to undertake operations and management of micro-irrigation project or for the supply of drinking water. The creation of such autonomous groups leads to a certain degree of flexibility based on local needs. The critical presence of such group formations on the ground not only leads to local accountability in the implementation of the any project oriented objective but also generates social capital and emerges as a site of alternative politics demonstrating principles of equality and democracy. Clear principles of this kind of approach are the belief in investing in people to work together for collective good so that people willingly take responsibility for their own development and at the same time promote ethics of transparency, accountability and democratic functioning at the community level.

There are various types of groups formed as part of the work that Seva Mandir undertakes at the community level. At the first level, are focussed single issue groups likeWater User Associations or women SHGs operating at the sub-village level. At the villagelevel, there is the Gram Vikas Samiti and the closely associated Gram Vikas Kosh as alsoClusters of women SHGs. Further, there are now processes of creating a Federation of Gram Vikas Samitis at the Block Level and a Federation of women SHGs across Urban Udaipur.

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While some of these collectives have been covered elsewhere in the report, (the Clusters of Women Groups in the WCD section or the Water User Association in the Natural Resources sections) , we will focus on the Gram Vikas Samiti and Gram Vikas Kosh in this section. Formations such as women SHGs and user groups for specific water supply (drinking water, lift irrigation etc) operate as a collection of interested individuals/families. The Gram Vikas Samities operate at a village level. There are also examples of formations like a Producers Association managing a Daal mill in Kotra or the Van Uttahan Sansthan that have emerged out of Seva Mandir’s work in collecting people together to give synergy to their efforts towards betterment for their selves and their communities. Similarly, we see clusters of Women's group operating at the Panchayat level and an emerging conversation on federating the Gram Vikas Samities at least to the block level.

There are thus a clutch of autonomous groups working at multiple levels within the rubricof the work done by Seva Mandir. The institutional arrangements vary across the villages.Some of these samuhs work independently, while others work in coordination with the Gram Vikas Samiti acting as sub-groups of the GVC. Most groups focussing on private consumption support tend to work independently of the Gram Vikas Samiti, however there are connections with the Gram Vikas Kosh. Some of these samuhs borrow money from the Gram Vikas Kosh and there is at least one such instance where such loans are being provided by multiple Gram Vikas Kosh's to one such Samuh-the Daal Mill in Medi,Kotra Block of Udaipur district. In 2012-13 a loan was provided to the Medi Daal mill from Nakola GVK. In 2014-15, multiple loans were given by GVKs of Medi, Koldara and Dhanodar villages. The Medi daal mill operates as an informal producers association of 104 farmers in four villages.

Gram Vikas Samiti/Committee

The Gram Vikas Samitis (GVS) operate at the village level and there are instances of 5 GVS operating in a large revenue village. There are currently 581 GVC, out of which 580have been trained and are undertaking their functions as autonomous village institutions. All households in the village are brought together and they jointly decide a membership fee (one time), with the principle that the poorest household in the village can participate in the process. A membership committee is selected through an election process and a three day orientation is given to the leaders. The GVCs and various village level Samuhs then look at the specific requirements in the village and approach Seva Mandir. Seva Mandir, through its internal processes, tries to respond to the emerging requirements. Elections to the GVCs are held every three years, the primary focus is on bringing peopletogether for their common interests and to encourage participation, especially the poor and the marginalised groups in the village. Seva Mandir has promoted the participation ofwomen and, more recently, children in the executive committees so that their perspective isn't left out.

The Gram Vikas Samitis form the base of all activities that Seva Mandir undertakes in thevillage. From identification of needs, planning, execution and monitoring, the GVS is engaged in all activities of Seva Mandir. The Gram Vikas Samiti acts as an community

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oversight body for Seva Mandir activities at one level and as an enabler of the programme implementation on the other through its voluntary support. These serve as vehicle to promote community based governance by encouraging people, to take charge and chart out their own development requirements where people from their own community recognise each other’s abilities and jointly contribute in addressing the collective aspirations of the entire village. Engaging with, planning, monitoring and running village level processes ensures their involvement in these developmental activities. The GVCs monitor all work in the village, including the performance of the para-workers like the NFE teacher, Health Attendant (Bal Sakhi), Trained Birth Attendant(Dai),Balwadi coordinators (sanchaalika) and till recently were also disbursing their wages. In some instances, these wages have been paid through the interest income generated in Gram Vikas Kosh.

Gram Vikas Kosh

The Gram Vikas Kosh is a locally collected fund to enable some amount of autonomy in addressing the needs of the people of the village. This is a common pool of resources thatis voluntarily collected through membership contribution of the Gram Vikas Samitis and collection of a token amount for works done in the village. In its broad principle, it applies to any work in the village as per the guidelines of the GVK. {Typically it has been 10% on expenditure by Seva Mandir on labour costs for collective benefit and 20% for those enhancing private assets). While membership fee is decided by the GVS when they are set up, the token component is uniform across all Seva Mandir project locations. Token contributions are also made for accessing the flow of benefits from productive assets such as harvesting of grass from the pasturelands protected and developed in their villages. There are currently 650 GVKs across the Seva Mandir work area.

The money is collected in the Gram Vikas Kosh, is administered by locally elected members and is traditionally held in the form of Bank Fixed Deposits. Typically, the interest earnings of the FD are being used by some GVKs to finance some of their expenses related to village development. The broad principle is that the Principal of the Gram Vikas Kosh should be preserved and is only to be used in case of a natural calamityor emergency, but the interest can be used for financing some productive activities based on the consent of all the members. While some money is held as cash, most of the money is kept in the Bank accounts that typically have three signatories, two being members of the Gram Vikas Kosh and one a Seva Mandir staff. Operations of the bank accounts happen with two signatures, with the Seva Mandir staff's signature being essential.

Federations of GVC:

There has been work on Zonal level federations of GVCs. A zone is a Seva Mandir administrative unit, typically covering comprising 10-20 villages with each of the six blocks that Seva Mandir works in. On an average, each block has around five zones. Currently, there are 32 zones with two Seva Mandir staff at each zone. Various issues come up at the village level, and not all of them that can be solved at the village level.

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This has led for a need to create such federations. There are now plans to build up Federations at the block level too. The planning is to have block level federations by the end of this plan year in Jhadol, Girwa and Kherwada blocks. This federation will also aid in cross learning and the aggregation of the GVKs, creating possibilities of loans and support to each other.

5.1.2 ASSESSMENT

Seva Mandir is working across 581 Gram Vikas Samitis and 15 urban locations in Udaipur. There are a number of interventions being done by Seva Mandir in the areas of natural resource development, water and sanitation, women's empowerment, health and education etc. From the activity matrix available as an appendix, there we can see 13 different types of activities being done in the villages, excluding the functioning and regular capacity building of members of GVC and GVKs. For the GVCs, five or more activities are currently being conducted only in 76 villages and this number increases to 187 villages if we consider 3 or more activities. This underlines the fact that project activities are a means of engaging with the village communities. Currently, 255 GVC locations do not have any activities being done. (Please see Table in Appendix 2). This includes villages that Seva Mandir has helped form GVC's and implemented projects in the past and also some new GVC which are in the process of being formed but no projectbased activities have been undertaken so far.

650 Gram Vikas Kosh are being maintained with the current average holding of Rs. 56, 578. Of the GVKs, 145 have a balance above Rs. 56,000. 11 GVKs have a corpus over Rs. 5 lakhs which can give them an income stream of about Rs. 40, 000 per year which may part-cover the costs of the para-workers supporting activities in the village (some additional revenue is also earned through community contributions for services, for example for the NFE centres).

Relevance: The bedrock of the work of the Seva Mandir lies in these activities. Activities and programme outputs work towards the overall constructive work approach of Seva Mandir. Given that the involvement of the community, and especially the invisible and the marginalised in their own development forms the core of the work done by Seva Mandir. The Village Institution programme gives it the interventionist thrust to enable this to happen through their participation in village meetings, user groups and through thecollective approach to monitor and access the work in their villages. Collective decision making, focussed work on common good and joint responsibility of the common assets-whether regeneration of natural resources through protection or effective functioning of the NFE centre create the synergy needed for Seva Mandir and the community to work together. With regular elections and interventions over a period of time, local level leadership has emerged. Seva Mandir, is now working towards ensuring better representation of women and integrating children into the GVC. What is important to note is that the GVC leadership has encouraged and prepared leaders who are now

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contesting and even winning elections in Gram Panchayats. As we can see from the tablein Appendix 3, 21 people involved with Seva Mandir were elected in local government elections in 2015 to various positions across nine panchayats in Girwa Block alone.

Such developments are encouraging as it creates a local leadership with a robust vision ofdevelopment of the village as a whole rather that becoming leaders due to the support of aspecific caste or political affiliations. Another important leadership engagement has been the role that women have played in engaging with traditional caste panchayats in negotiating participation of women as well as challenging various decisions, not only related to personal benefits but also those related to individual and group rights. The critical aspect here is that the GVCs have provided an opportunity for developing leadership to people who may not have an opportunity to come into public life. To keep this process going on, a regular election cycle is critical towards this.

Effectiveness: The progress in the Village Institutions component is satisfactory. The performance against the targets is satisfactory and there is coherence in the interventions with elections taken place in most GVS's as scheduled. The ownership of the GVS's over village level processes remains high with their participation in planning, implementation and validation of all activities undertaken in their local area. With the discussion around the Block level Federation, they will be able to claim a larger arena of accountability, which Seva Mandir seems prepared to provide. Seva Mandir, in turn, for GVKs that are prepared, needs to give them full autonomy in managing their funds and have a clear norm for its stewardship over funds. Seva Mandir's own contribution is its interventions to enable the voices of the marginalised to be integrated into these local level processes even if there are differences based on the period of engagement, types of projects implemented, socio-political response to the Seva Mandir work and other local dynamics.

The GVCs and GVKs have been trained effectively to be able to articulate the aspiration of their village. This articulation clearly comes from their own engagement in the identification of the needs of the village and an understanding of the roles of Seva Mandir. Some of this seems to run contrary to the work that Seva Mandir itself has been doing-for instance Seva Mandir’s work on BT cotton being ineffective in stopping farmers using it in Koldara village. There is comprehensive planning process at the village level and the GVCs seem to have a clear understanding about the kind of support that can be realistically provided by Seva Mandir. However, it is an institutional challenge for Seva Mandir to be able to respond to all these needs. Seva Mandir is thus fortunate to have developed a comprehensive plan which provides flexibility in responding to the emerging needs apart from its constant efforts in working to find adequate resources for the same.

Efficiency: The Village Institutions component actually allows significant cost savings for Seva Mandir in terms of overall supervision of village level activities on a voluntary basis by the members of the GVS, even through this was not the primary purpose. Accountability is a critical element as GVCs hold open meetings to discuss issues. As mentioned above, all para-workers are monitored, work verified and approved through the GVCs and until recently, their wages were also being disbursed through the

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GVKs.This created a clear principle of devolution where the GVCs had some control over funds (the GVK’s own funds and those provided through Seva Mandir), functions (deciding the needs of the area and defining the expectation from the para-workers) and functionaries (through monitoring performance and sanctioning wage disbursement). There is obviously the need of continuous training of newly elected leadership but this should be an acceptable investment for the gains from the process.

Impact and Sustainability: The manner in which the gram Vikas Samitis have continued to function even after project related activities by Seva Mandir have ceased in some locations shows the robustness of these village level institutions that can work autonomously. GVS's have rooted the constructive work done by Seva Mandir and form the essential hub in the efforts Seva Mandir has made to transform the lives of the communities it works with. With more than 66,000 households being members of variousgroups across Seva Mandir's work area where 581 GVS and and 650 GVKs operate, thereis significant building up of social capital as well as grassroot democratic practice to ensure that these village institutions can continue to function autonomously. Seva Mandirown approach of first building up these groups before initiating any activity also ensures that it is collective interest that gets rooted into village level processes before developmental interventions are considered. Linked with their own GVK, some of the Samitis continue to fund and finance development activities as required, including making contributions to the wages of Para-workers, for instance by the end of the 7th Comprehensive Plan, funds in 222 GVKs were used to fund village level activity. (Please see Appendix 4 for Programme Outputs)

5.1.3 Analysis and Recommendations

The critical challenge is to sustain the Gram Vikas Samitis and make them autonomous. The Gram Vikas Kosh goes a long way in ensuring that happens and it is important to ensure that the control over the Gram Vikas Kosh lies primarily with the authorised GramVikas Samiti members, with no outsiders being a signatory to the accounts. With the recent changes in the Seva Mandir's wages disbursement mechanism of paying the para-workers directly through the Seva Mandir bank account, there is no seeming relevance of having a Seva Mandir staff as a signatory on the Gram Vikas Kosh. Seva Mandir, should, prepare clear guidelines about the manner in which Seva Mandir signatories can be withdrawn from the respective GVK bank accounts as soon as it can ensure that there is sufficient maturity in the group to handle their own finances. Regularity in elections needs to be ensured and Seva Mandir should facilitate timely elections across the GVCs, even if they are currently not actively engaged with the project implementation plans of Seva Mandir.

The Village Cohesion Index is a useful tool for accessing the efficacy of the respective GVC and a regular diagnosis, through a participatory process, of the status and changes in the robustness of the respective GVS. Typically, this is being done at regular intervals by Seva Mandir for a limited number of GVS. Assessments are also done around the timeof the elections to the GVCs. Seva Mandir has used this tool to see the robustness of the autonomous villages institutions that they have supported. While it is useful for Seva

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Mandir to know how the GVCs are becoming more and more autonomous, the real merit of the index lies in showing the specific GVC the changes that have happened in its own functioning over time, with the component parts indicating areas of improvement and the challenges to be addressed. The tool itself is more robust for indicating changes over timefor each specific location, rather than at comparing the health of the GVCs across the areaas such qualitative indexes are prone to subjective bias which can be controlled better when the respondents share a common history. This will also be useful to undertake as an exercise in villages where Seva Mandir does not have project activities. Our own experience of the reliability of the VCI was positive as it seemed to capture the level of maturity of the GVS's that we visited. While it might be a logistical challenge to prepare such an Index on regular basis across the villages that Seva Mandir works in, it would beuseful for the GVC to revisit the same at least once in two years.

One of the challenges of investing in creating local institutions is that it can become the exclusive focus to the detriment of other local institutions. Seva Mandir has to work towards creating a vital link with Gram Panchayats and making them effective bodies of local goverance, responding to the needs of the community by becoming responsive and accountable. Seva Mandir has engaged with Panchayats during the review period, especially around issues of MNREGA. This has also been a period when a number of Pastureland NOCs were renewed. A more systematic effort towards mobilizing gram panchyats and enabling gram sabhas need to be integrated into future planning.

5.2 Natural Resource Development

5.2.1 Description:

Seva Mandir has focussed on the tremendous natural resource potential in the area to work on strengthening livelihoods with the primary focus on using the potential from water, common and private lands and forests to address issues of livelihoods of people from communities that have been traditionally dependent on these resources. Seva Mandir's approach, given the local context, has been enhancing livelihoods through the regeneration of common resources-they have been working on forests, pastureland and water bodies, focussing on the community rights over these resources. Apart from the work on the commons, there are interventions to enhance the productivity of private landsand cattle and tapping into the panchayat resources and using governments funds to create employment as well as create common resources like ponds and anicuts. Besides this, interventions for regenerating the commons are also linked with the work on drinking water and sanitation. Seva Mandir has sought to raise additional funds for this kind of work through collaboration with the Forest Department and various other government departments for soil and water conservation. In the recent years, some of thiswork has been leveraged through the MNREGA programme and also through CSR funding.)

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Forests :

With the JFM scheme winding down, Seva Mandir could not carry forward the programme at the level it operated on earlier. While some new JFMs were added in the initial year of the period under review, the Forest Protection Committees (FPCs) continued to protect and maintain the area. With the Forest Regulation Act, (FRA) 2006 coming into force, Seva Mandir has added to its work on Joint Forest Management to enable community rights over forest by securing it through the Common Forest Rights as envisaged under the FRA. Seva Mandir had helped establish 273 Forest Protection committees at the village level.

Over time, it was felt that the FPCs needed to come together to work collectively and thiswas being done through an unregistered sanghatan. By 2003, the Van Utthaan Sansthan (VUS) was registered under the Society Act. It has a 17 member committee with 5 members in the Executive Committee. Elections are held every two years. All the FPCs are members of the General Council. Membership fee is Rs 21 with the annual fees also being Rs 21. At the current moment there are 105 FPCs who are members of the VUS. The primary focus of the VUS is protecting the forest on Forest Department lands in sucha way that it is beneficial and of use for the local population. Seva Mandir has continued to encourage and support claims for common usage and the VUS has also done the same. Over the next three months, the momentum of drawing up Community Forest Rights (CFR) claims will continue and 131 plans will be ready to be endorsed at the Panchayat level. As of now 40 CFR claims are with the District Level Committee (DLC), 26 with the Sub-District Level Committee (SDLC), 7 have been endorsed by the respective Gram Panchayats in Kotra block and 7 are with the SDLC-Kherwara.

While there are Individual Forest Rights (IFR) claims in the area, the focus of the VUS has been on CFR as it highlights the need for better management of common resources. VUS has been able to create an identity for itself in the local area, both among the community as well as the government officials, especially from the Forest Department. The Executive Committee appears active, has the required skills and information, and supports the village FRCs to file claims independently of the Seva Mandir team. Awareness building on FRA, meetings with the Forest department and panchayats to process CRR claims, training of FRCs, stopping forest encroachment and mediating for conflicts around issues boundaries or grazing rights are among the activities of the VUS. VUS has filed most of these CFR claims over 3 years ago but no action has been taken bythe District Administration on it. They have also highlighted the issue in the media and through a public rally (Feb 2012). The VUS and its leadership have got recognition for their work through various awards.

Pastureland Development:

Rejuvenation of village pasturelands has been another key focus of Seva Mandir and theyhave continued to work towards protecting these commons that provide grasses, seeds and fruits to the village community. The Gram Vikas Samitis have continued to maintain their pasturelands against continued threats of encroachment in most cases and work has

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also been initiated in protecting new ones. The team was able to visit Ambiwada pastureland in Jhadol Block and Hamerpal-Gundi Ka Bhilwada pastureland in Khumbhalgarh block. Unlike Ambiwada, the latter is a new development and is spread across a hill slope covering 32 hectares where soil conservation and plantation work has been done along with fencing of the boundaries, after clearing encroachments covering about 3 acres of the pastureland area. They have got a five year NOC from the Panchayat and have appointed a guard who is paid in kind (3 kg of cereal per household) from all the 200 households in two villages. In both cases, it was clear that the community had been fully taken on board before commencing the work and that this was a need identified by them. In Hamerpal, the community has been involved in the work but they have not yet decided the manner in which the grass would be harvested/shared.

Amiwara Village (102 households), Jhadol Block, Udaipur: In 2003 , the Gram Vikas Samiti (set up in 2000) approached the Gram Panchayat for permission to designate 16 hectares as protected pastureland. They got a No -objection certificate from the Gram Panchayat, initially for 10 years and renewed for another 5 years in 2014. The Gram Vikas Samiti had to create pressure on 8 encroachers and was able to have the entire stretch encroachment free. The designated area was measured and marked by a protective stone wall. After basic treatment of the land, plantation of trees and bambooswas done as per the need identified by the villagers. Grazing is not permitted in the area and the villagers have been able to harvest grass each year thereafter. Fines have been decided for violations with a fine of Rs. 50 per goat or cow and Rs 100 per buffalo. A watchman is appointed for a period of 8 months each year at Rs 600 per month paid through the interest income of

the investment of the Gram Vikas Kosh (Rs. 1,85,000) of the village. Boundary repair work has been carried out as needed, mostlythrough voluntary labour. Money raised through the grass harvest (Rs 2500/3000) per designated lot is deposited in the GVK. At the current time, the Bamboo planted in the pastureland is ready for harvest and the GVS, Amiwada with support from Seva Mandir is planning the process for which a Bamboo Harvest and Management Plan hasbeen prepared. It is estimated that about Rs.3,49,000 will be raised through the sale of the bamboo. It is also estimated that Rs 3,250 annually can be earned through the sale of Katkaraj seeds. Besides this, Karanj,Mahua and Awala are used by the people. There has been a good regeneration of grasses and protection of the trees. Proceeds of the sales will be shared betweenthe Gram Vikas Samiti and the Gram Panchayat and the income will be used for further pastureland development.

Other Natural Resource Development Activities

In addition to the above, Seva Mandir has been working on Watershed Treatment, creating rain-harvesting structures and undertaking micro-irrigation projects. We visited the Watershed treatment work being done in Kumbhalgarh block and the Agriculture development programme in Kotra Block. Besides this, there is Wadi Development work to promote small farmers to diversify their livelihood options in Kherwada which we could not visit. Agricultural practices, horticulture and vegetable cultivation, and

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livestock development activities are part of work in those areas where Seva Mandir has already worked on augmenting moisture retention through soil and water conversation efforts. On a visit to the Seed Bank in Dhala village, a village of 350 ST households, we saw how the community has maintained the seeds, not only acting like a bank to provide seeds to the community at low cost but also collecting and preserving locally available seeds. People can become members by contributing Rs. 5 as membership fees. Seeds are returned to the Seed Bank, at a premium of 25% of the amount borrowed. The seed bank was set up with initial investment from ICAR but it is now being maintained by the community. Similarly, Seva Mandir annual reports mention that there are 16 community seeds banks across the areas that they work in.

Sunnilal Gamhar is the Secretary, Koldera Channel Samiti, a users group of households benefitting from the diversion channel made at the 1 metre high stop dam on the stream. The project is supporting the construction of 6 structures for water conservation benefitting 18/20 farmers eachwith a aim to improve agricultural productivity through training and providing inputs like seeds etc. Besides this, there is support for health camps for cattle, backyard poultry and work on improvement of common lands (still in planning stages).

Sunnilal Gamhar is around 40 years old, married with four children (two boys and two girls). He has about 8 Bighas of land. Earlier, his preferred crops were Corn and Wheat. He would also grow Moong Daal (green gram) by drawing water from the well on a shared basis with 1/3 of the outputgoing to the well owner and the rest coming to him.

With the assured irrigation from the Channel, he has decided to grow cotton. He has also seen an increase in output of wheatfrom 2 quintals to 3 quintals, with no

expenditure on irrigation. While in the previous year, he has a low return from cotton, but he has decided to grow it again this year hoping for better returns. He discussed the contract farming agreement for BT Cotton that he entered into the previous year with an agent of Ajit Seed Company in Gadi, Gujarat as he had heard that the seeds give good output. He got an advance of Rs 2000, and seeds and fertilizers from the company on credit (interest being 3% per month). In addition, during Diwali, a major festival, he got an advance of Rs. 2000. He was able to harvest42 kg of Cotton which was purchased at a rate of Rs. 410 per kg. He was paid Rs 7,000 and told that the rest was adjusted against the loan and credit for seeds etc. While he feels that in the previous year, he did not get a good crop, he has continued that same arrangements and is hopeful of getting about 70-80 kg of cotton this year, especially because of the water from the Koldara Diversion Channel (Please see appendix for a case study on the Koldara Diversion Channel done by Seva Mandir in Appendix 5)

Leveraging MNREGA Funds :

Seva Mandir, aside from using funds from the Comprehensive plan could also do pastureland development and soil and water conservation work on private lands by leveraging government funds. Seva Mandir is one of the two NGOs represented on the

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MNREGA Council of Rajasthan Government and has been able to give effective feedback to the government in the implementation of the programme at the grassroots. Apart from the work around recording of labour claims, demand for work and ensuring participation of the people in planning MNREGA works in their panchayats, Seva Mandirtook the initiative to be the Project Implementation Agency after endorsement of 100 gram panchayats.

A combination of mobilizing demand for work, planning for rejuvenating commons through the MNREGA works and being the Project Implementation Agency (PIA) across such a large area allowed Seva Mandir to have a influence on the design of the projects based on the requirements identified by the GVCs and the Gram Panchayats, but also ensure quality in the works executed and proper records of the labour put in by the MNREGA workers. Delayed payments of wages continued to be an issue even as Seva Mandir took on the role of PIA. Payments are made directly by the Government and MGREGA works have been plagued with two types of conflicts over wages. The first is the measurement of the work done by the workers and the second is the payment itself. With Seva Mandir ensuring proper measurement, being the PIA, the first issue was more or less resolved but the lackadaisical manner in which the Government pays the wages, sometimes delaying it by months, was something that impacted Seva Mandir even thoughit was not its role as a PIA to disburse the wages. Seva Mandir, even gave advances to workers, in some cases, to help them tide over the difficult period.

The Table below shows MNREGA sanctioned work since 2011.(narrative report 2015-16)

Year Works sanctioned Amount sanctioned(Rs. in lakh)

Expenditure(Rs. in lakh)

Person days generated

Male Female Total

2011-12 15 individual &32 community

205.66 58.34 27,259 20,613 47,872

2012-13 70 individual &23 community

191.26 69.73 26,032 23,655 49,687

2013-14 154 Toilets 6.274 73.98 12,475 33,300 45,7752014-15 207 vegetable

cult.12 community

193.50 29.30 7,649 14,083 21,732

2015-16 ---- ---- 29.03 8,798 11,295 20,093596.69 260.38 82,213 1,02,946 1,85,159

With a reduced support from the government on MNREGA, we can see a steady decline in allocation of funds for the gram panchayats that Seva Mandir worked with. Over the reporting period, there were also delays in implementation and thus overruns into the nextyears. Having said this, Seva Mandir was able to effectively channel the resources available from the programme towards fulfilling the need to rejuvenate commons and improving the livelihoods of the community by helping them plan to make the investmentin pastureland development, soil and water conservation works. They were also successful in using the convergence model to link the MNREGA works with the Nirmal

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Bharat Abhiyan, a government programme to promote sanitation and provide toilets.

Drinking Water and Sanitation:

A primary area of focus during this period was to expand its work on rural sanitation and provide safe drinking water. Seva Mandir had earlier experimented with construction of water tanks where water was lifted from wells. This innovation has allowed the benefits of regular purification of water through chlorination as well allowing easier access to water, especially for women who are tasked for the collection of water. We were able to see three such water tanks in Dhala in Jhadol Block and Gundi ka Bhilwada and Nyakheda in Kumbhalgarh block respectively. At Nyakheda solar power is used to pump up water into the tank. This is used for one day in the week while the rest of the time, the pump is used for irrigating the agricultural fields nearby. In all locations, Seva Mandir repaired and cleaned the well, and then built the tank. In Dhala, we were also able to see water filters being used by households that were further away from a clean drinking watersource. There was general awareness about the benefits of clean water and maintenance of the water filters. We also saw the EcoSan toilets constructed in Dhala and noted that they were in use and being well maintained by the family. Seva Mandir was able to use MNREGA funds to partly support this. The outreach with the water and sanitation intervention is still limited but there is enough experience in the team to be able to upscale the work where possible. Gender segregation in cleaning of such toilets though still seemed to be tilted against women within households.

5.2.2 ASSESSMENT

Relevance: Given the local context, forest and common lands form an important part of the livelihoods of the people in the area. Seva Mandir, through its earlier work on JFM and the current efforts on working towards Community Forest Rights under the FRA has demonstrated how people's engagement with forests is important, not only for forest conversation but also for building the spirit of the community to work for the common good. This applies to the work on Pastureland development as well. The work has continued from the previous phases. With the topography of the area, with high runoffs of rainwater and poor soils, the efforts towards watershed development, rain-harvesting structures, micro irrigation systems, promotion of sound and sustainable agricultural practices and creating and maintaining community seed banks are important interventionsto increase agricultural production and reduce hunger periods and are congruent to overall goal of Seva Mandir. The emphasis has been to work on common lands to either create a collective flow of resources to the community or collective efforts to work on creating assets that aid household livelihoods. With its emphasis on creating Samuhs (user groups) to maintain common assets and to create stakes in the preservation of these assets, Seva Mandir has been able to create interest and involvement through the participation of the local communities.

Effectiveness: Effectiveness needs to be assessed both at the level of achieving the

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outputs as well as processes. For instance, while communities, mediated through the VUShave filed CFRs, none of the claims have been processed so far. At the first instance, this seems ineffective but what is important is the preparedness of the community, the consultative process and the technical aspects have all been done thoroughly. It is the broader policy environment which has been a deterrent in the communities getting their rights. As soon as there is a change in the policy environment towards CFR under FRA, the groundwork, processes and paperwork for the community entitlement has been done.Pastureland Development has again shown that the social capital generated by the local institutions has not only mobilised participation but also overcome resistances from encroachers as well as had successful negotiations with gram panchayats. From the documents and observations in the field, it is clear that they have both been productivity gains as well as social cohesion in terms of maintenance of assets created. With the focus on the poor farmers, Seva Mandir has been able to help increase agricultural productivity reducing the dependence of these farmers on the market and moneylenders. In our observation in the cotton belt of Kotra, BT cotton is being grown at a large scale.

Efficiency: While Seva Mandir has always promoted the community leadership to take the lead, zonal and block level Seva Mandir Team members have provided ongoing support with adequate technical backup from the Unit based in Udaipur. Given the voluntary engagement of the community, there have been significant cost savings, for instance the VUS members contribute about 23 person days in the development of one CFR claim giving an notional saving of about Rs 8,400 per CFR claim (using Rs. 365 MNREGA wage rate). Similarly, Seva Mandir has been able to channel a number of MNREGA projects to finance pastureland development and other associated works, reducing the cost burden on the project and leveraging government funds for creation/enhancement of common resources for the people. Seva Mandir has long experience of implementing such activities and they seem to be undertaken cost effectively with proper sequencing of interventions. Given the strong local institutions that Seva Mandir invests in, there is proper maintenance of these structures even after the project is over giving the community benefits over a period of time without Seva Mandir to have a recurring operations and maintenance budget.

Impact: Benefits from pastureland development are already being seen by the community.While the long term impact of effective water use will become visible only after some time, there are enough examples in the work done by Seva Mandir to show that there has been an significant improvement in the lives of the communities that have been involved in their programmes.

Sustainability: The VUS has now been formally operational for over a decade. It has emerged with a clear local identity and has spread to areas beyond that of the Seva Mandir project activities. While it operates independently of Seva Mandir at the formal level, a clear process of spinning off the VUS needs to be initiated so that it can develop as a full fledged financially independent organization. Similarly, for the development of pasturelands, protection and usafruct policies have been worked out at the community level with Seva Mandir providing backup and technical support.

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Watershed development is a relatively high investment project with a key factor being themanner in which the gains of increased moisture levels being sustained over a period of time, even after project activities are completed. It is clear that the formation of user groups as well as the Gram Vikas Samitis will significantly contribute towards the same. Agricultural techniques, vermi-compost, seed banks etc, have been promoting the use of local knowledge and this augurs well for the its continued practise

Seva Mandir has been working on reviving livelihoods through investments in common resources that are used by people. The primary focus on these activities has been to createopportunities to work together for common good. This, combined with its approach of mobilizing the community to work together, has been mutually reinforcing. At one end, people have come together in the interest of protecting a common resources-that give them public goods as well as private gains. On the other hand, a cohesively strong group of individuals, one that has been able to transcend identity interests, has been instrumental in generating sufficient social capital to protect and maintain the assets created through this process. This kind of constructive work done by Seva Mandir is whatmakes it stand out against the kind of work that usually happens in government works, which fall into disuse even before they can provide sufficient inputs to the users or even some other civil society asset building initiatives where follow up tends to disappear as soon as the NGO withdraws from the project. Besides, the works have also been able to create a pool of funds in the GVKs for each village. The following table illustrates the contribution of works done under NRM and their contribution to the aggregated GVK kitty across the GVCs.

Given that land and water development projects appear to be resource intensive due to theinitial outlay, it is not easy to take such work to all the locations even if there is large potential to so. It is thus encouraging to see Seva Mandir leveraging resources to support such work. Funds have been mobilized from the government as well as the private sector to respond to the needs of the people articulated through a consultative participatory

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process backed with sound technical inputs. For tapping these resources, Seva Mandir hashad to work closely with government departments as well as the Panchayati Raj Institutions. Recognizing that it is always easier to bypass the government, when resources are available elsewhere, Seva Mandir seems to have reached out and have had adeliberate engagement with the government.

It is interesting to note that there are observations that a number of leases for pasturelandscame up for renewal. Some gram panchayats have not agreed to renew the lease because the pasturelands are now productive assets and not degraded lands that Seva Mandir first started working on. While there are isolated cases of the changing the land use of the pastureland for school buildings etc , this seems more to be able to derive goodwill by thegram panchayat itself. A new round of negotiations has thus been underway with the gram panchayats. A deeper analysis of the same was not possible in the limited time available but gives us an insight into the complex institutional arrangements that the SevaMandir field processes lend them into and is a potential subject that can contribute to the growing literature on Common Property Resources.

While we did not have the opportunity to look at their work around agriculture in-depth, the interventions to help farmers have an option to diversity their crops-horticulture, vegetables etc seems to have provided an opportunity to increase farm income and reducehunger periods through the engagement into the market economy. BT Cotton seems to be an interesting exception with the Seva Mandir team explicitly stating that they do not promote BT cotton. However, in Kotra, we saw field after field growing BT cotton, even in the areas where Seva Mandir is working directly. In Koldara, the discussion with the Koldara Diversion Channel user group pointed out that irrigation from the diversion channel is available for all the users in turn. However, farmers who grow BT Cotton can only irrigate their fields at night, clearly showing that the issue had come up for discussion and the group process indicates that collectively it’s not a preferred crop.

However, as the case study above shows, at least one member is determined to grow BT Cotton. On one hand, this shows the flexibility that Seva Mandir encourages among the community that it works with, but on the other it also points out that there is a greater sense among the members for linking up with the broader economy. While Seva Mandir has done studies and also informed farmers about the effects of growing BT cotton, there does not seem to be a major impact on the same. Seva Mandir may thus want to revise its approach and review the manner in which farmers make their cropping decisions.

Seva Mandir’s support to the Daal mill in Medi, Kotra to get a fairer price for the local farmers has clearly showed that it is ready to engage with the market economy. It would be beneficial for Seva Mandir to work out a strategy of how it should engage with the market economy while preserving the ethos of local diversity and sustainability in its work. The Daal mill has been set up through a project funding (CAPART) in 2012 and its operations are still subsidized by Seva Mandir to the tune of about Rs. 3 -4 lakhs annually. Working capital loans have been taken from the neighbouring GVKs on variousoccasions-showing how the GVKs are contributing to the welfare of the community. It is managed by a committee representing 110 farmers who supply the pulses from villages

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around the Daal mill.

Seva Mandir has played an important role in encouraging villages to collaborate with the Forest Department through the Joint Forest Management scheme. The engagement of the FPCs and the emergence of the VUS as a formal organisation is an encouraging sign. What is more satisfying is the fact that about half the FPCs that are members of the VUS,have no ties with Seva Mandir (Seva Mandir does not work in those villages). There are currently 95 FPCs that are members of the VUS, out of which 27 (28%) are from villagesthat have no formal link with Seva Mandir. Of the total CFR claims filed, 53 claims are from villages where Seva Mandir does not work. This indicates that the VUS is seen as auseful platform by others who do not directly engage with Seva Mandir. Moreover, its also important to know that they equally stand to gain from such an association. What’s more important now is that VUS, through the support of Seva Mandir, needs to spin off its financial dependence for its operations. Operationally, VUS functions as a unit of SevaMandir, even if is a registered autonomous organization. The only source of funds currently is the membership fee of the FPCs when they join the VUS and its annual contribution. Apart from seeking donor funds, a possible source of raising resources for the VUS may be by participating in the collection and sale of NTFP. Seva Mandir might like to think about facilitating the VUS body through its organization development process.

5.2.3 Analysis and Recommendations

Given the upfront costs of natural resource based water and soil conservation activities, Seva Mandir will have to continue to actively seek additional resources for this work. There have been a number of initiatives that have been taken by Seva Mandir during this review period-funding from CSR projects as well as leveraging MNREGA funds for undertaking such activities. Seva Mandir has been able to add in other integrated development components into its work around water and soil conservation with the support of a CSR support in Kumbhalgarh. While it is difficult to negotiate and seek funding support from Corporates, Seva Mandir is ideally placed among development NGOs to be able to seek additional resources through this route. If required, a separate fund raising window may be explored and financed to facilitate such an option as there are separate reporting and compliance requirements when such funds are mobilized.

Engagement with government bodies to mobilise and channel funds towards natural resource development and creation of community assets through government support, specifically MNREGA has been a key experience for Seva Mandir during this period. There are various lessons learnt that have been mentioned above. Seva Mandir needs to continue working towards mobilizing such funds and exploring possibilities of dovetailing its own efforts along with government allocations for the area as also developing the capacities of the GVCs and the community to engage with the local governments and administration to pull in adequate government funding into its area of work. The norms pertaining to government schemes are a constraint in being able to leverage funds and Seva Mandir can explore if donors can allocate matching grants and

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or additional resources that will permit adequate design flexibility in the provision of drinking water and sanitation facilities.

In its promotion of agriculture, Seva Mandir has promoted appropriate technology, better farming techniques and building the capacity building of the farmers. In the light of the steady inroads of the market into these areas, Seva mandir needs to have a clear strategy in the forthcoming period in the way it will engage with these processes-which have clearimplications for the sustainability of the farms in the area. It was clear, even from one zone (Kotra) that the agricultural economy is the area was linked to the market with pulses and Cotton both going out of the area through an exploitative market mechanism. A coherent forward looking strategy needs to be articulated by Seva Mandir on the promotion of agriculture and ancillary activities that keeps the interests of the farmers and the environment at its centre.

With the VUS now going beyond the areas that Seva Mandir has traditionally worked in and with a clear cut identity for the VUS in the local area, it is important to facilitate a transition of making it a completely independent organization with its own office, infrastructure and resources. There is also a need of starting a process of exploring possibilities for the collection and sale of NTFP as permitted by the rules in Rajasthan through the FPCs/GVSs or even the VUS. Seva Mandir has to support VUS to take that next critical step in being a truly autonomous organisation that works in partnership withvarious GVSs and Seva Mandir.

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6. Analysis of the Gender, Education and Health programme

6.1 DESCRIPTION of Women and Child Programme

Seva Mandir’s Women and Child Development is a well conceptualised, well laid and well designed programme in every respect. It has two pillars- first is called the Women Empowerment programme (WEP) that looks at enabling women in rural and urban areas of Udaipur and Rajsamand socially and economically. The second pillar focuses exclusively on Early Childhood Care and Development (ECCD). The tool for activating this is the well thought out structure of Balwadis. In addition to the comprehensive plan, WCD has had the privilege of being supported by other back donors too like PLAN-Japan, ICCO-EED, IDRC, Monsoon, Oaknorth, Target International, Ananda Trust-Copal. By way of its outreach and volume, it seems to be the most visible programme next only to NRM and VIP programmes of Seva Mandir. However, in the budget for CP-8/BfWD, this is the most substantively funded programme with 98 million INR. The component of ECCD alone gets around 52 million INR basically for the nutrition component, education material, medicine and other supplies of the Balwadis

6.1.1 Description of the Women Empowerment Programme (WEP):

The social and economic empowerment of women have been categorized as Strengthening Women’s Groups, Income Generation Groups, Federations and Short Stay Home.

1. Strengthening Women’s groups ( SHGs and Clusters): Self Help Groups are the mainstay of WCD programme of Seva Mandir. Historically, group formation happened first and element of savings followed. Till September 2016, it had the distinction of initiating and activating 648 SHGs of women, each SHG taking in around 15-20 women. This figure has increased constantly since 2012-13 ( 573), 2013-14 ( 579), 2014-15 ( 612) and 2015-16 ( 665). The SHGs have strong linkages with the Gram Vikas Kosh as mentioned earlier (under VIP), majority of them are mono-ethnic/caste formations given that they are coordinated hamlet wise. Some 19 groups in Girwa block have been linked with NABARD for institutional finance. Delwara has some 25 SHGs. This team had the privilege to talk to representatives of SHGs in villages like Cheekla (Kotra), Shyampura (Jhadol), Madri (Jhadol), Hamerpal (Kumbhalgarh), Gundi Ka Bheelwara (Kumbhalgarh) and Gawar (Kumbhalgarh). SHGs of Kotra and Jhadol blocks of Udaipur district were definitely a very confident lot; those from Kumbhalgarh in Rajsamand district will have to catch up with their counterparts in Udaipur.

Clusters are the second level structures of SHGs. One Cluster usually consists of 8-15 SHGs; out of 648 SHGs, there are 49 Clusters and they talk about social issues. These Clusters are spread in 197 villages and 110 panchayats; they engage themselves with Public Distribution System in a panchayat area, Social Security Schemes (like Widow’s pension), monitoring of ICDS structures like state run Aanganwadis, water and sanitation,

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NREGA payments, teacher absenteeism in govt schools so on and so forth. Our interaction with some of the cluster level members in Madri revealed their thorough grounding and orientation in dealing with social issues and public institutions for servicesdelivery. In a way, it also brought to the forefront Seva Mandir’s engagement with state and its institutions for bettering the services outcomes and improving accountability for its constituency.

Some of the SHGs also act as Water Management Committees (Jal Prabandhan Samitis inlocal parlance). The women here maintain and regulate the clean drinking water structures and lift irrigation pipelines.

2. Income generation Groups: The income generation programme banks on Fisheriesrun by atleast three SHGs in Madri, production of Washing Powder by five SHGs in Girwa, many individual women who are either part of Sadhna ( the women’s cooperative on weaves and fabrics) or run petty shops. There are 650 groups, eachhaving 15 women. Of a total of 9000 women, only 150 of them have taken loans for productive purposes. Around 40 percent of these women are rural based ; rest reside in urban areas. It is interesting to note that while rural women have taken loans for agricultural purposes, most of urban loans have been for education or what they call self-preservation (for instance building toilets).

3. Federation: This is an urban formation. Some 140 groups from 10 clusters (one cluster has around 8-15 groups) have been composed to federate for economic gains in urban areas of Udaipur. Every group deposits around 300 INR into the federation every month. So around INR 40 k is available every month for distribution across groups and women. The idea is to form more of such federations, each of 10-15, clusters in rural areas too.

4. Short Stay Home/ Women Resource Centre: We had the good fortune of meeting some of the most vivacious, assertive and vibrant representatives of clusters in Madri (Jhadol) and some of them in Medi (Kotra). The representatives form what is known as the Women Resource Centre. These centres take up - cases of domestic violence and abuse of women. They issue summons to the accused, offercounselling and sometimes fight litigations on behalf of the victim. Many a times they have been at the forefront of settling issues pertaining to agricultural land , crusading against barbaric practices of witch-hunting or challenging patriarchal /regressive traditions and rituals prevailing there ( Moutana in Kotra among tribals; Nata pratha etc). It was not difficult for the team to presume that these centres lend a significant voice to the causes and rights of deprived women particularly in the rural areas. Even though they emanate from clusters, functionally WRCs are quite different from their source organisations. Many of these women would recommend victims to the Short Stay Home run by SM in thepremises rented from Vidya Bhawan in Udaipur city. Our visit to the Home and interactions thereof with the staff presented one of the most picture perfect, sanitized model where currently 12 women had the safety and security of a home away from home. The Short Stay ( max for three years) home had very well defined rules, sanctions, norms and guards for administering their model. These include a crèche for children of inmates, expenses met from Centre Social Welfare

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Board (CSWB) and SM in the ratio of 40:60 (SM provides for this as state provision is so meagre), services of a legal professional, psychologist, warden and engagements for keeping the inmates productively busy (like yoga, sewing, newspaper reading etc)

6.1.2 Description of the Early Childhood Care and Development (ECCD) programme

While Seva Mandir monitors quite a number of government run Aanganwadis in many blocks of Udaipur, it also runs Balwadis with support from community led institutions, the Gram Vikas Committees (GVC) whose creation Seva Mandir has fostered in many villages of Udaipur and Rajsamand districts of Rajasthan. The Balwadis are full day (eight hours) crèches and nutritional meal centres for children between one to five years. At present, Seva Mandir runs 224 such Balwadis in 169 villages. Together they reach out to 5383 children. Each Balwari has a coordinator called the Sanchaalika ( a woman coordinator, between 20 to 45 years of age and school educated ) who is selected by the Gram Vikas Samiti (or samuh). Some 18-20 Balwaris, bigger in size, have an additional helper called sahaayika in local parlance. Pre-school learning ( shaala poorv shiksha), addressing malnourishment, hygiene and sanitation are major focus of the Balwaris. Unlike Aanganwadis, the fact they run for eight hours instead of four hours is to unburden the mothers and older siblings from child care responsibilities during the productive hours of the day and instead focus on income generating engagements. To thiseffect, Balwaris have been singularly successful in easing the quality of lives for 3643 mothers. The sanchaalikas attend two yearly trainings besides cross learning visits. A sanchaalika gets paid around Rs 5600 in a month if she is able to run the Balwari for 27 days a month. The distribution of wages is based on attendance and follows an interestingparadigm. The sanchaalika, in that duration of eight hours is supposed to click through a camera her attendance along with the children at different, fixed intervals throughout the day. Based on the number of days the Balwaris remain open and the duration of hours (determined by camera footages) they remain open, a sanchaalika is paid @ 50 INR per day for first 18 days, INR 75 /day beyond first 18 days and till 22 days and finally INR 450 per day beyond 22 days. Till last year, the sanchaalika had to show her monthly collation of camera clicks to the GVC/GVK and collect her honorarium from them. Sincethen, however, the payments are directly disbursed by Seva Mandir. But it has to be verified and approved by the GVC. On an average, a Balwari runs for 18-22 days; attendance any given day hovers between 15-20 children. Our visit to the Balwari in Gundi Ka Bheelwara, a tribal hamlet in Kumbalgarh made us see the integration of child care with overall village development including watershed and NRM work as well as the criticality of village institutions like GVCs in the running of Balwaris. The coordination of procuring materials like cooking fuel to food items is an organized one (Seva Mandir sends stocks from Udaipur for most of the food items; pulses are often from the Dal Mill that run in very many places). The meeting with many sanchaalikas at SM’s block office in Kotra focused mostly on the wage processes, levels of trainings, challenges faced and daily routine that these coordinators follow in the Balwaris.

In recent past, say about 2012, Seva Mandir was able to include various components in some 100 Balwadis spread out in Kotra and Khedwara blocks. The following components

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were visited and included after Focussed Group Discussions and mini workshops with itsStaff at unit, block and zonal levels and Balwadi coordinators (Sanchaalika), Community level institutions of the Gram Vikas Committee ( GVC) , parents who send their children to the balwadis and other members of village governance like ASHA4, TBAs5, Sarpanch6 etc,:

a) Growth Monitoring – training for better record keepingb) Immunization – Awareness ( for both sanchaalika and parents ): Tracking

current status of immunization by engaging volunteers to make household visits, revisiting the current growth monitoring processes (of tracking and plotting graphs only once in six months by an external agent)

c) Checking and Verifying DoB of children and correcting them in the record books of Balwaris

d) Training of Sanchaalika on growth monitoring and appropriate follow –upe) Monitoring at all levels ( zone, village, sanchaalika) including monitoring

through cameras in all balwarisf) Role of GVCs- GVCs and sanchaalikas to have a complementary

relationship where knowledge is shared; sanchaalika should share with GVCs her meeting with the parents while GVC could handhold the sanchaalika in some ways. In addition, there was a mention about looking at ways to lessen the burden of sanchaalikas.

g) Pre school learning where curriculum was jointly prepared in consultation with Mobile Creches and Seva Mandir

The team also visited one of the 575 Aanganwadis monitored by Seva Mandir; this particular Aanganwadi is located in Shyampura village of Jhadol block. This initiative is one of the striking example of SM’s engagement in public-private partnership. Seva Mandir implements the clauses in the formal contract between Hindustan Zinc (CSR) andGovt of Rajasthan for bettering the quality of services in these 575 Aanganwadis with improved pre-school teaching-learning materials, quality play-way methods of learning adopted for children, safe, colourful and hygienic environment for children with medical tool boxes, art and crafts material, clean mattresses, smokeless chulhas, utensils, painted walls, trained coordinator etc. Seva Mandir has recruited 39 staff ( one block level coordinator per 100 AWs and one field level monitor per 20-25 AW) for monitoring these 575 Aanganwadis in Girwa and Jhadol blocks of Udaipur district. To these Aanganwadis , Seva Mandir brings its USP of pre school education and community engagement through trainings etc. However, it does not want to take credit for the slight improvement either in these AW remaining open (from 83 % to 97% as per study in May 2016) or in the overall improvement in children attending the centres ( from 30 % to 54 % as per study in May 2016). An AW coordinator is paid a fixed honorarium of INR 60004 Accredited Social health Activist, a village level activist recognized by govt and provided a modest monthly honorarium5 Trained Birth Attendant; a village level Dai, trained under govt’s training program for safe deliveries 6 Leader of the gram Panchayat, the lowest tier of the three tier system of rural local governance structure in India constitutionally provided for

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per month by the state as against Balwadi sanchaalika’s differential wages based on functionality of Balwadis.

6.1.2 Assessment of Women and Child Programme

Relevance: The objectives of the WCD programme pass adequately for relevance. The activities and outputs are in sync with the overall goals and attainment of objectives. Group formation since 1990s in six blocks led to group savings ; 648 SHGs of women , each group with around 15-20 women provide the back bone for all social and economic activities around gender. The programme lends itself to integration with other projects and departments pursued by SM. Gender is a cross cutting principle across all the projects. Women and Child issues assume a great significance in a state like Rajasthan particularly around the aspects of infant and maternal health and child nutrition. More than 200 Balwadis in six blocks of Udaipur and Rajsamand with 20-25 children each ensure a safe, caring, healthy and hygienic environment for atleast 8 hours for children of1-5 years.No doubt, SM’s sustained efforts address these needs and try for gap filling at every step. The program assumes ownership and user groups have a sense of co creating the program since all decisions get voiced and validated at the level of the village and community institutions that SM has helped foster. Our sense is they are included right from the conceptual stages of a program.-from problem identification to solving them together.

Effectiveness : The project seems to be achieving satisfactory progress towards its stated objectives. Attendance of Children and Sanchaalika is regular in each Balwadi,; growth monitoring Charts including records for immunisation/DoB have been introduced for better health; medical aid box, clean utensils, nutritional food etc is cooked in hygienic ways; new addition of smokeless chulha and (12 litres) pressure cookers add to the enhanced systems. Balwadis are spacious and decorated colourfully with learning and playing materials and each Balwadi maintains attendance and stock registers. The strategy of group formation not just around social issues but federating for economic gains is paying off. Many SHGs are drawn into successful Income Generating Programmes. Eg. the fishery run by 12 women on 2.5 hectare pond area taken on lease from panchayat for five years has generated a net profit of 60 K in 2015. Some 9000 women in rural and urban Udaipur fall in the IGP net. Ten urban clusters formed into Federation for economic gains with 40000 INR are generated on a monthly basis and is incirculation/available as loans. Also SHGs-sourced WRCs solve many cases of domestic abuse ; make Jaati (caste) panchayats recognise women, ‘allow’ them to sit on the same jajam; engage men in gender issues. One of the major factors that influence these achievements is that group forming processes are very comprehensive, patient and professional. Further to increase the effectiveness of the goals, SM has included the government run Aanganwadis within its purview.

Efficiency: It was shared that Seva Mandir spends around a lakh of rupees annually on one Balwadi. This seems reasonable, infact quite modest expense given the quality maintained at each Balwadi. SM has been able to achieve this quality because of the processes it has applied to its programmes. It is the strength of these processes that 648

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SHGs make 49 clusters (10-15 SHGs in one cluster) in six blocks of Udaipur and Kumbalgarh to address accountability of public services and institutions (state schools, ICDS, social security schemes, police stations, PDS, Post ofices) . Two members from each SHG join a cluster of 20 women who deal not with savings but improving services delivery. Four women from each cluster become part of the block level Women Resource Centre that addresses social and legal rights of women, challenges patriarchy and regressive traditions, dowry and witch hunting; they meet once in a week. As for efficiency in implementation, mechanisms for growth monitoring and tracking immunization need more hand-holding especially for new sanchaalikas. Further, zonal office members of SM, parents and SHGs too need to be made aware about plotting graphs and becoming more aware about social goals of health, nourishment and growth recording of Balwadi children. For this, some training sessions for new sanchaalika and zonal staff could be conducted. Unit and Block staff could supervise and follow up on thetrainings.

Impact: As a result of the project, 224 balwaris have offered 3643 mothers with flexible time and freedom from stress to pursue productive engagements. With right amount of nourishment and nurturing received by 5383 children when it is needed most, they could be expected to be more productive and contributing citizens with sound health. One difference that has happened to the user groups is that 648 SHGs have been the most successful institutions for organising women into clusters, resource centres, federations and above all individuals coming together to raise their voice for gender equity and a biasfree society.

Sustainability: The WCD programme has organic links with Gram Vikas Kosh that makes SHGs quite viable. However, loans should be directed more towards productive purposes than otherwise; presently this is not the case. 75 percent loans that go towards self-preservation purposes need to be curbed.More and more SHGs should be linked to Income Generation Programmes. More rural women should be brought under IGP net.The idea of federation is very valuable and must percolate from urban to rural areas with more vigour and intensity. SM has new Balwaris with support from CSR monies but given the criticality of the issues, BfWD must continue supporting Balwadis. In long run, the short stay home might become financially unsustainable if more funds are not forthcoming. The program’s beauty lies in the fact that it is fully co-owned by the community. GVCs, as robust community agency is instrumental in monitoring the services rendered by sanchaalika; seva mandir’s zonal staff ensure smooth administrative supervision.

6.1.3. ANALYSIS and Recommendation for WEP and ECCD The Women and Child Development programme has made adequate efforts at giving meaning and substance to gender mainstreaming of SM’s depth and range of constructivework. As an independent program, WCD effectively caters to financial security (SHGs, IGPs), emotional well being (solidarity reinforcing user groups, Balwadis), infrastructuralservices (clusters, federations) and social safety (WRCs, Short Stay Homes) of women. In so doing, it has given agency and voice to the wants of women including converting

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the unfelt needs into felt ones.

But what the program has also done is it has singularly integrated SM’s thematic areas bybringing in the gender dimension across all programmes. The village institutions of GVCs and GVKs besides having equal representation of men and women have organic linkages with SHGs, the integrated social development program in Kumbhalgarh has Balwadis as one of its core, the Youth Resources Centres of the Education program drawsits gender based curricula and components significantly from the WCD program and finally gender considerations are amply meted out in deciding user benefits of inclusive Natural Resources Management. Another achievement is the sheer opportunity the program provides to scores of rural women by inducting them as para workers! It is heartening to see 224 young rural women find employment as coordinators of child day care centres. Further, WCD has made all efforts at joining hands with the government by forging contracts to improvise the state run Integrated Child Development Services. It brings to more than 500 Aanganwadis of the state, its experiences and expertise of pre- school learning by developing most child friendly and scientifically designed curricula and effective training of staff for better upkeep of the centres. It brings to these centres itsknowledge and experience of hygiene, safety and enhanced efficiency by using smokeless chulhas, pressure cookers, camera based monitoring of attendance, so on and so forth.

The program thus by all means has pushed itself hard to expand its horizon and it must continue doing so. One suggestion is to make the Women Resource Centres more vibrant by orienting the rural women representatives on legal provisions too; they could also be inculcated with more self confidence to take on or atleast begin addressing regressive andviolent traditional customs like moutana in tribal habitations.

On the issue of sustainability, should SM choose to leave the 200 Balwadis to serve new locations, will the village institutions created and nurtured by SM be able to sustain them? Seva Mandir spends around a lakh of rupees annually on a single Balwadi. This is an investment that GVKs on their own cannot sustain, even though they might be instrumental in taking care of the Balwadis on all other accounts. This indicates that SM would need additional resources to move to new locations while concurrently catering to the needs of the earlier ones. Working with the Anganwadis is another foray to explore sustainability within the government set up.By all means, WCD and esp ECCD (Balwadis) is a scalable program. Given its wonderful track record and the fact that early child care is an issue that should muster enough traction by the CSR, it would be prudent to raise more resources for this program

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6.2 Education Programme :

Adult Education was what Seva Mandir began with since its inception. In every new areaor block where it would begin its activities, the theme of education formed the core. All other economic and social activities including group formation and village level institutions emanated from this theme when villagers said they wanted something more productive that would augment their incomes and improve their quality of lives directly. Thus, the shift started happening from Adult Education to Primary and Elementary level education in all the intervention areas. SM ran schools/centres where nothing was available. The budget in the CP-8 plan allocates INR 83 million for running the Education programme of SM. Broadly five different sets of activities encapsulate the programme.

6.2.1.DESCRIPTION of Education Programme

6.2.1.1 Non Formal Education ( Shiksha Kendras):

As in 2016, some 160 NFE centres run in 130 villages of SM’s catchment area. These centres cater to children of 6-14 years of age (elementary levels). Some 6069 children study in these centres. The levels of learning are categorised as C, B and A where a child who attains level A is considered to be an independent learner. The teacher to student ratio in these centres is usually 1:30. A fee of Rs 150 per child per year is collected; this amount goes to the Gram Vikas Kosh (GVK) or community. The same monies are spent by the GVK towards uniforms /shoes and lunch boxes for the NFE centre students. Expenses on books and stationery are however borne by Seva Mandir. Whole objective ofthe NFEs are to make education accessible for far off villages and marginalised communities, improve learning levels among the children and mainstreaming them with the state schools. Around 1200-1500 children are mainstreamed with state schools every year from these centres. The centres remain open for six hours per day for six days in a week. Among those enrolled, atleast 45 percent are girls. The ratio of children under 10 years of age is good, we are told.

The demand for NFEs come from GVCs. SM then conducts a survey; if the demand seems valid and instructors are available then SM initiates the process. The GVCs identify the children, teachers, building etc. SM then establishes these rural centres. Any issue that SM faces with a NFE, it makes the GVC intervene. In essence SM only facilitates these schools that are in every way community run; all elements of autonomy, ownership, trusteeship rests with the community/GVC.

Our visit to one of the centres at Tiloi village (block Kotra, district Udaipur) helped us interact with students who are made to sit in circles as per their learning levels. Children were found to have varied degrees of comprehension. We found a great story teller in nine years old Bhataram. His contemporary, Manju Kumari too reads well. Overall children seemed to be good in their reading skills’ maths is an area where there could be significant improvements. The curricula have been thoughtfully designed. The centre alsotries to dabble in conversational English. We took a look at the curriculum prepared for

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all the levels by Seva Mandir with inputs from Vidya Bhawan. We also had the opportunity of interacting with parents who represented atleast 5-7 hamlets. Parents feel such centres are hugely needed in difficult to access villages like Tiloi that is spread in 7 kms, 14-15 hamlets, 300 HHs and 1300 voters. The centre has children from atleast 8 hamlets where there are no government schools in the vicinity. One got to know that Bhataram too would be made to appear for an admission test/interview for the government school in Kotra next year. Both Bhataram’s elder brother and Manju Kumari’s sister live in hostels and study in government schools in Merpur or Kotra. Parents feel that this yearning and fulfilment of aspirations for higher learning have been made possible only by Seva Mandir’s efforts at bringing elementary education at their doorsteps. They narrated how the centre, GVC and SM make an effort to mainstream children in the government schools mostly in grades V and VI once they attain basic learning skills ( Level A). Tiloi mostly sends its children to hostels and schools in Kotra and Merpur after grade VI.

The teachers selected or interviewed are those from the community. They are known as Anudeshaks ( in local parlance- one who imparts education). Average qualification for these Anudeshaks is that of High School (Grade 10). Induction, Orientation and periodic training of Anudeshaks are organically linked with Vidya Bhawan, one of Udaipur’s premiere learning institutions that fosters inclusive learning and celebration of diversity. Newly recruited teachers are also sent to residential camps for children engaged in labouror belonging to parents who migrate for labour. This helps test both the pilot pedagogy and quality of new teachers as they are inducted into SM’s team. Salaries of the Anudeshaks are paid directly by Seva Mandir from this year onwards. On an average, an Anudeshak is paid Rs 4500-5000 per month. They also have the camera system infact thecamera monitoring system was pioneered by the NFEs.

We got an opportunity to meet around 25 Anudeshaks one pleasant November evening at the block office in Kotra. Prior to this meeting, the field staff at the office who handle the education portfolio told us with formidable pride that Kotra has some 48 NFE centres andalso the distinction of sending the highest number of children to residential camps at Kaya ( of a total of 200 students, 110 were from Kotra last year). We also note that NFE centres in Kotra atleast do not have any female Anudeshaks; we are told that this is because of the difficult terrain and culture and low female literacy.

Lakshman Sada’s story of getting his groove as an anudeshak would probably find an echo among all the other Anudeshaks present in the hall. Lakshman very poignantly shares with us his initiation in 2003. Armed with a formal education of only class IX and no self-confidence to boast about, Lakshman still scores 65 out of 100 in the interview test paper. What follows is a 17 days training with 200 other Anudeshaks at Kaya trainingcentre. For all these days, Lakshman finds himself transported in an altogether different world while learning about Play-Way methods for imparting education. What follows for him is a three years course certified by Vidya Bhawan. Lakshman had to come for three days in a month for these years to the block office and receive lessons in Hindi and Mathsfrom Vidya Bhawan trainers besides enough to do as home work. According to him it is this grounding that instils in him the passion and compassion to see students through.

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What started as a centre in 2003 with 37 students now has 116 children ( in 2016). He hasthe company of another teacher to man the increased enrolment. Lakshman proudly proclaims that he has helped mainstream 235 children so far of which 12 have reached upto college (graduation study) levels and 8 have completed their Higher secondary levels. Lakshman’s journey as anudeshak is thus also his own journey of self-discovery; the retention level of Anudeshaks are high too, we were told.

Annexure 6 is a study by SM (in Kherwada block) to understand the outcomes by way of mainstreaming of students in formal schools and their retention in education through a ten years timeline tracking. The study says that 60 percent of those tracked have cleared their matriculation levels and 60 percent are still continuing their higher studies.

6.2.1.2 Residential Learning Camps:

The residential learning camps started since 2001. Essentially these are for labour children who mostly go to Gujarat for seasonal work; the camps are therefore organised seasonally when there is no farm labour to be done. Each child is made to attend three camps in a cycle. One cycle comprises of 180 days: each camp for around 55-60 days. It is assumed that the basic education of III rd grade / level is ensured through these camps. The camps take place in May-June, November-December and Jan-Feb every year. Earlieraround 600-800 children used to attend; since 2007only around two hundred do. The camps are held at Kaya where a training of six days is held for the teachers prior to the instruction in the camps. SM’s education team is present too at the centre during the camps. It takes around 12,500 INR per child per camp. Children from five blocks attend these camps. Post camps, atleast 70 percent of them are mainstreamed with formal schools. Seva Mandir also follows up with parents by way of counselling sessions and home visits. In last five years, since 2012, around 1500 children have attended these camps. Fifty percent of children who attend the camps are girls who are otherwise engaged in domestic work, sibling care and pastoral work. Camp learning focusses on Hindi, Math along with English, computers, sports, health and hygiene, personal cleanliness, extra-curricular activities, art and crafts, child protection etc.

6.2.1.3Activity Centres:

These centres provide a window for working directly with state institutions. The centres, five in all, act as platforms for activity based learning. Housed in five schools of Badgaonblock, they provide concrete learning opportunities for basic education. Within the normal time tables, each grade or class has a slot for the activity centre. Seva Mandir has recruited five teachers for the centres, each is paid Rs 4500 per month. What’s making it worthwhile is the retention of children in the schools, SM says. Dropping out has lessened and more importantly the community, parents and GVCs recognise the role of the centres in arresting drop outs. The state teachers too have begun accepting this. However, it has been also a challenging task to work with the government schools. Whilethere is acceptance of the pedagogy by these schools, certain parameters like camera based monitoring do not find acceptance. Nevertheless, given the fact that this is the only sub theme that is linked to government directly, continuing with this makes sense so as to

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learn from the challenges and feed into the learning in future.

6.2.1.4Scholarship programme:

The genesis of this programme was in 2010-11. That year some 240 children attended theresidential camps. It was estimated that a child by way of labour contributes Rs 2500 per year. SM decided to offer that amount to their parents to free their children and put them to school. It found 214 children who were more than nine years old to be eligible. This scholarship program eventually became a high retention programme. By the end of three years there was 80 percent retention. After sixth year, there was 60 percent retention. SM also increased the amount to Rs 3500 per year to parents once their children got into grade VI. However, a review done by SM pointed out that the learning levels did not get very high despite retentions. To address this, SM started summer/winter camps for two years with help from Vidya Bhawan so that children could clear class X. Eventually the lesson that SM learned is that such residential camps drain more energy than the outcomes. This is therefore going to be the last year of this programme. Most of the children have cleared grade VIII under this programme so far. A new programme has been in place from this year with 33 children put in the hostel of Vidya Bhawan for five years. Of these, 10 are day scholars from urban slums of Udaipur; atleast six others are from the scholarship programme of 2010-11. 23 are from Kotra and Jhadol.

The criteria for selecting these 23 children are their parents ‘ willingness to invest five years for educating their children; children who from NFE centres have gone to government schools but are likely to drop out because of poor financial conditions and soon. This programme requires a cost of around Rs 60-70 K per child per year.

There are also tutorial support centres known as Bal Samuhs that run in the slums of Udaipur courtesy SM. Around 12 Bal Samuhs open every evening for 2 to 2.5 hours for six days in a week. Together they cater to 215 children of 148 families. There are 12 instructors recruited by SM who are paid Rs 2200 each per month. SM contributes Rs 1500 to the monthly honorarium; rest is borne by parents. A room rent is also paid for the 12 such centres.

6.2.1.5Youth resource Centre:

The whole idea of Youth resource Centre began in 2004. It was a joint initiative of WCD and Education programme in Kherwada block; idea was to bring both adolescent girls and boys on one platform and discuss issues of gender, communalism etc. As of today, there are 18 YRCs with 2028 youth in five blocks of Udaipur district. At its peak, there were 20 YRCs with 3500 youth. The YRCs seemed to be a vibrant space to address the ever changing aspirations of youth. Some of the issues touched upon in these centres are Gender, Reproductive and Sexual Health, Livelihoods or vocational training, English conversational training, Career Counselling, Sports, Life skills like photography, theatre etc. The youth are either school going or seasonal migrants. The centres also act as link

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between open schools and drop outs. The content for migration support is derived from the NGO called Aajeevika; around INR 60 -75 k per year per centre is required; budgets come from both health and WCD departments upon availability. Each YRC has one facilitator who is paid Rs 4500 per month. Between YRCs, often tournaments are organised.

We got an opportunity to visit the YRC in Merpur. Located just opposite the Merpur Higher Secondary school, it caters mainly to adolescent youth studying in the school and where many of them live in the hostel located nearby. We actually met few of the studentswho had attended the NFE in Tiloi. On that given day, youth were participating in an exercise of drawing a problem tree and prioritizing which social issue needs to be paid foremost attention in their locality. The centre was six months old. It had two facilitators who are engaged in talking about Adolescent Health, activities to build leadership quality,discuss early marriages and Maternal Health, witch-hunting etc. Three girls from the hostel are also given training in football.

6.2.2 ASSESSMENT

Relevance: The objectives cater to provision of good quality primary education for marginalised children. Given India’s social exclusion and marginalisation manifesting in terms of lack of quality education, the programme is relevant in every aspect. The objectives are well defined, attainable; activities and outputs are consistent with the objectives. 160 Non Formal Education Centres run in 130 villages of Udaipur and Rajsamand. These centres act as the vital link for fulfilling the educational aspirations rural folks have for their children.

Effectiveness: Given the programme’s objectives, 6069 children from 6-14 years receivea formal education across various learning levels (A, B and C). Teacher –student ratio stands at 1:30; around 45 percent are girls. The NFEs function in an autonomous and democratic way where village level institutions identify the need and resources required for running them. Inclusion of more women anudeshaks (teachers), cross learning with other similar organisations like Digantar etc could further improve effectiveness.

Efficiency: Fee collection systems and disbursal of uniforms etc are very well thought of.A fee of Rs 150 per child per year is collected; this amount goes to the Gram Vikas Kosh (GVK) or community. The same monies are spent by the GVK towards uniforms /shoes and lunch boxes for the NFE centre students. Expenses on books and stationery are however borne by Seva Mandir. By all means this is very modest.To achieve quality, by catering to rural children’s need for education, the NFEs have not only helped them learn levels A, B and C but also 1200-1500 children are mainstreamed every year from these centres to the state schools. Overall, NFE centres present a very lively environment

Impact: The centres have fulfilled a great deal of social aspirations of the parents and villages in SM’s catchment areas. SM facilitates the NFEs that are in every way community run; all elements of autonomy, ownership, trusteeship rests with the community/GVC thus impacting ownership and creation of valuable community assets.

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Besides residential learning camps for out of school children, activity centres within the premises of government schools, scholarship programmes for meritorious but disadvantaged students and Youth resource centres for adolescent girls and boys completethe education portfolio.

Sustainability: The NFE centres are run as Shiksha Kendras now. They have been duly acknowledged by the state as vital resource centres catering to the much needed aspect ofquality education for rural children who find it difficult to access state schools located far away. The well established systems point to the possibility that SM and its village level institutions should be able to sustain it. Help from CSR is also definitely possible.

6.2.3 Analysis and Recommendation for the Education Program

An impact of the NFE centres, to our best of understanding, is their ability to stand up to the regressive criteria of the Right to Education Act7 that undermined NGO run schools or Education centres. By running some need based shiksha kendras, Seva Mandir is able to prove otherwise with regards to the relevance and efficacy of the centres. After some engagements that included visits by state representatives and sustained negotiations by the CS, today the state shows keen appreciation of the merit of these centres. In all earnestness we strongly recommend that Seva Mandir not only continues running these Shiksha Kendras but also think about opening new ones in more locations based on needs and demands voiced by the community. Back donors must find great value for money in supporting these centres.

On the other hand, the residential learning program has merit as it not only acts as a testing ground for new recruits and revised curricula but also caters to learning needs of more unprivileged children who cannot even afford to attend the NFE centres. So while these must continue, dwindling resources and therefore reduction in number of children in these camps is a matter of concern. However, it is the series of other activities like the activity centres in the premises of government schools, the scholarship program, the tutorials in slums of urban Udaipur that consume significant investments of time, monetary and human resources of the program. As per Seva Mandir, the activity centres have their own frictions but since they are the only window of interface with the government, SM sees merit in continuing with the program. In our modest judgement, SM could revisit this premise; it might make great sense in putting all energies in the NFE centres and in residential camps to complement the centres – these seem to be the USP of the thematic area and SM. Again education appeals to back donors and CSR agencies could be attracted to support many more NFE centres, the core of SM’s education program.

7 Besides the critique of RTE that it is uncharitable to CS, there are other problems too with regards to the Act, for eg RTE focuses on inputs, infrastructure, number of rooms etcnot outputs. And ofcourse RTE forecloses options like NFEs because of the input parameter without providing for better options

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6.3 Health Program:

Seva Mandir divides its Health program into Maternal Health and Child Health. This program operates only in Udaipur district. Five blocks- of Jhadol, Kotra, Kherwada, Girwa and Badgaon – have the health program running in 60, 41, 42, 21 and 22 villages respectively. There is a component of adolescent health too as a target; however, the operationalisation is rooted in Education (YRCs) or WCD programmes of Seva Mandir. Comprehensive Plan -8 had a budget of INR 52 million for the program. Corporate donors like Monsoon Accessories, PLAN, Max India and CAF too have picked up specific components of the programme.

6.3.1DESCRIPTION

6.3.1.1 Maternal Health:

Some 277 Traditional Birth Attendants (TBAs) form the backbone of this programme. In 152 villages, these women, incubated and regularly trained by Seva Mandir pay home visits to village women, examine them for pregnancy etc , test them for anaemic conditions, take them to ANMs for tetanus injections, and finally for institutional delivery. For all their Ante-natal and Pre natal care, a TBA of Seva Mandir gets paid through specific work based coupons. It is the Gram Vikas Committee that selects a TBA.A typical TBA is usually 40-45 years old and has enough acceptance by the Gram Vikas Samuh as a whole. She is very much a local from the village and often illiterate. One TBA is responsible for minimum 35 to a maximum 200 households depending on the population. Each TBA is given a booklet of coupons by the GVC. For each activity that she accomplishes with a user-woman, the user woman (or even the ANM) hand her back the signed coupon which at end of month she submits to the GVK. Payments are made according to the filled in coupons. On an average, a TBA usually gets around Rs 1100 permonth.

For every TBA there is a refresher training of three days conducted at Kaya campus. Annually, two review meetings are held in the respective block offices. Our meeting with seven TBAs in Kotra block office lead to a very warm and open conversation about their role overlap with state instilled ASHA workers. TBAs laugh it off saying that while it is they who do the work, but ASHAs are smart enough to claim their honorariums from the state showing institutional deliveries for the same user-woman. Both SM’s central office team in Udaipur and block office Health staff however suggest that there is no conflict as number of TBAs are far too less compared to ASHA workers. Further, where ASHAs are active, SM has withdrawn its TBAs, it says. At the same time it is also a fact that sometimes an ANM prefers a TBA over an ASHA or the premises of a Balwadi over an Aanganwadi. Over the years, the number of TBAs has decreased too. From 323 in 2012-13 to 307 in March 2016, its now 277 TBAs in all. Age related factors and reduced funding were cited as reasons.

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6.3.1.2Child Health Programme:

Just as TBAs run the Maternal Health programme, Child Health is handled by the 99 Bal Sakhis that Seva Mandir has as para workers. Each of these Bal Sakhis are given the mandate of Home based Care for preventing child mortality and morbidity, addressing under-nutrition and malnutrition. Suggesting and facilitating Immunization of children is another of their functions. Bal-sakhis also work closely with mothers. They talk about contraception and birth spacing to potential mothers and about breast feeding and weaning to lactating mothers. They have tools to monitor the growth of their target children. A Bal-Sakhi caters to 0-5 years children, covers 35 children / 150 Households and usually earns Rs 2500 per month. We did interact with one or two Bal Sakhis at Kotra office. They are 25-40 years old, married, local women, usually formally educated upto grade VIII. The selection, recruitment processes are again through the village institutions of GVC. Payments too are similar to those of TBAs (coupon based). Bal Sakhis of course are younger and better aware than TBAs with regards to state institutions of maternal and child care. Here too, a Bal Sakhi, being far and few in number face no rivalry with the Anganwadi worker of an area. Bal Sakhis have to undergo one refresher training every September in Kaya. For remaining three quarters, a review training is held every quarter to discuss challenges and way ahead. In addition, sometime special technical trainings too are held.

6.3.1.3 Immunization and Integrated Nutrition Programme :

In 2015-16, Seva Mandir immunized 5100 children through 91 camps where equal number of boys and girls were immunized (one must mention that Udaipur has a very favourable child sex ratio in these blocks). Those areas where government immunization is more active now have been taken off the radar by Seva Mandir now. The organisation has got a Baseline (2007) and Midline (2009) study done on the status of Immunization which showed a positive impact; hopefully the endline in 2016 will bring out the impact of SM’s immunization camps.

In essence INP is a part of Child health sub theme. It has different targets like the responsibility for looking at the nutrition aspects in the 224 Balwaris under WCD programme (supplementary nutrition along with micro nutrients), organising the WASH campaigns and other events related to nutrition for children and mothers.

6.3.2 Assessment of Health programme

Relevance: The objectives are well defined and lend themselves to goal oriented activities and outputs. Seva Mandir divides its Health program into Maternal Health andChild Health. This program operates only in Udaipur district. The Traditional Birth Attendants (TBAs) form the backbone of the Maternal Health programme. Just as TBAs run the Maternal Health programme, Child Health is handled by the Bal Sakhis that Seva Mandir has as para workers. Suggesting and facilitating Immunization of children is another of their functions. In 2015-16, Seva Mandir immunized children through 91 camps where equal number of boys and girls were immunized.

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Effectiveness: In 152 villages, the TBAs, incubated and regularly trained by Seva Mandir pay home visits to village women, examine them for pregnancy etc , test them foranaemic conditions, take them to ANMs for tetanus injections, and finally for institutionaldelivery. Each of the Bal Sakhis are given the mandate of Home based Care for preventing child mortality and morbidity, addressing under-nutrition and malnutrition. However, with improved NRHM of state, TBAs and Bal Sakhis may have reduced roles. While the immunization program seems an input intensive and resource heavy programme, in what way does it add to the overall health status of children is not clear. The hospital built by SM at Kherwara lacks any human resources despite good physical infrastructure

Efficiency: TBAs and Bal Sakhis are well trained through organised and periodic system of trainings. Paying systems are well laid out. For all their Ante-natal and Pre natal care, aTBA or Bal Sakhi gets paid through specific work based coupons. On an average, the monthly salaries come to around Rs 1100 for a TBA and Rs 2500 for a Bal Sakhi. These are very reasonable expenses. Reach of the para workers to individual households is well organised. Immunization Camps and Integrated Nutrition Program caters to good health and well -being of children.

Impact: 277 TBAs and 99 Bal Sakhis offer home based care to pregnant and lactating women, infant and 1-5 years old children in five blocks and 93 villages of Udaipur district. INP reaches out to 224 Balwaris and 5383 children under 1-5 years. 5100 children immunized through 91 camps in 2015-16. Despite this, the health programme looks a little squeezed between the education (YRC) and ECCD/WCD programme.

Sustainability: With numbers of TBAs and Bal Sakhis dwindling and immunization being very input intensive process, sustainability of programme looks bleak in the long run. The health programme could be given a spin like the ECCD program in engaging with the state led health services and making efforts at improving them.

6.3.3. Analysis and Recommendations

While the Health program has neatly divided itself into maternal, child and immunizationprojects, the team notes with some concern that resources are dwindling in the program. Not only is this the least invested in terms of money but also ebbed human resources as inreduced number of TBAs and far too few Bal Sakhis. One is not sure about the impact thematernal and child program will have in terms of reaching out to a reasonable number of target-groups and thereby justifying its relevance. The end-line of the immunization program, when carried out as mentioned earlier, shall reveal the impact and the team would be interested in looking at that. Given that vaccination is extremely cost intensive and difficult in terms of of getting and retaining nurses, Seva Mandir, probably has done well in reducing the number of camps which it says is also due to the fact that there seems to be an overall improvement in delivery of vaccination provided by the state.

As regards maternal and child health, the team feels that it would augur well to revisit the

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investment needs under these two components. Should the investments continue in TBAsand Bal Sakhis or should there be an alternate paradigm based on issues of relevance, effectiveness and efficiency? While the response to one of team’s query is that SM withdraws its TBAs and Bal Sakhis from villages where state infrastructure (of ASHAs, ANMs and Anganwadi workers) is efficient, this model in itself may not be motivating enough for either the team of para-workers or the pyramid of SM’s departmental staff too. That the vigour and strength of the team is dependent on the efficacy of the state health services/NRHM (and inversely proportional actually!) may not exactly be a very uplifting and sustainable model.

A counter narrative about TBAs or Bal Sakhis not being in conflict with state workers (asmentioned by SM staff) could be that their sheer numbers may not matter enough to pose any conflict in the first place! And this then brings us back to the argument that is the programme effective and relevant enough, given its scale, to impact significantly overall maternal and child health? While this premise could be well countered by saying that what is critical is to provide a good pilot or model of work not bothering really about scale or replication, this argument might lend itself to being challenged on the aspect of novelty. Is the existing work around maternal and child health, even if not to scale, innovative enough to ask another agency (here, state) to replicate? Or is the program in its current avatar just filling in gaps where state does not reach? With all humility, the team would recommend a revisiting of the existing work within this program and come upwith more innovative ways of designing maternal and child health projects. Foraying intothe domains of Adolescent and Sexual Health, addressing harmful practices against women like pushing age of marriage for girls, addressing mal nourishment could be looked into. As for a model, can Seva Mandir also think of reviving the facilities at the hospital that it had built in Khedwada ? Utilising the good physical infrastructure by giving it a spin in terms of human resources or innovativeness could be looked into .

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7 Delwara / peri urban work

7.1 DESCRIPTION

Seva Mandir has been working in Delwara over two decades. The initial association was having a field office here with work being done in the surrounding villages. Direct work began with an income generation programme with women. It was only in 2003 that Seva Mandir came in with a larger scale intervention of integrated development for Delwara. This was done on the bedrock of a citizen's forum-the Nagrik Vikas Manch (NVM)- representing 18 localities of Delwara through a two step election process. With interventions to address the drinking water shortages, sanitation, collection of household solid waste, skill building for youth and women SHGs (26 at the present time), Seva Mandir has also sought to revive and promote the heritage of this old settlement through Heritage Walks. This is a large village with peri-urban characteristics, and has a number of different castes (26), with the settlement pattern typically being caste based.

The NVM, formed to co-ordinate works identified through a consultative process by the citizens of Delwara, holds elections once every three years with a male and a female elected from 18 localities of the Gram Panchayat. (Each locality elects 5 members as their Block Representatives and chose two to represent the block in the NVS). The 36 members thus chosen, form the General Assembly of the Nagrik Vikas Samiti, who in turn elects a Working Committee of 12 members, with 5 being office bearers. The President, Secretary and Treasurer are elected while the Vice-President and Joint Secretary are nominated to ensure gender balance in the office bearers. (if a male is elected as President or Secretary, a female is appointed as Vice-President and Joint Secretary respectively). The NVM has had four rounds of elections since it was set up in 2003-04. NVM is an unregistered body of citizens of Delwara. In addition to the ongoing work on the household solid waste disposal, the NVM plans to work on Indirakund, a tank in the middle of the village and also deal with the dumpsite of the household solid waste. Besides the NVM, the Jagriti Mahila Manch, a cluster of women leaders is also supported by Seva Mandir in Delwara.

Seva Mandir currently has two full time staff dedicated to the work in Delwara. They are supported by a team of 24 para-workers. (14 Aarogya Mitrs who collect household solid waste, Youth Resource Centre Co-ordinator, office assistant, community mobilizer, accountant, and 5 guides for the Heritage Walk). The NVM has benefitted from a corpus grant of Rs. 20 lakhs by Seva Mandir. Besides this, membership fee to the NVM and contribution for works done have contributed to the fund used by NVM. In addition to this, the monthly fee (Rs. 10 per household) for solid waste collection is also deposited into the fund. The guides are trained to take visitors on a heritage walk around Delwara and generate funds in the process. The NVM currently draws about Rs. 1.7 lakhs in a yearto cover the administrative costs which is about 50% of the interest earnings of the fund kept as a Fixed Deposit. Seva Mandir currently deploys about Rs 20 lakhs per year in Delwara.

In terms of the day to day functioning of the NVM, an Administrative Committee of 7/8

51


people, including Seva Mandir staff take the work forward. A monthly meeting of the General Body comprising of 36 elected representatives from each locality takes place on the 4th of each month, with a broader civil society gathering on the 19th of each month. Each locality also has it’s own meetings which is primarily facilitated by Seva Mandir staff.

During the period under review, the third round of elections took place in 2012-13 resulting in the election of traditional political elite into the Executive Committee. From Seva Mandir documents, the term of the 3rd NVM is marked with low levels of activities.While mohalla meetings continued, the NVM became ineffective in capturing the needs and voices of the people. This has been attributed to the elite capture of the Executive Body of the NVM through tradition routes of intimidation and inducements that one sees in day to day party politics in the area. Discussions in the Executive Meeting were mostlyaround the household waste collection. This was also the period when the Gram Panchayat was to be awarded an Award for ODF, which was resisted by the community members as NVM was not getting the due recognition for its work. However, in the face of adverse reaction from the citizens of Delwara and Seva Mandir, they had to give due space and recognition to Seva Mandir in the function. Seva Mandir also continued to work in building toilets.

By 2014-15, 35% of toilets built in Delwara were through NVM/Seva Mandir. While the Youth Centre, Heritage walks and the SHGs continued to function, the work during the 2013-14 and 2014-15 slowed down tremendously with the trainings on governance, which form a core of the work in Delwara falling short drastically against those planned and overall budget realization of capacity building and sectoral interventions falling to 40% of the budgeted amount.

7.2 Assessment

Relevance: An unregistered elected citizens forum in peri-urban Dilwara, the NVM serves a platform of mobilizing citizens of Dilwara and creating a local institution responsive to the needs of the citizenry. From our discussion with the NVM team members and the Seva Mandir team, we can see that Seva Mandir has sought to create innovative models of improvements in civic amenities and public spaces. These have been taken forward through new institutional spaces that enabled citizens to start participating in the governance and development of Delwara- mohalla sabhas and Nagrik Vikas Samiti. There has been complimentary investment in Heritage conservation, motivating youth, and ongoing support for income generation programmes and support for SHGs for women. 18 localities of Delwara are covered by the work of Seva Mandir.

Effectiveness: The NVM has been able to channel the voices of the citizens of Dilwara. NVM is an unregistered body with a bank account and letterhead but does not have a legal personality. There have been discussions about having it registered and a proposal was put forward at an Aam Sabha of NVM during the period of review. However, it was rejected as members felt that a formal institution has a greater chance of being claimed by seasoned male politicians. This might have been due to the experience of the 3rd

52


NVM elections which the elites apparently appropriated the senior positions as mentioned above. However, this leads us to the interesting conclusion. The NVM, thoughapolitical in projection, has become an institution that makes it worthwhile for local politicians to want to invest in. This, in itself, is an indicator that the NVM can be used togenerate political gains through the social capital that it generates. However, in its presentrole, it seems more like an advisory body with the Seva Mandir team driving the process. More is needed to make the institution autonomous. At a more practical level, the day to day community engagement is done by the Seva Mandir staff based in Delwara and the NVM Office Holders are not able to give enough time to attend mohalla meetings. This creates a broad question regarding the effectiveness of the the NVM as a citizen’s forum which has existed for more than a decade. Ideally, the Seva Mandir team should be doing the technical support function and acting as a secretariat to the the NVM but from what we heard at the meeting with present and former members of the NVM office bearers, theSewa Mandir team has been playing a more interventionist/enabling role to facilitate community level processes. Given the community level dynamics, it raises a serious question about the ability of the NVM to be able to sustain itself financially and function autonomously without the active support of Seva Mandir.

Efficiency: About Rs. 20 lakhs are spent in Dilwara annually by Seva Mandir, mostly routed through the NVS for most part of the period under review. Local contributions are collected in part for all construction activity, mostly toilets in the period under review. Additionally, each household contributes Rs. 10 per month as waste collection charges. However, during the period under review, NVM related capacity building has significantly reduced.

Impact: Being operational for more than a decade, the NVM has, with the support and guidance of Seva Mandir transformed Dilwara with sanitation facilities, clean drinking water, clean streets and its emergence as a tourist hub. However, in the present context, Seva Mandir has to come up with an effective solution in which the local institution can become more active and engage in its leadership role effectively.

Sustainability: An interesting observation made at the Seva Mandir staff meeting while discussing Delwara was that candidates from different parties are now winning various positions in the local government elections while it used to be a single party earlier. (While local Self-governments in Rajasthan are contested at an “apolitical” level, candidates are usually associated with a specific political party). This could not be independently verified but a Seva Mandir's commissioned study showed that the political elite of the main political parties, while having different political orientation, had close business and social ties. Keeping both these facts in mind, it would certainly be a start that local politics is being influenced through the emergence of the NVM. NVM needs to define its relationship with the Gram Panchayat as it is currently gap filling functions thatthe gram panchayat is supposed to be doing. It can thus serve to show how participation and accountability can be built in to serve local needs and that people can work cooperatively together if they have ownership over decision making processes. While there is now some co-ordination of activities with the gram panchayat, there is no substantive engagement visible. As a citizen's body, it needs to be able to engage more

53


fully with panchayat level processes by encouraging the members to participate in gram sabhas, taking interest in demanding accountability during such gatherings and engaging with the panchayati raj officials to ensure that the spirit of local governance is practiced. In the absence of panchayat level processes of generating civic participation and discouraging discursive democratic expressions though the neglect of Ward Sabhas and the Gram Sabhas, the mohalla sabhas and the aam sabha of the NVM are certainly forumsthat capture the voices of the the citizenry and bring a sense of collective action and responsibility. However, the critical element of seeking accountability and enabling citizen voices in their local governments was not visible in terms of promoting participation and building a sense of ownership of panchayat level processes-even if panchayat leadership treated the NVM as an adversary rather than a collaborator in providing better governance and services to the people. Seva Mandir working through NVM, is currently providing services that people should be demanding from the panchayat.

7.3 Analysis and Recommendations

Overall, interventions in Delwara have a vision of creating a heritage hub combining conservation, culture and development in a set of activities that complement each other.

The elite capture of the NVM in its third round of elections showed that politics resides inany development intervention. From the data we can see that social empowerment processes came to a virtual standstill during the term of the 3rd NVM. While some of it can be attributed to the lack of interest of the leadership of the NVM, it also shows up theinability of the Seva Mandir team to negotiate and work around the obstructionist tactics of the NVM leadership, for instance, Seva Mandir had significant resistances in being able to complete the election process in the 4th round of NVM elections during the reviewperiod.

A greater engagement with the local gram panchayat is required. While there have been instances of both cooperation and competition with the Gram Panchayat of Delwara, Seva Mandir needs to explore how it can use the potential of its work across 18 localities,make for or demand for more democratic functioning of the gram panchayat by promoting citizen participation in the gram sabhas, ward sabhas and sub-committees of the gram panchayat. The work, for instance of the Village Health and Sanitation Committee (VHSC), is directly linked with the interventions of Seva Mandir in rejuvenating the drinking water supply in the area or working on sanitation, household solid waste collection and cleanliness. If the VHSC is inactive in Delwara, Seva Mandir could motivate the citizens they work with, to work on the Panchayat leadership to institute the same/make it a more effective committee.

More effective ways to empower the NVM need to be explored in a period where the wages for the para-workers are now being paid directly by Seva Mandir while the same was being paid through the NVM. While this might be due to legal requirements, it takes away the autonomy that the NVM should have. Seva Mandir needs to explore with NVM

54


the best possible ways of deploying its own funds such that the projected autonomy of the NVM is maintained. They have interest earnings of over Rs 3 lakhs per year which shouldbe used, if NVS agrees, to part-pay para-workers who are in direct engagement with the community-say the Arogya Mitrs.

Delwara's interventions were once modelled around public-private partnership with the magnificent Devigarh Palace Resorts signing up for contributing resources and labour for keeping Delwara clean and locally sustainable. However, there seems to be less interest by the management of the resorts in the initiative now. It might help in understanding and then rejuvenating the tie for reclaiming greater good of the cause and youth led livelihoods development in Delwara. Seva Mandir should engage with the new management of the Devigarh Palace Resorts to explore creative ways of working together for the development of Dilwara.

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8. Key Results and Overall Synthesis :

In our engagement with the Seva Mandir team at the Udaipur office as well in the field teams across the blocks-Kotra, Jhadol and Khumbalgarh, what stood out is the dedicationin their work and a strong belief that they are facilitating a community change process by getting people together to address their issues themselves. This was visible across the age groups as well as positions in the organisation. This may have to do with Seva Mandir's initial work around adult education where the belief of learning through one’s own experiences is paramount. It was also interesting to meet some of the leaders in the villages who were associated with the Seva Mandir’s Adult Education programmes decades back.

The emphasis on constructive work that we see in the work done by Seva Mandir, in our understanding, is based on the principles of collectively addressing common problems through dialogue and engagement of everyone, without leaving the marginalised sections.This is easier said than done, especially in communities divided by class, caste politics, patronage and tribal affiliations. Seva Mandir has sought to work at the village level with a priority to focus on the concentration where the poorer/marginalized sections of the community stay, but they have not shied away from the upper caste areas when the program logic has dictated their involvement. During our visit to Kumbhalgarh, we visited two villages, Hamerpal and Nayakheda where the dominant group was upper caste Rajputs but the other villages in Kotra and Jhadol were with a predominantly tribal profile. The investment in getting people together to collectively analyze, prioritize and address issues was visible in all locations showing the ownership of the community over the programmes that are being implemented currently through financial support from various sources but also in locations that are not currently project locations.

With the changing discourse in the development sector towards rights based work focussing on creating pressure on duty bearers, constructive work may seem without context even as market based solutions are now gaining momentum. In our understanding, it is the manner in which the work is rooted at the community level, starting with issues identification to planning, monitoring, implementation and supervision over para-workers providing the identified services or facilities that forms thebedrock of all of Seva Mandir’s work. The selection of project interventions is actually done with the intention of its ability to mobilize people to collectively address problems.

It is not as if rights based work is absent in Seva Mandir project areas or that they do not support such action but that these processes actually work together. Mobilizing community for constructive work seems to go hand in hand with articulation of rights at the field level. It is not, thus, an issue of rights based work versus constructive work but seeing the potential and addressing the issue in the best possible manner. The rights are not just limited to demanding accountability from the duty bearers of the state but also in addressing traditional community arbitration and decision forums (jati panchayats) or addressing issues of rights of women at the community, household and personal levels.

What might be relevant for Seva Mandir to do is to highlight this kind of work that is

56


already happening at the field level to show that the community is not only articulating but also demanding information around issues that determine their well-being.

Seva Mandir may want to take the next step of looking at deepening its engagement with the state where it already has considerable involvement -for instance as a member of the Rajasthan State MNREGA council or monitoring Aanganwadis, being PIA for MNREGAacross 100 panchayats and the coordination with the community to ensure that schools are being run, records for work are being maintained or if community members are receiving their pensions or food allocations as provided in the relevant policies. A systematic engagement in the functioning of the gram sabhas and panchayats is needed and not merely as coordination in times of need say for a NOC for pastureland or for being a Project Implementation Agency for MNREGA etc. A systematic engagement withthe instruments of the state, from local governments to various line departments of the government needs to be developed. Orientation for the same is already being given at the field level though the trainings conducted by Seva Mandir and this needs to be developedfurther.

As has got highlighted at various parts of the report earlier, Seva Mandir has built a number of institutions-the Van Utthan Sansthan, the Nagrik Vikas Manch and various village level GVS. A clear approach to spin them off needs to be built into the project design, for these institutions to be able to grow and take forward their agenda independently of Seva Mandir. Maturing of these institutions will also enable them to play a greater advocacy role which Seva Mandir, as a foreign funded organisation, may not be keen to take up due to various statures and policies.

Seva Mandir thus needs institutional preparedness and a process of internal dialogue to recognise how constructive work can co-exist with rights based programming. As mentioned above, the conversations already exist, and they need to be picked up and channelled.

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9. Recommendations Page 57

Recommendation table

Programatic recommendations have been made with the discussion on each programme undertaken by Seva Mandir under the Comprehensive Plan 7 and part of Comprehensive Plan 8. While the recommendations have been made for each section seperately, they should be seen to be mutually self-reinforcing, in the same spirit that all of Seva Mandir interventions in the field are designed to be add strength to each other and all their work is done in a synergistic manner. The Evaluation team has made a set of recommendations,mostly focussed on Seva Mandir, the Principal for this evaluation but has also pointed out some for the donors as well as the Automomous groups that Seva Mandir works with in the fieldTORChapter

Evaluation Report(Chapter)

Priority (high/low: 1-3)

Conclusion Recommendation Rec. to

5.1 Village Institutions Programme

1Gram Vikas Samitis are autonomous village level institutions built on principles of participation, accountability and working collectively to solve community level issues. Regular elections, with representation of all sections of the village community, including women and children integrates the views of all sections in the village.

Recommendation 1:Seva Mandir, should, prepare clear guidelines about the manner in which Seva Mandir signatories can be withdrawn from the respective GVK bank accounts as soon as it can ensure that there is sufficient maturity in the group to handle theirown finances.

Regularity in elections needs to be ensured and Seva Mandir should facilitate timely elections across the GVCs, even if they are currently not actively engaged with the projectimplementation plans of Seva Mandir.

Seva Mandir, GVSs

TORChapter





2 Village Cohesion Index is a useful index ofindicating the robustness of the Gram Vikas Samitis.

Recommendation 2: recognizing the logistical challenge in preparing such an Index on regular basis across the villages that Seva Mandir works in, it would be useful for the GVC to revisit the same at least once in two years.

Seva Mandir , BFWD, GVCs


1 With all the efforts to strengthen GVCs, PRIs are often not given the importance that the potentially have to emerge as little republics. Engagement with local self governance needs to be given as much importance as strengthening the Gram Vikas Samitis

Recommendation 3:A more systematic effort towards mobilizing gram panchayats and enabling gram sabhas needs to be integrated into future planning.

Seva Mandir, BFwD


2 Given the potential of the area and the needfor soil and water conservation work and large upfront costs, Seva Mandir should continue exploring potential for CSR funds.

Recommendation 4: If required, a separate fund raising window may be explored and financed to facilitate such an option as there are separate reporting and compliance requirements when such funds are mobilized.

Donors


2 Seva Mandir needs to continue working towards mobilizing government funds and exploring possibilities of dovetailing its own efforts along with government allocations for the area as also developing the capacities of the GVCs and the community to engage with the local governments and administration to pull in adequate government funding into its area of work.

Recommendation 5: The norms pertaining to government schemes are a constraint in being able to leverage funds and Seva Mandir can explore if donors can allocate matching grantsand or additional resources that will permit adequate design flexibility in the provision of drinking water and sanitation facilities.

Seva Mandir , Donors

TORChapter





1 With the Van Uttan Sansthan now goingbeyond the areas that Seva Mandir hastraditionally worked in and with a clear cutidentity for the VUS in the local area, it isimportant to facilitate a transition ofmaking it a completely independentorganization with its own office,infrastructure and resources.

Recommendation 6:Seva Mandir has to support Van Uttan Sangha to take that next critical step in being a truly autonomous organisation that works in partnership with various GVS and Seva Mandir.

Explore possibilities for the collection andsale of NTFP as permitted by the rules inRajasthan through the FPCs/GVSs or even theVUS

Seva Mandir , VUS

TORChapter




6 Women and Child Development

1 The program thus by all means has pusheditself hard to expand its horizon and it mustcontinue doing so. One suggestion is tomake the Women Resource Centres morevibrant by orienting the rural womenrepresentatives on legal provisions too;they could also be inculcated with moreself confidence to take on or at least beginaddressing regressive and violenttraditional customs like moutana in tribalhabitations.

On the issue of sustainability, should SMchoose to leave the 200 Balwadis to servenew locations, will the village institutionscreated and nurtured by SM be able tosustain them? Seva Mandir spends aroundRs 70-80,000 annually on a singleBalwadi. This is an investment that GVKson their own cannot sustain, even thoughthey might be instrumental in taking careof the Balwadis on all other accounts. Thisindicates that SM would need additionalresources to move to new locations whileconcurrently catering to the needs of theearlier ones.

Recommendation 7 : By all means, WCD and esp ECCD (Balwadis) is a scalable program. Given its wonderful track record and the fact that early child care is an issue that should muster enough traction by the CSR, it would be prudent to raise more resources for this program.

Seva Mandir, donors

6 Education 2 With their sheer quality and provision of services the NFE centres have been able to subvert the not so encouraging clauses under the Right to Education Act of the

Recommendation 8 : Seva Mandir continues running Shiksha Kendras and also opens new ones in more locations based on needs and demands voiced by the community.

Seva Mandir, Donors

TORChapter




State.

The centres have fulfilled a great deal of social aspirations in the villages in Udaipur. The centres function in an autonomous and democratic way

2 Recommendation 9: SM should put all energies in the NFE centres and in residential camps to complement the centres rather than spreading its resources too thin with scholarship programme and activity centres in govt. schools

Seva Mandir

6 Health 2 TBAs and Bal Sakhis are well trained through organised and periodic system of trainings. Paying systems well laid out. Reach of the para workers to HH good enough. Yet dwindling number of these para workers, probably due to lack of funding, a concern. With improved state services , TBAs and Bal Sakhis may go on having reduced roles.

Immunization Camps and Integrated Nutrition Program caters to good health and well -being of children. While the immunization program seems an input intensive and resource heavy programme, sustainability of programme looks bleak in the long run

Overall, the programme looks a little squeezed between the education (YRC) and ECCD/WCD programme.

Recommendation 10 : Given that vaccination is extremely cost intensive, Seva Mandir, probably does well in reducing the number of camps which it says is also due to the fact that there seems to be an overall improvement in delivery of vaccination provided by the state.

Seva Mandir

Health 2 Recommendation 11 : a revisiting of the existing work within this program and come up with more innovative ways of designing maternal and child health projects. Foraying into the domains of Adolescent and Sexual Health, addressing harmful practices against women like pushing age of marriage for girls, addressing mal-nourishment could be looked into.

Seva Mandir, Donors

TORChapter




7 Dilwara 1 While there have been instances of bothcooperation and competition with the GramPanchayat of Dilwara, Seva Mandir needsto explore how it can use the potential ofthe its work across 18 localities, make foror demand for more democraticfunctioning of the gram panchayat bypromoting citizen participation in the gramsabhas, ward sabhas and sub-committees ofthe gram panchayat.

Recommendation 12 : Greater Engagement with Gram Panchayat is required

Seva Mandir

7 Dilwara 2 Sewa Mandir needs to explore with NVSthe best possible ways of deploying its ownfunds such that the projected autonomy ofthe NVS is maintained, given that wagesfor para-workers are now being disburseddirectly by Seva Mandir instead of beingrouted through the NVM bank account.

Recommendation 14: Promoting the autonomy of the Nagrik Vikas Manch by usingits own resources to pay for the para-workers

Seva Mandir

7 Dilwara 2 Seva mandir local staff should have the ability to negotiate effectively with the elected NVM, who so ever is in the leadership as we saw in the 3rd round of Elections to the NVM

Recommendation 15 : Operations in the field should be continued even if the elected leadership is not supportive of the processes that Seva Mandir wants to promote, if they have been designed with the consultation of the community.

Seva Mandir

TORChapter




7 2 Delwara ‘s interventions were once modeled around public-private partnership with the magnificent Devigarh Palace Resorts signing up for contributing resources and labour for keeping Delwara clean and locally sustainable. However, there seems to be no interest by the management of the resorts in the initiative now. It might help in understanding and then rejuvenating the tie for reclaiming greater good of the cause and youth led livelihoods development in Delwara.

Recommendation 16 : Seva Mandir should engage with the new management of the Devigarh Palace Resorts to explore creative ways of working together for the development of Dilwara.

Seva Mandir

Appendix 1: Schedule of Visits and Evaluation Timelines

The schedule of field visits is as follows:

Date Villages/ Block Specific Activities

9-11-16 (8.00 A.M to 9.00 P.M)

Block Kotra, District: Udaipur

Village Tiloi (VCI- III A) Non Formal Education Centre and Meeting with Parents’ group

Village Merpur (VCI- II A) Youth resource Centre

Kotra Block Office Meeting with Block and Zonal OfficeStaff

10-11-16 (9.00 AM to 9.30 P.M)

Block Kotra, District Udaipur

Village Koldara (VCI- II C) Diversion Bund and Channel Line, Meeting with rep of 18 beneficiary families

Village Medi (VCI- II B) Dal Mill and interaction with staff

Village Cheekla (VCI- II A) Meeting with rep of SHGs, GVS, GVC, WRC

Kotra Block Office Meeting with about 60 Para Workers: TBAs, Anudeshaks, Bal Sakhis, Sanchaalika, gril workers

11-11-16 (9.00 AM to (9.00 P.M)

Block Jhadol, District Udaipur

Village Shyampura (VCI-I A) Anicut, JFM, model Aaganwadi, meeting with GVC

Village Amiwara (VCI – I A) JFM

Village Dhala (VCI I A) Eco-San, Clean drinking water, seed bank

Jhadol Block Office Discussions with Van Utthan Sangh (federation of forest protection)

12-11-16 (9.00 AM to 1.00 PM)

Village Madri , block Jhadol Meeting with Women Resource Centre , Cluster and SHGs

12-11-16 (2.00 PM to 4 PM)

Udaipur Urban Block Visit to Short Stay Home at Vidya Bhawan premises

13-11-16 (8.0 AMto 6 PM)

Block Kumbhalgarh, District Rajsamand

Village Hamerpal (VCI- III B) Pastureland, Meeting with GVC

Village Gundi Ka Bhilwada ( VCI III B)

Balwadi, Clean Drinking Water tank, Meeting with GVC and SHGs- water management team

Village Naya Kheda (VCI- III B) Clean Drinking Water, Solar Pump for Irrigation, meeting with GVC

14-11-16 (9.00 AM to 2 PM)

Peri Urban Area, Delwara Meeting with Nagarik Vikas Manch, walk around the village, visit to the step well

The following time table was followed with regards to activities

Dates Key Milestones

3rd October 16 Inception Meeting done

10th October 16 Inception report shared by Evaluators for feedback done

15th October 16 Feedback and finalization of Inception Report done

20th October 16 Sharing of draft checklists with Seva Mandir (Review of materials and development of thematic checklist of queries)

done

1st November 16 Feedback on thematic checklists by Seva Mandir team Done on 3rd November

7th November 16 Arrival of Evaluation team in Udaipur done

7th-8th November 16

Discussion with Thematic teams and PME done

9th November-14th November 16

Field Work done

15th November 16 Consolidation of materials and joint analysis by Evaluators

done

16th November 16 Internal Meeting with Evaluation and Coordination team for gaps, observations and feedbackDebriefing Meeting with SM staff- consolidation

done

15th December 16 Submission of Draft Report to Seva Mandir Delayed till Jan 9, 2017

19th December 16 Submission of the Report to BftW with separate document with comments of Seva Mandir

due

22nd December 16 Draft Report Presentation to Seva Mandir team New dates, around 20-25 January, 2017

20th January 17 Final Report submitted to Seva mandir February 25, 2017

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1034 601 115 2 119,485 2 1 1 4 1 1 Y

1053 1,519 314 3 47,153 2 1 1

1055 1,050 225 1

1056 1,664 310 1 1 1

1057 481 102 1 74,802 2 1 1 3 1 Y

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1062 807 160 1 61,488 1 1 1 1 1 1

1069 1,463 317 1 92,668 1 2 1 3 3 1

1085 1,519 284 2 7,177 1 1 4

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1040 333 75 1 14,616 1 1

1047 307 70 2 49,097 2

1059 502 105 2 96,612 1 1 2

1064 1,071 224 1 2,883

1545 1,993 383 1 5,709 3 3 Y

1072 3,530 708 2 28,297 1 1 12 1 Y

1075 269 58 1 195,216 1 1 1 1

1077 2,150 421 1 9,123 5

1001 963 221 1 84,291 1 1 2 3 1 Y

1004 982 209 2 42,167 1 1 4 Y

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BaraaliaBilotaChirvaDelvadaKailashpuriNaya KhedaKaaliwasKamli ka gudaKarawaadiKolarMatataMunwasNegdiaRamaRayaSare

Bad

gao

n

Gh

aar

Mad

aar

BadangaBanaadia

APPENDIX 2 : List of Activities across Seva Mandir Work Area

Lo

cati

on

Co

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Are

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Po

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(2

001)

Nu

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Vill

age

Dev

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pm

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Gro

up

Am

ou

nt

in

vill

age

dev

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pm

ent

fun

d (

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)

Tra

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A

tten

dan

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Imm

un

isat

ion

C

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No

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Ed

uca

tio

n C

entr

e

Yo

uth

Res

ou

rce

Cen

tre

Pre

-sch

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entr

e

Wat

er R

eso

urc

e M

anag

emen

t

Fo

rest

M

anag

emen

t

Wat

er

Res

tora

tio

nA

gri

cult

ure

D

evel

op

men

tC

hil

d

Rep

rese

nta

tive

P

rog

ram

1005 231 43

1007 1,764 363

1012 492 98 1 83,831 2 1 Y

1022 910 161 1 2,148 2

1024 1,118 240 3 59,263 1 1 1 2 1

1027 223 41 1 31,065 1 Y

1031 979 202 2 211,916 2 3 1 13

1526 356 71 1 18,270 1

1044 821 170 3 595,946 2 1 1 2 2 7 1

1050 557 100 1

1517 2,436 488 1 2,400

1063 449 77

1065 537 105

1073 224 50 1 7,589 1

1006 541 120 1 723,287 5 2 1 1

1020 621 133 1 2,850 1 Y

1562 149 29

1030 2,288 490 2 82,428 2 1 1 2 Y

1037 1,311 250 1 912,921 1 1 1 5 1 1 1

1045 1,363 272

1046 348 74 1 42,935 1

1048 700 151 1 108,464 1 1 3 Y

1066 1,709 387 3 57,671 3

1068 299 73 1 73,283 1 1 2 Y

1070 1,083 224 1 48,782 2 1 3 1 Y

1076 142 29

1079 1,977 406 1 149,432 2 1 Y

1080 587 141 1 56,832 1 1 2 Y

1086 1,911 375 5 662,764 3 1 3 4 3 11 1 Y

1000 724 160 1 3,119

1011 323 64

Bad

gao

n

Gh

aar

Mad

aar

BandarwadaVardaBiyalDangion ka HundarDhaarGehloton ka waasGhodankalanGhodan khurdKayalon ka gudaKundal UbeshwarjiMadaarMorvaniyaaNathavaton ka gudaRathodan ka guda

Gh

od

ach

BaraavaDadmiaDhaanaGhodachKagmandaadaKaisuliKhetpal ka gudaKundaNedachPapamaalPeepalwasRaayaSemal

Bad

gao

n

Gh

od

ach

Shivsingh ji ka gudaUshaan

Kad

ia

Amraji ka gudaBanslia

Lo

cati

on

Co

de

Blo

ck

Are

a

Sel

f-H

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Gro

up

Fo

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ry

TipRev

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Po

pu

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(2

001)

Nu

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f fa

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ies

Vill

age

Dev

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pm

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Gro

up

Am

ou

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in

vill

age

dev

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pm

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fun

d (

Rs.

)

Tra

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al B

irth

A

tten

dan

t

Imm

un

isat

ion

C

amp

No

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Ed

uca

tio

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entr

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Yo

uth

Res

ou

rce

Cen

tre

Pre

-sch

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entr

e

Wat

er R

eso

urc

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anag

emen

t

Fo

rest

M

anag

emen

t

Wat

er

Res

tora

tio

nA

gri

cult

ure

D

evel

op

men

tC

hil

d

Rep

rese

nta

tive

P

rog

ram

1014 804 165 1

1025 1,115 251 3 322,266 1 1 1 4 17 Y

1026 433 96 1 93,000 1 1 2 2 2 Y

1033 424 96 1 116,690 1 2 3 Y

1036 1,369 290 2

1041 371 67 1 59,542 1

1042 1,386 270

1049 139 34 1 17,972 1

1052 Losing 2,221 455 3 100,749 2 1 3 Y

1058 1,074 209 1 61,294 2 2 Y

1061 528 120 1 6,864 2 1

1067 631 129

1071 923 165 1 97,316 1 1 2 3 1 1 Y

1078 816 179 1 162,759 1 1 2

1081 1,328 255 1 6,558 1

1084 1,242 258

1087 546 107 3 45,931 1

1088 695 142 1 56,862 1 1 1 Y

1089 810 155 2 105,375 2 1 1 2 1 1

1090 2,960 600 5 176,037 3 3 1 Y

1563 1,298 265

1564 801 153

1110 1,525 291 3 209,664 6 1 2 1 1 Y

1565 399 73 1

1566 1,390 255

1567 578 127

1123 3,562 653 1 200

1558 972 186 1 9,383 1 2 Y

1521 1,965 369 1 62,341 1 1 2 2 Y

1130 586 115 1 45,517 1

1091 2,581 455 1 1,538

1593 2,581 455

Bad

gao

n

Kad

ia

BhutaalaDulawaton ka gudaGadriyon ka gudaJhalon ka gudaKadmaalKasniyawadKathaarKundal ka guda

MaruwasMoriyon ki kadiaPanchawaton ki BhagalPipadSailuShrimaliyon ki kadiaTulaVaasVaagelon ka guda

Gir

wa

Als

igar

h

AadAlsigarhBachcharBoriKaliwasKeliKumaria Kheda

Gir

wa

Als

igar

h

MadriPaiPipalwasPopaltiRaita

Go

jya

AmarpuraOdha

Lo

cati

on

Co

de

Blo

ck

Are

a

Sel

f-H

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Gro

up

Fo

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TipRev

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Po

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(2

001)

Nu

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Vill

age

Dev

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Gro

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Am

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dev

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pm

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fun

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Tra

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dan

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Imm

un

isat

ion

C

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No

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Ed

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tio

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Yo

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Res

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Cen

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Pre

-sch

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entr

e

Wat

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eso

urc

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anag

emen

t

Fo

rest

M

anag

emen

t

Wat

er

Res

tora

tio

nA

gri

cult

ure

D

evel

op

men

tC

hil

d

Rep

rese

nta

tive

P

rog

ram

1520 5,834 1,025 3 22,613 1

1101 906 156 2 20,235 1 1 1 2

1104 837 151 1 20,868

1569 1,829 304

1106 1,094 181 1 1,427 2 2 1 Y

1111 999 154 2 10,109 3 2 1 Y

1113 3,331 639 1 388,239 1 1 2 5 2 1 1 Y

1527 488 89 1 171,054 1 1 5 2 1 Y

1129 773 137 1 61,381 2 1 2 Y

1570 3,002 526

1134 4,016 691 1 12,155 1

1095 2,770 484 1 1,260

1103 4,044 698 6 102,270 7 3 6 4 Y

1115 2,852 524 1 100

1572 2,434 420

1573 1,816 325

1131 5,678 962 10 488,074 9 3 8 4 3 4 1 1 1 Y

1108 1,944 344 1 416,423 1 2 2 1 3 1 Y

1122 5,195 888 7 240,224 3 6 3 4 1 1 Y

0 0 1

1093 382 80

1096 Bed 367 89 1 Y

1099 1,890 360 1 3,055 1

1100 474 93

1610 0 0 1 Y

1114 261 61 1 50,736 2 1

1121 229 40

1127 994 200 4 635,537 1 1 2 3 1 1 Y

1613 0 0

1132 935 212 2 84,926 1 1 2 1 3 Y

1136 862 178

1574 353 79

1092 70 14 1 1,856

Gir

wa

Go

jya

BarapaalBorikuaChandniEklingpuraGojyaKanpurKayaKrishnapuraRavaSingatwadaTidi

Par

sad

BaranChadavadaKhabra Chak (A)Paal Khabra ChakParaiSaru

Paa

tiya Jabla

PadunaPaatiya

Sh

ish

vi Banu

Bhallon ka guda

Gir

wa

Sh

ish

vi

MekdaChauraKemriPadampuraPindoliyaRachka ka kuaShishviUkaar

Su

ron

kag

ud

a

AatBhagwat Singh ji ka guda

Lo

cati

on

Co

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Blo

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Are

a

Sel

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Po

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(2

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Nu

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Vill

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Dev

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vill

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Tra

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dan

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Imm

un

isat

ion

C

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No

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Ed

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Yo

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Res

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Cen

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Pre

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entr

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Wat

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eso

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anag

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t

Fo

rest

M

anag

emen

t

Wat

er

Res

tora

tio

nA

gri

cult

ure

D

evel

op

men

tC

hil

d

Rep

rese

nta

tive

P

rog

ram

1575 379 84

1094 174 39 1 3,129

1098 406 88

1097 326 66

1102 722 139 1 37,486 1

1576 861 195

1105 323 73 1 28,824 1 Y

1577 360 72

1578 260 56

1107 274 51

1109 626 135 1 84,265 1 2 1 3

1579 1,549 292

1580 386 76

1112 130 25 1 79,437 1 1

1116 162 35 1 177,388 1 1 2 3 Y

1117 1,111 210 1 42,126 3 1 3 3 Y

1581 820 173

1118 293 64

1119 208 38

1120 266 51

1124 713 130 1 100,283 4 3 Y

1125 132 29 1 94,333 1 Y

1126 137 33

1582 2,228 418

1128 1,037 195 1 779,817 3 1 11 1

1583 325 79

1584 704 144

1538 0 0 1 121,669

1528 0 0 Y

1594 0 0

1133 415 94 1 323,584 1 3 1

1135 387 78

1137 421 75

Gir

wa

Su

ron

ka

gu

da

Bajni RodiBandi MangriBhalawaton ka gudaBhekdaBhutalChamarDevdaHathedoJamunRaspuraKalivaliKargetKarmalKashyaKojon ka gudaLalpuraMaydaNaadNawal Singh ji ka gudaNichla Chotia

Gir

wa

Su

ron

ka

gu

da

ParmadaPartalPaavandFilaRamajRatanpuraRawatpuraSahariaSaharia KhedaSejlaiSuron ka gudaTodiUpla Chotia

Lo

cati

on

Co

de

Blo

ck

Are

a

Sel

f-H

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Fo

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Po

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(2

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Nu

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Vill

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Dev

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isat

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No

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Wat

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Fo

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M

anag

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Wat

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Res

tora

tio

nA

gri

cult

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D

evel

op

men

tC

hil

d

Rep

rese

nta

tive

P

rog

ram

1138 302 63

1144 3,899 767 3 83,653 1 1 2 1 Y

1147 414 83 1 205,334 2 1 2 4

1148 333 56 1 52,802 1 1

1149 1,319 232 1 28,343 1

1164 89 16 1 13,439

1170 3,048 630 4 619,925 7 1 2 1 2 6 2 1 3

1185 422 89

1190 1,206 237 1 200,764 4 1 1 1 1 1 Y

1198 717 134 1 105,008 1

1205 275 57 1 29,529 1

1207 842 163 1 40,411 1 1 Y

1213 436 85

1218 244 46

1227 285 51

1607 353 66 1 16,784 1

1261 366 68 1 22,572 1

1299 388 74

1301 272 58 1 1,431 1

1303 536 97 1 287,462 1 3 2

1304 129 24

1308 185 39

1310 966 177 1 7,820

1311 861 179 1 56,796 2 1 1 Y

1141 1,101 206 1 49,038 2 1 1

1143 293 60

1533 1,019 197 1 81,815 1

1175 812 145

1176 834 165 1 375 1

1179 679 132 1 59,734 1 1

1186 17 4

1188 1,236 259 2 105,923 1 2 1 Y

1189 1,495 303 1 444,070 2 1 2 1 1

Jhad

ol

Bic

hch

iwad

a

AdlakarAamliaAamiwadaAamletaAamodBelwadadmiaBichchiwadaDevdawasDhaalaDolriaGodimaariGodwaaraJhalampuraJhankraKheraadMaakriMundkoshya

Jhad

ol

Bic

hch

iwad

a

ShishviSemalShyampura KalanShyampura KhurdTaadiberiTundarTurgarh

Jhad

ol

Bra

hm

ano

ka k

her

wad

a

AdolAakodraBrahmano ka KhedaChaaglaChandwasChechlaayaDevlaDevasDadaawali

Lo

cati

on

Co

de

Blo

ck

Are

a

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Nu

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Wat

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Fo

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M

anag

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Wat

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Res

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nA

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cult

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D

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op

men

tC

hil

d

Rep

rese

nta

tive

P

rog

ram

1200 136 25

1211 2,732 544 3 50,399

1229 574 124 1 45,616 1 1 1 3 2

1254 550 114 1 101,504 1 2 5 1 2 Y

1260 592 116 1 66,531 2 1 1

1266 807 159

1267 246 49

1293 552 103 1 1,221 1

1307 1,200 226 1 741,956 2 2 1 5 1 3 9

1139 1,063 227 1 90,492 2 1 5 1

1153 788 153 3 2,600

1157 943 162 1 16,967 1 1

1177 1,016 205

1223 2,285 438 6 112,284 3 1 3 4 2 Y

1230 1,366 270 1 34,313 2 1 3 1 Y

1235 1,587 312 3 23,655 5 1 5 1 Y

1240 13 3

1248 1,232 243 2 13,214 2

1306 1,747 362 3 58,544 1 1 3

1155 1,508 302 3 46,143 3 2 1 1

1159 560 118 1 32,558 2 1 1

1166 1,810 346 3 102,901 7 2 1 1 1

1171 874 161 1 73,300 4 1 1 1 1 Y

1180 197 37

1183 1,033 179 1 2,290

1187 206 37 1 14,965 1 3

1191 257 47 1 1,018 1

1210 Goran 1,785 335 1 44,575 1

1595 0 0

1214 1,094 220 1 314,277 6 2 1 1 1

1548 994 173 1 18,896

1231 1,180 227 1 46,076 6 1 1 3

1243 1,231 239 2 19,072

Jhad

ol

Bra

hm

ano

ka

kher

wad

a

GadriawasGoraanaKhekhrakheraMaalpurMundawaliNaandvelNandelaSaalu KhedaTalaai

Ko

chla

AdkaaliaBadaadBaanswaadiChatarpuraKanthaaria

Jhad

ol

Ko

chla

KhardiaKochlaKupa ChokiLunawaton ka khedaSultanji ka Kherwada

Mad

ri

Balwi BaroliaBaarlipadaBiranpadaBijliChokdiDamaanaDiwaanwaaraDhaamni

JagnathpuraJamunJekdaKhaati KamdiKavaadar

Lo

cati

on

Co

de

Blo

ck

Are

a

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f-H

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Po

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isat

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No

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Yo

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Res

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Wat

er R

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anag

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Fo

rest

M

anag

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Wat

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Res

tora

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cult

ure

D

evel

op

men

tC

hil

d

Rep

rese

nta

tive

P

rog

ram

1247 464 96 1 33,203 2 1

1249 1,093 229 1 475,781 2 1 2 3 2 1 1

1250 3,143 635 3 373,924 3 1 1 8 1 4 4

1252 1,868 369 2 57,797 1 1 1 1 4 1 1

1253 353 66 1 43,991 1

1255 1,594 317 1 16,175 1 1

1273 1,978 347 1 1,800

1284 1,494 278 1 24,103 1

1287 237 44 1 41,985 1 1 3 1 Y

1288 221 46 1 28,597 1 1

1551 1,431 263 1 15,824

1556 383 82 1 22,943

1297 1,096 222 1 93,314 3 1 1 1

1300 1,615 317

1313 525 83 1 411,091 2 1 1 1 4 3 1

1145 846 162 1 509

1152 617 116

1154 1,122 230

1158 673 126 1 5,654

1162 428 89

1163 453 84

1184 1,730 344 3 626,441 2 2 3 3 2 1

1193 695 138 1 100

1206 761 167 1 100

1209 1,512 302

1226 258 51 1 2,936

1228 2,530 514 1 200 1

1245 592 121

1246 485 74

1251 1,959 421 3 30,049 1 1 2 Y

1258 2,349 477 3 59,005 2 2 4

1271 718 156

1302 609 113

Jhad

ol

Mad

ri

LildiMaadlaMaadriMaakda DevMaakdiManaasNenbaaraPipal BaaraPhutagharRanjitpuraRichawar

Jhad

ol

Mad

ri

RopSaraditSelnaaiUmria

Mag

was

AmarpuraAavardaBadraanaBarbaliBeeraBelniaDamaanaDhikliaGodaanGoglaKeeratKhaakarLakha GudaLeelawasMagwasMommad FalasiaNayagaanvShivpura

Lo

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on

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un

isat

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Fo

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M

anag

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Res

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cult

ure

D

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op

men

tC

hil

d

Rep

rese

nta

tive

P

rog

ram

1317 277 56 1 22,998 1

1140 900 173 1 288,738 1 3 2 1 1

1146 401 76

1151 407 83 1 850

1161 769 146 1 7,735 1

1165 272 45 1 820

1167 334 68

1172 1,104 238 3 335,959 1 1 9 2 2 1 Y

1173 202 39

1181 168 29 1 111,185 1 1 1 2 1

1197 331 76 1 38,571 1 1 Y

1202 463 84

1208 156 28

1217 1,298 225

1219 176 34

1221 633 119 1 21,731 1

1222 529 93 1 16,404

1232 153 30

1238 55 11

1241 185 32

1242 93 17

1256 348 63

1257 151 29 1 5,446

1265 521 84 1 3,701

1272 796 164

1275 806 169 1 18,305 1

1278 1,306 268 1 17,917 1

1279 30 5

1280 96 20 1 18,492

1290 506 90 1 66,708 1 2 2 1 2 Y

1291 359 75 1 3,100

1298 143 31

1309 842 175

Jhad

ol

Mag

was

Vanpura

Od

a

AdkaaliaAmbaaviAtwaalBaasiwaadaBenaadiaBhakubhaBirothi

Jhad

ol O

da

BitraDaablaDobGamriGodawan ka PaadaJhanjhar ki PaalJurliKaakarmaalaKaalia GhatiKhedaKundaKurawali BaadiKurawali KhurdMelania KalanMelania KhurdNaalan NaamaNayagaanvNevaajOdaPaalkhunaPardaRodimaalaSaahiwaraSarvaliThobawada

Lo

cati

on

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de

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a

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(2

001)

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1316 1,353 277

1142 357 61 1 22,902 1

1150 592 117 2 15,900 2

1156 212 37 1 20,300 1 1

1169 646 143 1 61,865 3

1178 421 93

1182 442 79 1 55,135 2 1 1 1

1195 313 60 1 100

1196 106 21 1 50

1199 173 31

1201 649 110 1 1,068

1204 870 171 1 30,819 1 1 Y

1212 156 33 1 3,280

1215 66 14 1 5,862 1

1216 391 71 1 15,496

1220 1,197 209 1 104,399 2 2 3 1 2 1

1224 215 42 1 8,078 Y

1233 146 32 1 100 1

1234 626 109 2 51,985 2 1 1 1 Y

1236 347 58 1 400

1237 297 54

1239 247 49

1244 438 79 1 8,298 1

1259 354 61

1268 197 40

1269 126 23

1274 695 110 1 100

1277 2,879 578 1 800 8

1282 668 128 1 24,434 1 1

1283 207 39 1 740

1285 58 12 1 100

1289 786 155 1 73,214 2 1 Y

1292 504 95

Jhad

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1294 180 31 1 6,818 1

1295 375 69

1312 37 8 1 350

1314 221 41

1318 383 69 1 38,552 Y

1160 439 95

1168 1,969 393 2 1,103,415 1 1 2 1 2 1 1 Y

1174 373 68 1 400 1

1192 607 108 1 11,667 1 1 1

1203 1,968 354 1 20,030 1 7 Y

1225 2,151 421 1 187,903 1 1 1

1262 312 59

1263 850 174 1 14,549

1264 483 90 1 6,327

1270 868 173 1 213,965 1 1

1276 2,764 501 2 33,217

1281 536 104 1 7,130

1286 2,996 597

1296 1,466 293 1 27,963 1 3

1305 1,869 342 1 225,953 2 1 1 3 1 1 3 1 Y

1315 1,528 291 2 66,566 2 3 2

1320 1,747 294 1 8,750 1 1 Y

1326 1,730 289

1327 335 56 2 9,818

1330 1,192 220 2 18,802 1 1

1331 912 180 1 17,576 1

1529 0 0 2 281,607 1 1 2 2

1335 351 55

1340 1,096 200 1 39,444 1 2

1532 0 0 1 105,542 Y

1350 2,113 400 1 11,197

1354 509 98 1 56,213 1 1

1359 687 126 1 26,675 3 1

Jhad

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Og

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SaankhlaSar ka Kheda

Jhad

ol

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dan Uchalti Beri

UndraVaangli

Fal

asia

BaasiBhaamtiBodiaDhartideviGaranwasKarelNaagmaalaNaala UplaNaala ChotaNayakholaNichli SingriPaatiyaFalasiaSadaaSomUpli Singri

Kh

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ara

Bav

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AsaariwadaBarothi BrahmanBavaiBhaakraBhalaaiBhaatkiBhilwadaChikalwasDamorwadaDheekwasGaraajia

Kh

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1379 751 124 2 130,398 1 1 2

1381 1,002 182 2 55,877 1 1 1

1382 191 30 1 1 Y

1522 465 85 1 49,555 1 1 1

1647 2,341 424 1

1387 1,245 239 2 71,952 4 1 1 1 3 1

1395 1,669 286 1 13,930 1

1396 1,132 189 1 65,506 1 1 1 2 1 3 Y

1404 1,563 282

1539 401 69 1 26,671 1

1408 717 124 1 1,038,177 1 2 1 1 1 Y

1410 372 39

1414 528 96 2 26,210 2 1

1422 271 51 1 5,214 1

1547 0 0

1322 3,842 641 5 305,310 6 1 4 1 3 5 2 1

1324 801 141 1 194,675 3 1 2 3

1325 597 101 1 373,599 2 1 1 1 1

1329 573 97 1 61,059 1 2 1

1333 402 67 1 265,041 1 3 4 Y

1537 1,025 164

1337 1,154 199

1338 967 166 1 18,854

1339 383 68

1341 378 67

1345 1,386 227 1 1,914 1

1348 2,553 412 2 45,552 1 1 4 5 Y

1353 623 105 1 383,912 1 1 1 1 1 1

1523 1,052 182 1 120,279 2 1 1

1362 1,235 213 2

1367 0 0

1369 2,878 454 1 8,248 1 2

1370 1,374 239 1 12,407 1 1 1 Y

Kh

erw

ara

Bav

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KataarKetviKarmaalaKumhaarpadaBawalwadaMagraNavagharaNichla TalaabFutaalaReechaRanawadaRehtaSamlai PaanvaUmra

Dab

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BadnupuraBalichaBaaoBawriBhagorwadaBhaanvaBhomtawadaBoslaathiChak Kanvai - 1Chak Kanvai - 2ChikliDabaychaDematGaduniaGanganagar

Kh

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Dab

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GudaaJavakhaJaayraJhanjhri

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1546 1,069 191 1 20,211 1

1374 1,113 186 1 2,875

1375 2,770 468 2 25,479 1

1531 0 0 1 3,610 1

1525 1,325 232 1 229,043 4 3 1 1 1 Y

1524 683 115 1 77,166 3 1

1411 798 133 1 108,410 1 1 1 2

1419 835 143 1 1,100

1420 613 106

1319 834 156 2 72,583 2 2

1328 1,356 251 1 341,106 4 1 1 2 2 2 1

1332 509 88 1 4,403 1 3

1336 272 53 1 3,378

1343 1,652 266 1 49,352 1 2 1 5 Y

1349 1,347 236 3 323,453 1 4 4

1351 1,749 301

1352 724 109 1 36,701 4

1355 1,942 320 1 82,444 1 1 1 1

1358 2,428 404 2 91,970 2

1530 877 149 1 215,033 2 1 1 1 1

1361 2,184 352 1 1,454

1373 2,072 415 1

1378 838 135 1 25,340 1 2 1 1 Y

1380 2,380 378 1 26,030 2

1383 202 35 1 11,300 1 1 Y

1397 942 166 1 9,844 1 1

1398 210 40

1401 558 104

1406 1,992 344 2 45,152 1 1 2 Y

1417 480 81 1 36,576 1 2 1 2 Y

1423 982 187

1321 246 42 1 2,132 1

1334 821 140 1 70,972 3 1 2 2 Y

Kh

erw

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Dab

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a JuarvaKanpurKanvaiKharkayaKheda GhatiRajnagarRethdaSukhaparaSukhbawri

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AmarpuraBichchiwadaBhalunBhimpurChauraiDepurDelaanaDolpuraGarnaala KotdaGhodiGhoriawadaGumaanpuraKalyanpurKarjiKatevKesarpuraNichla Maadva

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pu

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1342 1,077 207 1 14,107 1 1 Y

1347 597 113 1 5,192 1 1

1356 1,475 267 2 38,102 2 2 1 Y

1357 803 125 1 69,759 1 1 2

1360 452 92 1 22,696 1 3

1363 643 127 1 11,292 1 1 Y

1365 544 100 1 11,653 1 1

1376 1,981 339 2 93,841 1 1 1 1

1384 1,694 295 2 73,914 3 2 4

1389 803 129 1 4,414

1391 698 118 1 4,138

1392 495 90 1 29,038 2 Y

1393 1,253 238 1 30,122 2 4

1659 1,101 189 2

1409 465 80 1 3,305 1

1416 402 67 1 3,675

1344 207 40 1 600

1346 1,150 198 2 215,638 1 1 4 1 3 3

1366 1,206 192 2 15,486 1

1372 2,810 485 6 98,104 3 1 4 1 Y

1388 1,073 198 2 62,786 2 2 3 1 Y

1390 491 81 1 59,120 1 1 1 1 1 Y

1394 396 75 1 990

1399 730 110 1 1,485

1405 1,262 208

1407 484 73 1 710

1412 1,185 210 1 144,351 5 1 5 1 2 2 1 1

1600 1,262 208 3 13,095 1

1323 931 142 1 37,928 1 1 Y

1364 93 18

1368 1,223 192 1 171,049 1 2 2

1371 2,991 519 3 89,020 3 1 5 2 1

1377 527 87 2 28,337

Kh

erw

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Nay

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ChittoraDechraGatraaliGhaatiGovind DevHarshawadaItwaKaraawadaKharaadiwadaMahidaMaali FalaModiwaasaNagarPahaadaRaaniSatsaagar

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1385 2,463 406 1 147,566 4 1 2 6 1

1386 2,963 529 4 110,630 2 1 3 2 1 Y

1661 0 0 1

1400 1,815 325 1 1,010

1402 1,944 328 4 245,086 3 2 1 3 9 2 1 1

1403 253 41 1

1413 1,172 197 1 31,279 1 6 1 Y

1415 477 82 1 38,398 2 1 2 Y

1418 2,197 378 1 15,703 1 2 1

1421 1,133 201

1433 368 65 1 25,114

1436 873 143 1 948

1439 812 166 1 250

1440 536 85 1 113,367 1 3 Y

1542 590 109 1 507

1447 314 51 1 52,984 1 1 1

1449 504 89 1 986

1460 659 109 1 1,000

1464 370 59 1 4,178

1468 640 109 1 6,037 1 2 Y

1469 1,287 236 1 9,336 1

1470 151 28 Y

1472 161 26 1 1,500

1597 492 79 1 30,196 1 2

1478 1,263 198 1 156,906 3 1

1482 925 156 1 9,876 1 1

1495 268 46 1 1,000

1540 185 37 1 1,769

1559 281 39 1 349

1502 172 36 1 8,580 1 Y

1541 981 163 1 8,018 1

1508 1,090 193 1 107,935 1 4

1510 280 50 1 27,633 1 1 1

Kh

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Su

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KojawadaLaraathiLaamba PaanvaPaadediParedaPareda Chak - BSaamitedSareriSuberiThaaprawaali

Ko

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BekriavadBhiyaataBikraniBorliChaaparDaamdiaDhaadhmaataGuraaHarJunapaadar

Ko

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arn

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KaagwasKaamapaadarKanthariaKhaamKoliaKyaaraNayarNayawas SeraNichli KundaalPunawaliRajia KhunaSulaavTaandla

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1511 1,371 237 1 175,221 1 1 2 1 1 1

1512 848 144 1 11,120 1 Y

1519 387 70 1 10,672 1

1428 1,000 172 2 12,788

1432 1,192 191 1 59,818 3 2 1 1 2 2

1543 1,919 310 1 12,596 1 Y

1437 618 102 1 5,946

1450 728 120 1 83,927 1 1 1 1 1 Y

1453 874 175 1 46,411 1 2 1 Y

1454 418 81 1 55,600 1 1 1 1

1456 1,862 291 1 72,439 4 1 1 1 2

1467 2,620 453 1 19,661 2 2 Y

1473 848 145 1 42,838 1 1 2 1 Y

1479 4,406 865 1 2,094

1483 719 126 1 613

1585 319 66

1586 124 22

1496 3,607 568 1 1,556

1497 532 90

1498 1,614 258

1499 526 92

1500 728 137 1 106,923 3 1 1 1 1 1

1505 445 83 1 60,234 2 1 1 Y

1507 1,387 228 1 10,965 1

1513 579 74 1 300

1514 1,199 198

1424 146 25 Y

1426 587 88 1 15,811 Y

1516 502 79

1434 550 94 1 21,583 1 2 1 2 Y

1438 470 73 1 5,046

1443 1,900 296 1 68,852 2 1 1

1444 77 15 1 11,316 1 1

Ko

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Bik

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ThepUmripaadarUpli Kundaal

Ko

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BaagaawatBilwanBedakatraBhula ki AamliDhanodarDingawari KalanDingawari KhurdGandhisarnaJogiwadKuuchaKotdaLaamba HalduMaaldal KalanMaaldal Khurd

Ko

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Ko

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NayawasNichla ThalaNichli SubriPaadalwadaPalesarSarliSondrafUpla ThalaUpli Subri

Maa

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1446 908 133 1 2,227

1452 145 23 1 5,245 1 Y

1455 553 82 1 15,988 1 1 Y

1465 1,366 208 1 35,837 3 1 Y

1475 225 31

1476 652 102

1484 Luna 313 55 1 523

1486 1,279 203 1 13,742 1

1488 2,535 379 1 46,936 1 2 1

1489 200 36 Y

1490 1,937 300 1 123,912 1 1 1 1

1492 1,136 174 1 25,684 1 1 2

1509 217 33 1 Y

1515 852 130 1 79,687 1 3 2 1 1

1425 849 132 1 14,061 1 1 1 Y

1587 51 7

1427 298 58 2 25,394 1 Y

1588 141 28

1431 1,343 215 1 23,241 2 1

1441 851 140 1 16,846 1 1

1442 307 55 1 23,509 1 1 2 Y

1451 1,072 197 1 79,373 1 1 1 1 2

1589 601 108

1457 1,910 292 1 9,012 1

1459 219 38 1 9,592 1

1461 1,054 179 1 4,072

1471 219 37

1474 365 68 1 11,309 1 1 Y

1480 473 81 1 6,693 1 Y

1501 1,595 264 1 113,081 1 1 1 1 Y

1429 775 124 1 60,447 3 1 1 2 2 1 Y 1

1430 55 11 1 29,117 1

1435 223 35 1 4,033

Ko

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Maa

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Ko

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Raata KhetAmbaavgarhGandhi NagarNichla KhedaGoverdhan VilasKhempuraSavinaMohanpuraChitrakut NagarRamnagarPulaPula Kacchi BastiShivaji NagarBheelurana

Appendix 3: List of people’s representatives selected in Panchayat elections from work area of Girwa block –

Area – Suron ka gudaSerial Number

Name of People’s representative

Post Village Panchayat Association with Seva Mandir

1 Bherulal / Logar

Ward Panch Kojon ka guda

Lalpura Assistant teacher

2 Pannalal Representative1. Lalpura2. Kurabad

Savariya Kheda

Lalpura Assistant teacher

3 Shankarlal Vice-Sarpanch Lalpura Lalpura PresidentArea - Shishvi1 Krishna

KunwarSarpanch Rachka

KuanBatheda Kalan

Member

2 Megha Ji Vice-Sarpanch Pindoliya Area DevelopmentForum groupmember

3 Suraj Bai Ward Panch Aamba kaVela

Group member

4 Ganga Ram Ward Panch Chauda Group member

5 Lalita Rebari Sarpanch Bed Shishvi Group member

6 Bherulal Prajapat

Ward Panch Shishvi Committee member

7 Narayani Bai Ward Panch Shishvi Self-help group president

8 Nana Ji Gurjar

Ward Panch Kemri Committee president

9 Badri Ward Panch Bed Committee member

10 Rashmi Lohar Sarpanch Modi Modi Contact member

Area – Gojya1 Limbaram Ward Panch Helpia Singatwada Agriculture

worker2 Bhawar Devi Sarpanch Bori Kuan Amarpura Self-help

groupArea – Parsad1 Naresh Sarpanch Sarupal Sarupal Instructor2 Pokharlal Vice-Sarpanch Bedakudi Sarupal Committee

Treasurer3 Anita Ward Panch Mohan

DungariSarupal Committee

member, wife of Treasurer

Area – Paatiya1 Ramesh

Chandra / Nanuram

Vice-Sarpanch Jhabla Jhabla Instructor

2 Shanta Devi / Ambala

Ward Panch Jhabla Jhabla Vice-president of Water restoration committee

Area – Alsigarh1 Laxmilal /

ShankarlalVice - Sarpanch Vadafala /

AlsigarhAlsigarh Committee

secretary

Sheet1

Page 1

Output Indicators (12-15)

Natural Resource Development

Afforestation & Protection (Area in Ha) 252 237 673.53 242

Joint Forest Management (Area in Ha) 130 0 350 0 250

Number of saplings raised 270,000 209,654

Watershed development (Area in Ha) 500 180 750 520 700

Number of Water harvesting structures 1 1 1 0 2

Number of Irrigation systems 3 0 1 0 0

53 57 51 58 51

5,300 3,660 5700 4677 5050

600 989 1000 325 750

Women and Child Development

Number of Women’s Self Help Groups 650 573 700 579 630

Number of Cluster Level Associations 30 39

Number of Women’s Resource Centres 13 9 14 10 11

400 401 400 267 400

Number of Youth Facilitators 98 29 98 32 32

Target (12-13)

Achieved (12-13)

Target (13-14)

Achieved (13-14)

Target (14-15)

Achieved (14-15)

193.55[2] Additionally replantation was done on 500 hectares through NREGA224.7 (New sites-

43 Ha) (Old sites- 181.7 Ha.)

CFR preparation

in 150 villages

585

2

2

Number of Trainings for farmers, samuhs, paraworkers and staff

26

Number of Households reached through agriculture

4606

Number of Households reached through drinking water & sanitation

377 HHs for drinking

water and 189 HHs for toilets

612

9

Number of Caste Panchayat leaders trained (a)

359

12

APPENDIX 4: KEY OUTPUTS IN 7th COMPREHENSIVE PLAN 2012-15

Sheet1

Page 2

Number of Youth reached (b) 600 284 700 913 700 4026

100 93 100 106 100

200 187 200 198 200

4,400 4,627 4400 4785 4600

Education225 173 236 170 185 170

Number of Children enrolled in SK 6,750 5971 7080 6052 6500 6090

350 422 200 290 200

11 5

31 21 30 19 21 20

Health 448 323 481 309 325 312

9,000 5,514 10000 6500 6500 5351

5,400 3,766 6000 2919 3900 3367

6,700 3,944 7200 5615 3900 4877

2,600 3,400 2800 2550 2600 3381

Number of women reached through income generation program

105

Number of Balwadis 192

Number of Children enrolled in Balwadis

4632

Number of Shiksha Kendras (SK)

Number of Children reached through learning camps

372

Number of Sahyog Kendras

Number of Urja Ghars

Number of Traditional Birth Attendants (TBAs)

Number of pregnant women reached through TBAs

Number of pregnant women received three ante natal checkups

Number of deliveries facilitated by TBAs

Number of women received two post natal checkups

Sheet1

Page 3

66 44

3000

151 99 188 94 99 85

1,800 2,117 2200 1800 1980 2815

124 115 124 108 108 106

3,800 1,324 3800 1382 1620 942

Number of Youth Facilitators 60 20

600 300 600 0 600 258

700

4,500 7,823 4500 7898 4500 6253

Village Institutions Programme669 704 669 714 714 714

55,000 57,834 57000 60859 61000 63048

630 618 640 626 635 638

546 532 563 547 560 557

Number of villages reached through Comprehensive Obstetric Care Insurance

Number of couples reached out for family planning

Number of Bal Sakhis

Number of neonates & infants reached through Bal Sakhis

Number of hamlets reached through immunization camps

Number of children reached through immunization camps

Number of Adolescents trained on Reproductive Health

Number of HIV/ AIDS patients reached out

Running of Community care centre

stopped due to rigid

funding

Number of patients treated through Referral Health Centres

Number of Samuhs

Number of Samuh members

Number of Gram Vikas Kosh

Number of Gram Vikas Committees (GVCs)

Sheet1

Page 4

Number of re-elections 70 70 70 82

59 74 57 56 60 63

340 350 340 336 340 340

50 141 70 122 90 106

People’s Management School4 0 4 0 0 0

3 3 3

2 2 2 1 2 1

3 1 3 4 10 8

6 5 6 1 3 1

1 1 1 1 1 1

700 653 700 700 700 700

Number of heritage sites renovated 5 - 3 1 1 0

Child Representative Programme

89 (13 new+76 re-

election)

103+15 New

election

Number of training programs for GVCs

Number of GVCs monitoring and making payment to village volunteers

Number of GVCs meeting project expenditure from their Gram Vikas Kosh’s interest

Number of learning centre retreats conducted

Number of Internal research studies conducted

2 (external studies)

5 (2 complete)

4 (2 completed

and 2 on going)

Number of Public seminars/ workshops held

Number of Staff Capacity Building Trainings

Peri-urban GovernanceNumber of trainings for community strengthening and governance

Number of Urja Ghars run in Delwara

Number of households reached through Solid Waste Management system

Sheet1

Page 5

Number of child representatives 5,000 4,803 5000 4794 4790 4770

78 68 78 68 68 68

12 45 12 18 18 12

Number of villages with Balmanch

Number of trainings for Balmanch

Appendix 4

Report on Key Output Indicators 2015-2016 and till September 2016

Output IndicatorsTargets- 2015-2016

Achievements2015-16

Annual Targets 2016-17

Progress till September 2016

Natural Resource Development

Afforestation & Protection (Area in Ha)

200 168.64 207

Work was completed (plantation done) on 96.2 ha new sites, and 168.09 ha rejuvenation sites.

Advance action work was undertaken on 76 ha (Pargiyapada) new site and 55.3 rejuvenation sites.

Joint Forest Management (Area in Ha)

CFR Preparation will continue

125 CFR proposalssubmitted

Level Proposals submitted

200 CFR proposalsWork in progress on 143 CFR proposals

DLC 38SDLC 25Panchayat

62

Watershed development (Area in Ha)

565 570 640 378

Number of Water harvesting structures

4 new + 2 repair

4 new + 6 WHS repaired

4 new and 12 repaired

5 completed plus 8 repaired

Number of Irrigation systems 2 + 1500 meters.Channel Line

2 (ongoing)+1536 2 + 1964 2 in progress + work on 450 running meters completed (work in progress for remaining 1514 running meters)

Number of Trainings for farmers, samuhs, para-workers and staff

30 30 30 19

Number of Households reached through agriculture

1512 + 3000 follow up

1520+2682 1350 new+1000 follow up

919 new + 1804 follow up

Number of Households reached through drinking water & sanitation

332 HHs for drinking water and 140 HHs for toilets

449

241

280 drinking water

97 toilets (HHS)

200 drinking water 12 complete (19 in progress)

Women and Child Development

Number of Women’s Self Help Groups

670 665 700 648

Number of Women’s Resource Centres

13 12 14 12

Number of Caste Panchayat / men leaders trained

325 214 375 300

Number of Youth Facilitators 27 20 20 18

Number of Youth reached 350 799 400 217

Number of women reached through income generation

150 130 150 81

Number of Balwadis 240 240 200 224

Number of Children enrolled in Balwadis

5280 6036 4400 5383

Education

Number of Shiksha Kendras (SKs) 190 172 172 158

Number of Children enrolled in SK 6500 6377 6500 6069

Number of Children reached through learning camps

100 297 300 154

Number of UrjaGhars 21 19 21 18

Health

Number of Traditional Birth Attendants (TBAs)

309 307 280 277

Number of pregnant women reached through TBAs

6000 6805 4500 2710

Number of pregnant women received three ante natal checkups

7000 5163 4000 1130

Number of deliveries facilitated byTBAs

5000 5674 4000 2534

Number of women received two post natal checkups

3300 5336 3000 1988

Number of Bal Sakhis 100 99

99 99

Number of neonates & infants reached through Bal Sakhis

2000 3118 2500 3683

Number of hamlets reached through immunization camps

106 91 60 62

Number of children reached through immunization camps

2000 5101 2000 1971

Number of Adolescents trained on Reproductive Health

1000 1435 1000 357

Number of patients treated throughReferral Health Centres

6000 3766 2000 1052

Village Institutions Programme

Number of Samuhs 714 723 723 735

Number of Samuh members 64250 64799 65450 66220

Number of Gram Vikas Kosh 648 647 658 650

Number of Gram Vikas Committees (GVCs)

567 577 582 581

Number of re-elections 70+10 new election

79 70 plus 5 new 16 Plus 4 new

Number of training programs for GVCs

53 79 69 30

Number of GVCs monitoring and making payment to village volunteers

348 355 348 357

Number of GVCs meeting project expenditure from their Gram VikasKosh’s interest

100 222 110 81

People’s Management School

Number of learning centre retreats conducted

0 0 0 0

Number of Internal research studies conducted

2 2 ongoing- one internal and one external - RBSand SITE

2 1 (SITE)

Number of Public seminars/ workshops held

1 1 1 1

Number of Staff Capacity BuildingTrainings

6 8 6 1 (Zonal Worker)

Peri-urban Governance

Number of trainings for community strengthening and governance

5 1 4 0

Number of UrjaGhars run in Delwara

1 1 1 1

Number of households reached through Solid Waste Management system

700 700 800 700

Number of heritage sites renovated 0 0 2 0*Khari bavdi estimate given to Government for renovation underIdeal village. Will be finalised

Child Representative Programme

Number of child representatives 4770 4668 4668 4667

Number of villages with Bal-Manch

90 68 70 70

Number of trainings for Bal-Manch

21 6 12 2

Appendix 5

VILLAGE FIELDWORK SEGMENT PRM 2016-18

Rural Action Component (RAC)Assessment of Benefits from Diversion & Channel Intervention

Based on Study in VillageKoldara: Kotra: Udaipur: Rajasthan

Submitted by:Bhargav Bindesh Maniar (P37112)

Reporting Officer:Mr. Saurav Sinha

In partial fulfilment of the requirements of the RAC of theSEVA MANDIR

Old Fatehpura, Udaipur, RajasthanTel. +91 2942451041, 2450960

www.sevamandir.org

ACKNOWEDLEDGEMENTThere are certain events in our lives which take place as a result of the culmination of the

efforts, guidance and assistance of several people. This acknowledgement attempts to express my

deep sense of gratitude to all those people who helped me in my endeavour towards rural fieldwork

and in the process, shaped mylife.

I am extremely grateful and indebted to IRMA for giving me this unique opportunity. I

would also like to express my heartfelt gratitude to my host organization, Seva Mandir, for

facilitating my stay in the village and for the valuable inputs that they provided me throughout my

study. I also thank my reporting officer Saurav Sinha (Seva Mandir) and all the other staff of Seva

Mandir for their kind assistance.

I am indebted to the people of Koldara for their love, co-operation and support throughout

my study. All of them helped me immensely with both their time and energy. I went with an

intention to understand rural life and to make a positive impact in any way I could, but ended up

being influenced and transformed. To the residents of Koldara and all the others who have directly or

indirectly helped me, I shall forever remain grateful.

Bhargav Bindesh Maniar (Institute of Rural Management Anand)

Table of Contents

1INTRODUCTION...................................................................................................4

2OBJECTIVES AND METHODOLOGY................................................................42.1 Objectives...............................................................................................................................4

2.2 Methodology..........................................................................................................................4

2.2.1 Data Sources....................................................................................................................4

3 Socio-economic/ demographic profile....................................................................53.1Profile of the village................................................................................................................5

3.1.1Caste and religion.............................................................................................................5

3.2Demography............................................................................................................................5

3.2.1 Population distribution....................................................................................................5

3.2.2Land &Housing patterns...................................................................................................5

6.1 Demographic problems and challenges..................................................................................9

6.2 Ecological problems and challenges......................................................................................9

6.3 Technological problems and challenges................................................................................9

1INTRODUCTION

India is the country where agriculture is the main occupation of most of the population.Agriculture plays a crucial role in the Indian economy. More than 50% of the country'sworkforce is employed in the agriculture sector. But, it contributes only about 17.9% of the totalGross Domestic Product.This contribution is also steadily declining despite the growingeconomy. According to a national survey, nearly 48% of the farmers are willing to give up thefarming as an occupation.There are many debates going on about the crisis in agriculture sector.

Irrigation facilities are the root of agriculture. To help farmers of Koldara, Seva Mandirhas built many interventions under Natural Resources Development (NRD) unit. Emli-Ka-Naka-I is one of the projects constructed by Seva Mandir during last year. Emli-Ka-Naka-I is thediversion in the village followed by seven hundred meters of cement channel line. Aftersuccessful completion of the first diversion& channel line, construction of Emli-ka-Naka II hasalready been started to provide irrigation facilities to the whole village.

2OBJECTIVES AND METHODOLOGY

2.1 Objectives

The study is aimed at specifically examining the following objectives: To study the impact of diversion-channel on agricultural production To study water availability for irrigation after the intervention To know the major challenges being faced by farmers. To know the irrigation facility for farmers To study migration of families as copping mechanism To know the benefits for livestock To study the farming as a household occupation.

2.2 Methodology

The study was carried out using qualitative method of research. The main surveyinstrument used was questionnaire. Besides questionnaire, FGDs, non-participatory observationand informal discussionswere also used as data collection tools.

2.2.1 Data Sources

Household survey: Survey of 29 households was conducted in the village in orderto collect data on various aspects. Focus Group Discussions: FGD of farmers’ groupwas conducted tounderstandbenefits of the intervention on farming. Non-participatory Observations: Long transact walks helped me to understand thedaily life of the villagers and also helped me to build the rapport.

Informal discussions: Informal interviews provided me the good opportunity tobuild rapport with the local residents. This helped a lot to gain qualitative information

3 SOCIO-ECONOMIC/ DEMOGRAPHIC PROFILE

3.1Profile of the village

The village Koldara is situated in Kotra block of Udaipur district of Rajasthan. Thefollowing are the surrounding villages- Medi andHasreta. The population of Koldara is 253. Thevillage comes under Medi Gram panchayat. The village is connected to the nearby villages byproper roads. The average land per person owns is 2.5 bigha in the village.

3.1.1Caste and religion

The most residents of the village are Hindus and there are only other religion householdsin the village. The village has nobody from general category. There isonly one category of castepresent in the village: Schedule Tribes.

3.2Demography

There are 46 household in the village and the total population is 253. The number ofmales and females inthe village is respectively 111 and 142. Literacy rate is 24.86%. Family sizevaries from 4 to 11.

(* as per Population Census 2011)

3.2.1 Population distribution

3.2.2Land &Housing patterns

All the houses are Kachcha in the village. The average ownership of land per farmers isaround 2.5 bigha. Many households have electricity from last year. There is not disparity inincome levels as majority are small scale farmers. The village has hardly 2-3 medium scalefarmers. Generally household is constructed in its agriculture land only.

4 AGRICULTURAL BENEFITSThe village environment is suitable for maize, tuar, urad, arandi, vegetables in Kharif

season, maize, wheat, chana in Rabi season & mung as well as vegetables in Zaid season. Fromthe beginning villagers were highly depended on wells, river, and tube wells for irrigation.Before intervention the crop failure ration was very high because of several reasons like lack ofwater, inefficient irrigation facilities etc. Because of water scarcity local farmers were unable to

cultivate during summers.Before the cement channel, villagers used to construct clay channel todivert water from river to their farms for irrigation. That construction usually took fifteen totwenty days and still it was not efficient method of irrigation. They also used to irrigate farmswith the help of diesel motors and pumps which were costing high to small scale farmers. Aftersewing, some crops need two-three rounds of water which kept the crop failure risk high as theydid not have alternative of water resources once monsoon gets over and wells get dry.

After intervention we have seen significant increase in the production because now thecrop failure rate has been decreased and water is available for more number of months.4.1 Production Table

Crop Seeds Used

in KgPre-

InterventionPost-

InterventionWheat 25 4.5-5 Quintal 6 QuintalTuar 4 2 Quintal 4 QuintalUrad 6 80 Kg 120 KgMung 4 80 kg 160 kgMaize 10 2.5-3 Quintal 4.5-5 QuintalChana 20 3 Quintal 6 Quintal

BT cotton 250-300 gm 60-70 Kg 150 Kg* outputs are from 1 bigha Land

Here we can see the sharp increase in the production of each and every crop. Chart below theline provides the percentage increase of the individual crop during last one year.

• Tuar production has increased significantly because tuar needs more water compare toother crops and post intervention availability of water has increased.

• Here we can see production of BT cotton has increased more than 100%, the reasonbehind this is famers are having more water to irrigate the land so they produce more BTcotton.

4.2 Agricultural CostPost-intervention the cost of agricultural farming has decreased remarkably. The very

first change can with cement channel, earlier farmers used to construct clay channel for irrigationit was time consuming and wastage of water was the main issue. Now with the help of cementchannel water wastage has decreased. Farmers used to irrigate their land with diesel enginemotors. The cost of diesel engine is mentioned as follow:

- For 1 bigha land irrigation => 2 to 3 hours motor-pump required,- Motor consumes 2.5 to 3 litres of Fuel per hour- 1 litter Diesel Cost = 80 INR

=> Minimum cost of irrigation with Motor: 2 (hours) * 2.5 (litter Fuel) * 80 (INR) = 180 INR

Post-intervention, farmers do not need to use diesel engine motors and that saves their180 INR per bigha per day.

Every farmer does not own tractors. And to dig land farmer has to go for rental tractorswhich costs him 700 INR per hour.

4.3 Agricultural Income Production of agriculture has increased which directly leads farmers to increase their

income. Majority of the farmers used to store production of Maize and wheat for consumptionbut as the production has increased now so they can also sell surplus output of crops. Theinformation of income is given below in the table.

Crop Seeds

Used in Kg

Price per20 kg (In

Rs)

Pre-intervention

Income

Post-Intervention

Income

wheat 25 350 7875 10500Tuar 4 2300 11500 23000Urad 6 1000 2000 3000Mung 4 1300 3575 5525Maize 5 200 2750 4750Chana 20 500 3750 5000

BTcotton

250-300gm 450/kg 27000 67500

All outputs are from 1 bigha Land

Farmers do use hybrid seeds and fertilizers for more production. Mainly they use DAPand Urea fertilizer of Narmada brand. After calculation the costs of seeds, irrigation, fertilizersetc. when farmer sells to the market and earn profit. The income of farmers has increased postintervention which can be shown by the chart. The chart represents the percentage increase in theincome of individual crop.

4.4 Changing PatternThe village has very common crop pattern Maize, Tuar, Urad during Kharif season,

wheat, chana, maize during Rabi season & mung in Zaid season for many years. Now they alsocultivate vegetables from last two years. Vegetables are always considered as cash crops whichearn more income than any other crops. Seva Mandir has taken an initiative to promotevegetables and provide necessary support to cultivate vegetables. Every season Seva Mandirprovides seed of onion, tomato, ginger, muesli, gavar, bhindi etc. for individual farmers andsupport to maintain the nursery of those plants. Majority of farmers cultivate vegetables for theirown consumption only but those who have more water they cultivate vegetables and earn goodmoney by selling them. Changing Pattern is also the reason of increased income.

The cultivation of BT cotton has also increased significantly because the village is nearGujarat border and Gujarat is one of the main markets of BT cotton. The nearest Gujarat marketis Kherbrahma, which is 23 km from the village. BT cotton is also a cash crop and earns more

money than other crops. Farmers can cultivate up to 150 kg of BT cotton from 1.5 bigha landsand the market value of BT cotton is 450 Rupees per kg.

5 INIDRECT BENEFITSThe diversion-channel project is implemented mainly to develop efficient irrigation

system for the village. As the project completed, there are many indirect benefits for the villagepeople which were initially not planned. Post-intervention water can be stored so this has its ownbenefits. Water availability, ground water level, livestock, household purpose water etc. areindirect benefits from the project.

5.1 Ground Water & AvailabilityThe villagers are mainly dependent on monsoon for water resources and post monsoon

there were no water storage infrastructures in the village. Pre-intervention post-monsoon waterwas available for three-four months only. Majority of Farmers were unable to cultivate cropsduring summers because of water scarcity. Wells of village also got dry in summers and groundwater level reduced to seventy-eighty feet.

Post-intervention, ground water level has increased significantly. Now farmers can usewells from forty-fifty feet only. Water is available for more time. This year water is expected tobe available for eight months post-monsoon. Farmers can cultivate Zaid crops as wateravailability has increased till month of May.

5.2 Benefits for LivestockCattle farming are not so popular livelihood in the village. Majority of villagers are

having cows, bullocks, goats and hens. Lack of drinking water resource and fodder were themain reason of not opting cattle farming. Post-intervention water availability has increased, thatleads to increase in drinking water for cattle. Hens lay eggs and villagers use those eggs forconsumption. They also earn money by selling hens. The price of a hen is 400-500 Rupees.

Fodder cultivation has also increased as now villagers can grow sufficient fodder for thecattle. The interest in animal husbandry has developed recently because now they do not usewater for livestock from wells. Earlier fodder was also insufficient for livestock. But nowfarmers cultivate mung and waste of mung daal gives them sufficient amount of fodder. And alsothey can grow fodder on unused land as now water is not an issue.

5.3 Employment Majority of the village farmers are small scale farmers who owns on an average 2 – 2.5

bigha of land. And villagers are lacking alternative livelihood of agriculture. Seva Mandirgenerates employment for villager by giving them work in construction sites of the projects. Theliterate people can handle documentation and keep record of day to day work on the site.Unskilled people can work as labours during the construction period of the site. Seva Mandirpays them daily wages and also deducts ten percentage of the wage to credit it in Gram VikasKosh of the village.

5.4 Migration

Migration of villagers is the main issue during November to March. Less cultivable landand water scarcity are the reasons for migration. Generally people migrate to Gujarat for workingin BT cotton farms and wheat farms after Diwali. They migrate with their family and all familymembers work in farms as labours, children do suffer in their education and household do getdisturbed with frequent migration.

Post-intervention water availability has increased and farmers can cultivate Rabi and Zaidcrops so migration has reduced significantly. The villagers are also happy to be in their societyandthis time not a single family, from diversion-channel beneficiaries, is planning for migration.

6 PROBLEMS AND CHALLENGES

6.1 Demographic problems and challenges

The main demographic challenge is lack of skill development at the local level whichcould ensure jobs for them out of village. Most people are not aware about Kisan call centre andKisan Credit card. The village is situated in Aravalli Hills so the agriculture land is uneven. It isdifficult to irrigate land which is on hills and water ca not is stored on the hill slopes.

6.2 Ecological problems and challenges

Erratic rainfall is the major issue faced by the farmers. Farmers who are dependent onrainfall always worry about rainfall. When asked a framer about rainfall, he told, "Rainfall overhere is very unpredictable. Sometimes because of wrong timing crop fails. Too less or too muchrainfall is equally harmful."

6.3 Technological problems and challenges

Here the problem is lack of awareness regarding technology. Many farmers are usingchemical fertiliser without even knowing which chemical fertiliser is needed for their soil. Somefarmers have started using the drip irrigation technique for orchards as the Seva Mandir hasencouraged them. But, the number of such farmers is small and confined to the orchard only.

Appendix 6

SEVA MANDIR

Identifying Status of Pass-outStudents of Shiksha Kendra

Study conducted by

GirisutaKar, Shreya Prakash and ThomsongMangmithan

Tata Institute of Social Studies, Hyderabad

November 2015

Acknowledgements

We are indebted to and extend our sincere thanks to SevaMandir,which provided us with a great learning platform and beautiful opportunity which enriched our internship experience.

We are immensely grateful to Riddhi ma'am our Reporting Office for her constant support and guidance which helped us successfully complete the project.

We would also like to express our thanks to Indira ma’am, Bitopi ma’am and Varsha ma’am from the PMS unit who helped us settle down quickly and were always around to address anyissues. We are also thankful to Meenakshi ma’am for ensuring that our stay with SevaMandir was comfortable

Our heartfelt gratitude goes out to everyone who helped us on the field. Bahudurji who took us to Khojavra, Narendra ji who ensured that we had all the guidance required, the teachers atthe DamaFala and JhariyaMahuriShikshaKendras – Kailash ji, Kamleshji, Bheemchandji, Mahesh ji and Urmila ji for providing us all the information we required about the participants of the study, Pratapji, Kanyalalji and Pramilaji from the Sagwara zone office and YRC for answering all our questions patiently and organising a meet-up with the participants and Devilalji who took such great care of us and provided us wholesome meals during our period of stay at the field. We would fail in our duty if we do not thank the participants of ourstudy who took out the time to talk to us and also travelled to meet us, without which we would not have been able to complete the study.

Last but not the least, we would like to thank all those whose names have not been mentionedhere, but who directly or indirectly helped us in our project.

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Table of Contents

S.No Title Page Number

1 Introduction 3

1.1 Education Programme 3

1.2 Shiksha Kendra 4

2 Purpose of Study 6

3 About the Field 6

4 Methodology 8

5 Findings and Analysis 11

5.1 Identifying Current Status 11

5.1.1 School Status 12

5.1.2 College Status 14

5.1.3 Dropout Status 17

5.2 Future Plans 24

5.3 Understanding Impact 26

5.3.1 Impact of Shiksha Kendra 26

5.3.2 Differences between Shiksha Kendra and GovernmentSchool

27

5.3.3 Suggestions to Improve Shiksha Kendra 27

6 Suggestions to Improve Status of Pass-out Students 29

7 Conclusion and Limitation 30

8 Annexure 30

Introduction

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SevaMandir is a non-profit organisation founded by Dr. Mohan Sinha Mehta in 1968. This 47year old organisation is based in the Udaipur district of South Rajasthan. The programmes and activities are largely aimed towards the marginal section of the Indian society.

SevaMandirpromotes an alternative paradigm of development in which the poor see themselves as agents of bringing about sustainable development and self-governance as opposed tobeing targets and beneficiaries of a welfare State. Keeping this ideology in mind, SevaMandir’s core objective is three-fold:

1. Strengthening institutions

2. Strengthening human capabilities

3. Improving livelihoods

SevaMandir’s programmes have evolved over time and are designed to deliver its objectives effectively. The primary focus areas of SevaMandir are Natural Resource Development, Women’s Empowerment, Early Childhood Care and Development, Education, Health, Village Institutions and Governance in Peri-urban areas. Additionally, the People Management School and Resource Mobilisation departments work to support the units to maximise impact.

SevaMandirpresently works in six rural blocks in Udaipur district: Kherwara, Girwa, Badgaon, Jhadol, Kumbhalgad and Kotra as well as one urban block.

Education Programme

The Education Programme of SevaMandir works for out-of-school children to empower communities effectively with the government to ensure quality education to their children.

The purpose of SevaMandir’s Education Programme is as follows:

1. To ensure access to quality education for rural and tribal children aged group of 6-14years.

2. To increase community demand for quality education.

3. To give young people the skills opportunity and confidence to play a part in theircommunity.

4. To broaden and deepen its own programme through research,development andanalysis

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5. To work with government schools to provide quality education within existinginstitutions.

The Education Department mobilises these objectives through different activities such as -

1. ShikshaKendras– Centres offering primary school level education for children between6-14 years.

2. Residential Learning Camps – Three camp sessions of sixty hours each that provideout-of-school children and dropouts basic literacy and math skills.

3. The Scholarship Programme – Scholarships provided to selected graduates of theLearning Camps to encourage them to continue their education post the camp.

4. Activity Centres – Centres housed within Government schools staffed by SevaMandirteachers where children are taught lessons to complement their regular coursework and also serves as a space for study and tutoring support.

5. Youth Resource Centres –Centres run by youth mobilisers who organise educational,cultural and sports activities as well as livelihood training, sexual health trainings and motivating the youth to tackle their community’s problems.

ShikshaKendras

ShikshaKendras serve as bridge schools providing quality education for out-of-school children between the ages of 6and 14 in rural hamlets. The ShikshaKendras offer primary education which enables these children to transit smoothly into government schools.

SevaMandir’s Education Programme was initially focused on adult learning with literary centres.In 1974, in partnership with the Government, 10 Non-formal Education centres (NFE) for children who could not easily access a local school were opened.The children were offered 3 hours of classes in the evening and the government curriculum was adopted. The children who reached an appropriate ability could progress into class 5 at Government school. However this model posed several problems that impacted the qualityof education in these centres, hence SevaMandir adopted working with the village communities to conduct classes for the children during the day.

In 1996, there were 115 NFE centres across Udaipur district which focused on educating the children rather than adults. With interventions from Massachusetts Institute of Technology (MIT) that studied the effectiveness of the model and VidyaBhawan, anationally respected educational consortium in Udaipur who reviewed classroom practices, several recommendations were undertaken which shaped the current model and quality of NFEs, which were then re-named as ShikshaKendras (SK).

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The SK operates from 8am – 2pm every day (except Sundays) with a break for an hour at 10am. The subjects taught include Maths, Hindi and EVS. English was introduced this academic year as it is important to have basic proficiency in English before joining a Government school. The children in a SK are categorised into appropriate levels – Level A, Level B or Level and C based on a pre-determined framework. Children are encouraged to work at their own pace and the teachers are trained to support their growth and build conducive learning environments. Group work, exploratory learning and practical activities make

learning fun. To assess the learning and individual progress, there are half-yearly exams conducted. The required resources for the smooth functioning of the SK is provided by SevaMandir.

The teachers are employed from the local area and expected to have a minimum qualificationequal to Government school, Class 8 standard. The teachers are provided a rigorous in-house training by SevaMandir and a new monitoring mechanism has been introduced to reduce absenteeism.A camera has been provided to every SK which requires a photo to be taken at specified times during the day with the teacher and students in a frame.

There are now 169ShikshaKendras established in rural hamlets across Udaipur district with 6242 children enrolled, of which 44% are girls. 210 teachers have been employed, making the average teacher-pupil ratio 30:1, that facilitates effective teaching and learning. Children are offered the opportunity to learn to read, write independently with comprehension, and usebasic maths skills. The other key objectives are to equip children with sufficient skills and musterconfidence to progress them into Government schools.

The block wise details with number ofShikshaKendras, teachers and students are as follows.

Table 1: Block-wise details of ShikshaKendras

Source: Education Programme, Half-Yearly Report (01.04.2015– 30.09.2015), SevaMandir

Upon completion of Level A at a Shiksha Kendra, a child is equipped with the competency to

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join Class 6 in a Government school. Children who pass out from a Shiksha Kendra, with the help of the teacher in their centre take admission in nearby Government school to complete their education. These children are also known to outperform their peers in their new school.

However, to understand the extent of the impact of education and motivation received at a Shiksha Kendra, it becomes imperative to track the children once they pass-out and note their progress.

Purpose of the Study

ShikshaKendras have been operational for nearly 20 years now, and every year 20% of the enrolled children pass-out from these centres of primary education. To understand the magnitude of the influence of ShikshaKendras, it is necessary to keep a tab on the children who have passed out and track their present status. Once in three years, SevaMandir tracks down the pass-out children to check their status, primarily to understand if they have been retained and are continuing their education. However, factors that influence their current status has not been looked into in depth. Keeping this need in mind, the following study has two major objectives.

1. Understand what students who passed out of ShikshaKendras are doing currently andthe factors affecting the same.

2. Understand the impact of ShikshaKendrason their life.

The learnings from this study would enable SevaMandirtake up future studies across blocks to gain a holistic understanding of the lives of students that have passed out of ShikshaKendras, along with the milestones they have achieved and the problems they faced. This will then facilitate the introduction of appropriate interventions to tackle these issues and further create better lives for these children.

About the Field

Sagwara is a medium size village located in Rishabhdeo of Udaipur district, Rajasthan.The Sagwara village has population of 546 of which 284 are males while 262 are females as per Population Census 2011.

Sagwara village has lower literacy rate compared to Rajasthan. In 2011, literacy rate of Sagwara village was 61.79 % compared to 66.11 % of Rajasthan. In Sagwara, male literacy stands at 74.07% while female literacy was at 49.04%

Out of the total population, 210 were engaged in work activities. 42.38 % of workersdescribe their work as Main Work (Employment or Earning more than 6 Months) while 57.62

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% were involved in Marginal activity providing livelihood for less than 6 months. Of 210workers engaged in Main Work, 59 were cultivators (owner or co-owner) while none wereAgricultural labourers.

The study was conducted in four hamlets of Sagwara – HaruaFala, Harvi, JhariyaMahuri andKotala. Each hamlet has one Shiksha Kendra (year established).

The Shiksha Kendra of HaruaFala was opened in October 2000 with an enrolment of 40children. The founding instructor taught there for over 10 years. In 2012, there were 27children enrolled at this center. Due to poor economic conditions of the families and thenumber of both children and adults migrating for labour, many students dropout. Thereforeone of the major roles of the SK instructor is to regularly speak with the parents about thesignificance of schooling for their children. The students of this center have shownsignificant improvement in learning. Currently (2015) there are 42 students, of which 25 areboys and 17 are girls. The Kendra has 2 teachers, to manage the numbers and has one LevelC class and one class which is a mix of Level A and Level B.

The JhariyaMahuricenter was started in 2000 with the enrollment of around 20 students. In201r, there were 55 Students enrolled in this center. The teacher who was at the center for 15years, since its inception was quite successful in motivating the parents to send their childrenfor school. Presently, there are 46 boys and 37 girls enrolled in the Kendra. The 83 childrenare divided into three classes – Level A, Level B and Level C and three teachers engagedwith the Kendra ensure that the children get the required attention and help.

TheShiksha Kendra in Kotala has been running since 2003. Till 2011, 32 children graduatedfrom the SK and were enrolled in government schools for further study. In 2012, 47 children(25 boys and 22 girls), were enrolled in the centre. Kotala holds parent meetings, 1 perquarter per SK per year. The positive community effects of the SK can be seen in the reducedamount of migrating children in the area. Current status.

At Harvi, the Shiksha Kendra was the only source of primary education for several years, andeven today continues to be the only centre providing quality education. Current status

While there are Government Primary Schools located in every hamlet, the closestGovernment Secondary school is at JhariyaMahuri. The closest colleges are located atKherwara and Rishabhdeo, which is at a distance of at least 25 kilometres from Sagwara.

Methodology

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The sample for the study was 66students who have passed out of ShikshaKendras from Haruafala, Harvi, JhariyaMahuri and Kotala.The sample was carefully selected by taking intoaccount the year the students passed out of the Shiksha Kendra to understand the levels of retention. It ranges from students who passed out in 2003 up to 2012. 52%of the sample were males while 48% were females.

While most of the participants of the study belonged to JhariyaMahuri, there was a more or less an equal number of participants from the other hamlets.

The following graphis a representation of the year in which the participants passed out of the Shiksha Kendra. All of them spent five years in the Shiksha Kendra and then joined a Government school in the appropriate class.

However, the number of participants that the researchers met and took personal interviews were24. This was due to the unavailability of the other participants in the hamlet during the time of study. 54% were males and 46% were females

Most number of the participants of the personal interviews hailed from JhariyaMahuri, followed by Kotala, HaruaFala and Harvi respectively.

The data used for the purpose of this study is predominantly of two kinds

1) Primary Data

2) Secondary Data

The Primary data was collected by three researchersthrough personal interactions with the students who have passed out of the ShikshaKendras. These students were available in the hamlets at the time of the study. The researchers met with the participants of the study residing in HaruaFala and JhariyaMahuri in their homes. The students of Harvi and Kotala were invited to the Youth Resource Center in Sagwara on a Sunday, to fast track the process of data collection as these two hamlets are located in the interiors of Sagwara, thereby making it difficult to access.

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The Secondary data was collected for students who were not available at the respective hamlets at the time of the study. This was enabled through interactions about the current status of the students and their educational background with teachers of the ShikshaKendras and through friends of the students.

A questionnaire was prepared by the researchers before going to the field, which covered all the aspects of data that was to be collected. These questions were posed tothe participants andthe entire interview process was conducted like a general conversation. Notes from the interviews were taken down as soon as the interview was completed to ensure that no data went uncaptured. Unfortunately, only some aspects of the questionnaire could be covered for students with secondary data as the source, as the respondents did not have information beyond the educational background and current status of these students.Another aspect to keep in mind here would be that though it can be assumed that the locals of a hamlet have a fair amount of knowledge about all the families in the hamlet, there might be certain discrepancies. Cross-checking this data for reliability was not possible due to lack of time. However, it is recommended for future purposes.

Findings and Analysis

Identifying current educational status

From the sample of 66, the number of students still continuing their education is 28 and 1student has completed her undergraduate studies and is hence considered under thecontinuing education bracket.

Year

Number ofstudents

passed out

Numbercontinuingeducation

(2015)Retention

(in %)2003 1 1 1002004 5 1 20

2005 19 4 21

2006 7 4 572007 10 5 502008 7 2 292009 10 6 602010 3 3 1002011 2 1 50

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2012 2 2 100

Total 66 29 44

The above graph gives an overview of the current education status ofthe entire sample. This data has been collected from both primary andsecondary sources.

From those who are continuing their education, 15 are in school, 13 incollege and 1 student has completed undergraduate study.

School Status

23% of the sample consists of students who have passed out of theShiksha Kendra and are currently in school. This consists of 7 boys and8 girls.

All the students study in the Government Secondary School in the nearby areas. They allreceive financial support from their families to continue their education.

Mamta is 17 year old girl from JhariyaMahuri. Like her brothers, she spent five year inJhariyaMahuriShiksha Kendra taught by her father, Fulchandji who was the teacher at theKendra. She later she joined Class 6 in the Sagwara Government Secondary School in 2011and currently, she studies in Class 10. Her father and brothers have helped her andmotivated her to study ever since she was in the Shiksha Kendra. She enjoys studying andplaying games with friends. Mamta hails from fairly educated family and wishes to pursuehigher studies and find a government job. Her inputs to improve ShikshaKendras areplayground for students, wider spaces for the class and more teachers.

Somli is 17 years old and hails from Kotala. She has a family of seven members. She spentfive years in a Shiksha Kendra and received basic education. Later, she joined Class 6 inSagwara Government Secondary School and is currently studying in Class 12. Somli’sparents help her financially, while the school teachers duly motivate her in the course ofstudy. Somli recalls her childhood days, where she enjoyed and had a lot of fun chatting,playing and drawing during her time in Shiksha Kendra. She also enjoys her presentschooling which she believes gives her hope for better future life. After completing class 12,

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she wishes to take up course in computer and take up a job where she can put her computerskills to use.

College Status

20% of the sample have completed their schooling and are currentlyenrolled in a college of which 7 are boys and 6 are girls.

While majority of the students are in their second year, twoof them arenearing the completion of their course. Professional training hererefers to a certification programme which is not a college degree, butis an indication of further studies that will enable the learner to earn acertificate and further, a job in relation to the certification obtained.

A very interesting observation is with regard to the courses that havebeen opted for by the students.

It is starkly visible that of the 13 students who have opted for higher studies, 85% of them arecurrently pursuing a Bachelor of Arts course (BA), of which 5 are males and 6 are females. The other two males have opted for an IT training course and an English certification course respectively.

The students travel to either Kherwara or Rishabhdeo, which is at a distance of at least 20 kilometres from their hamlets to attend their classes. Five of the students (of which one is a female) are pursuing their higher studies in private institutions in Udaipur.

The Bachelors of Arts course offers subjects like History, Geography, Hindi, Political Science, Economics and Sociology and the students are free to choose their subjects.

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However, it was found that the students were not aware of the jobs available in the market to a BA graduate. On enquiring further, it was found that students opt for a BA course as they are bound by constraints.

1) BA courses are affordable keeping in mind the annual income of the families theycome from.

2) Colleges that are accessible to them (even though the closest college is 20 kilometresaway) offer only BA courses.

3) There is a general lack of awareness of other courses that are available for highereducation.

Thus, it seemed that students opt for a course not keeping in mind the future prospects, but more so to receive a degree that makes them eligible to apply to Government jobs. The careerchoices and job market available to these students will be elucidated in Section 5.2.

Due to financial constraints at home, some students have also taken up part-time jobs to afford the fee for their undergraduate studies. These include jobs like electrician, waiter, delivery boys to name a few. Other students are supported by their family. Students believe that it is their own self-respect and motivation along with encouragement from their parents and teachers that has pushed them to continue their education and earn a degree, thereby making them eligible for a well-paying job.

Ramesh is an 18 year old from the hamlet of HaruaFala. He has keen interest in studies andlives in along with twelve family members. His parents are uneducated and work on theirfields to support their children’s education. He spent five years in the SK and was motivatedby his parents and teachers during his schooling. He believed that Shiksha Kendra helpedhim to develop certain aspects of learning through the attention and co-operation given bythe teacher. He later joined Class 6 in Sagwara Government Secondary School and finishedhis schooling there. Currently, he is pursuing his BA second year in B.N College, which is aprivate institution in Udaipur. All payment of college fees (around Rs.10,000 for twosemesters) is done by his Though Government colleges has a substantially less fees structure,Ramesh is conscious that education in private college is far better in quality as compared toa Government College, which enables to attain greater knowledge and benefit. However,Ramesh admits that if his came from a stable financial background, he would have opted fora course in tune with his interests like nursing, that would increase his employability. Hisinability to meet the fees for other courses has restricted his choices and forced him toundertake BA as his undergraduate degree. Irrespective of his struggles, Ramesh remains astrong-willed and self-motived boy. He wished to become a teacher and help his village

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community by increasing literacy level amongst children.

Sheela is a 21 years old from JhariyaMahuri. She is one amongthe few village girls, who gave priority to education than anearly marriage. Her parents work on the fields and supporther education. Sheela spent five years inJhariyaMahuriShiksha Kendra and the joined Class 6 inSagwara Government Secondary School. She completed herClass 12 at a school in Khojavra. At present, she studies inGovernment College, Kherwara and is pursuing her finalyear in Bachelor of Arts. Due to the substandard quality ofeducation imparted in these Government institutions, Sheelausually studies herself and at times, gets help from herbrother and friends. Apart from her great emphasis onstudies, Sheela also travels for close to two hours a day toreach her college, and depends on the jeeps that are usuallyoverloaded to take her to college. Being a very unreliablemode of transport, she is forced to miss college on the daysthe jeep is not available. Her strong will power to counter the hardship faced on daily basisand her self-motivation drives her to complete the course and find a suitable government job.

Rajkumar hails from JhariyaMahuri and is 20 years old. His father works as cultivator andsometime he does electrical work and supports his son’s education. Rajkumar went toShiksha Kendra and spent five years. Later, he joined hisClass 6 in Sagwara Government Secondary School andcompleted Class 12 in 2012. At present, he pursues ITtraining (2 and half year) course in Kherwara. He also takesup some electrical work in the village on the days he doesnot have college. During the course of study, Rajkumar wasmotivated by his father and teacher of Shiksha Kendra whichhelped in providing a foundation for learning. Aftercompleting his IT course he wants to take up GovernmentJob and is ready to work anywhere inside or outside thevillage.

Dropout Status

From the sample, while 29 have continued their education, 37 have dropped out at differentlevels. However, there is no information available for the level at which 4 students droppedout. Hence, the sample considered for analysis purposes is 62.

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For the scope of the current study, the term dropout is understood as one who hasdiscontinued studies and not completed the course of education till the attainment of acollege degree or an equivalent certification. If a student has completed Class 8, but did notenrol in Class 9 or discontinued studies before the end of Class 9, he/she is considered aClass 9 dropout. High dropout rates are one of the factors that plague the education sector inIndia today. Thus, to gain better understanding of dropout rates of students who pass-outfrom a ShikshaKendra, this section is divided into dropout rate in school and dropout rate incollege.

Dropout in School

While dropouts till Class 8 are not minimal, they begin to increase once students enter Class9, with the highest number of dropouts being at Class 10.

13 students dropped out before the completion of class 10, which is 21% of the sample, while10 students dropped out at the higher secondary (Class 11 and 12) level which was 16% ofthe sample. Out of the 62 students in the sample, we observe 23 dropouts before thecompletion of school, which is 37% of the sample, of which 11 are males and 12 females.This implies that a little more than one-third of the sample who pass-out of ShikshaKendrasand enrol in Government schools dropout before completion of their school education, andthe probability of dropping out does not have much bearing on the gender.

Reasons for dropping out vary from case to case, however there are a few common reasons,due we which we can derive a certain trend.

1) Monetary problems – Owing to the poverty struck condition of families in the village,where many families live below poverty line, it becomes difficult for families to paythe school fee, due to which children dropout and start helping their families earnsome extra income. The Right to Education Act (RTE) mandates free and compulsoryeducation for children up to the age of 14, which is usually when the child is in Class8 or Class 9. Since we observe a visible increase in dropouts from Class 9, it could bebecause the children are now expected to pay for their education, and their inability todo so lead them to dropout.

2) Inability to clear examinations – Most of the Class X students dropout out becausethey fail to pass their board examination. Very few of them attempt the supplementaryto try and clear the exam. As per the RTE, children cannot be detained in a particularclass till the completion of Class 8. Once in Class 9, children can be held behind, andthis could then result in them dropping out. The reasons due to which children fail toclear examinations could be due to the poor quality education that the receive inGovernment schools that does not provide them the required support and attention tobe able to grasp hold of a particular subject. The child’s determination and hard-workcould also play a role. The exact reason cannot be determined currently due to lack of

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data.

3) Lack of motivation– Several Class 10 and Class 12 students do not attempt the boardexaminations. When asked for a reason, they seemed to be demotivatedto completetheir education. The teaching methodologies in Government schools do not appeal tothe children, and they are forced to study by themselves. Children who are not self-motivated to do so or who fear that they are unprepared to write the exams dropout.Also, after completion of Class 10, some students believe that they have receivedenough education and are not motivated to study any further, and hence dropout.

4) Work – In certain cases, once students find a job that gives them some money, theybelieve that it is more important for them to earn money and support their family asopposed to completing their education and finding a job after that. They believe thatthey can complete their education later. This then leads them to dropout.

Other factors that induce dropouts could be accessibility of schools, as secondary schools arenot present in every hamlet. In some cases, especially amongst females, children get marriedas soon as they achieve an educational milestone as it is believed they have receivedsufficient education, or if they fail their exams as it is believed that they do not have thecalibre to study.

There then remains the question – What do the students who dropout do?

Around 56% of the dropouts are at home helping withhousehold activities and the family occupation. While 22%get married and the remaining 22 % are employed outsidethe village, on contract basis in Gujarat.The jobs they areemployed include construction, tent making, painting walls,laying tiles to name a few. They work in Gujarat for a fewmonths on contract, earn some money, come back to thevillage to help their families and then go back to Gujarat onanother assignment.

An interesting observation here is that while there are no glaring gender differences betweenthe students who help at home, all the students have moved out of the village due to marriageare female, as it is customary while those who have undertaken work outside their familyoccupation are male. However, 2 of the males who are working at home have also beenmarried as well as one of them who findsseasonal employment in Gujarat.

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SunitaKumari is an 18 year old from Kotala. She has five siblings while her parents work ontheir fields to financially support their children in school.Sunita spent five years inKotalaShikshaKendra, she joined Class 6 in Sagwara Government Secondary School whichis around 5 km from her village. Sunita discontinued her education and dropped out in Class10. She did not write her board exams. At present, she stays at home and helps her parentswhen necessary. Sunita wishes to be able to complete her education and join a computercourse.

Dropout in College

While 24 students (14 males and 10 females) completed their school education, it is observedthat 17 (10 males and 7 females) went ahead and took admission in a college. Thus, 71% ofthe students who complete their school education move on to pursuing higher education.

As per the data, the percentage of males and females who enrol in college is more or less thesame, however once in college, the number of males who dropout out is higher than females.

As explained earlier in the definition of a dropout in the study, here the Year I dropouts arethose who did not enrol in college after completion of school. In Year II, we see 30% of themales enrolled in college dropout. The reasons for dropouts in college are not very differentfrom reasons in school.

1) Financial condition - College education is considerably more expensive than schooleducation. While fees in a Government school is around Rs. 300 for the entire year,college education in a Government college can cost around Rs. 1500 for the year,with some reductions made for those from Scheduled Castes or Scheduled Tribescategory. Even with these reductions, collegefees is three times that of school fees,and hence become unaffordable for few students.

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2) Work – Several students find it more important to work and support their families asopposed to earn a degree. When they take up work in Gujarat, they get paid close toRs. 300 a day on an average, which amounts to at least Rs. 9000 a month. Thisamount is sufficient for them to support their families. Once students realise that theycan get a job that pays them decently well without the need for a degree, they do notfind it important to complete their education. In some cases, students see those whohave finished their higher education struggle to find a job, and hence do not considercompleting the degree their priority.

3) Marriage – After the completion of school education, some families tend to get theirchildren married and this leads them to dropout from higher education.

Other factors that prevents students from studying further includes documentation issues aswell as the inability to get admission in a college.

From the dropouts in college 50% are working to earn an income for their families. One is a teacher in a Shiksha Kendra while the other 4 are in Gujarat. 40% are helping their families at home while the remaining 10% are married.

Similar patterns are observed with respect to gender wise differences in the current status ofcollege dropout like the current status of school dropouts. One of the males who is currentlyat home has also been married.

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Mahesh is a 20 years old boy, who lives in Sagwara village. He is the son of Fulchand Ji,who was a teacher in the JhariyaMahuriShiksha Kendra and has five siblings. His fatherlooked after the education of his children, while his mother does household-work and helpsthe family. Mahesh went to SK for five years, and was motivate by his father to study further.Mahesh believes that the education he received at the Shiksha Kendra provided a strongfoundation for further education and were formative years of his life. He enrolled in aGovernment School in Class 6 and passed out of Class 12 in 2012. He then joined theBachelor of Arts programme in the Kherwara Government College. In spite of hisdetermination to finish his degree, Mahesh was forced to dropout after the first year of hisundergraduate study, due to financial issues in the family, and had to take up a job in orderto support them. The same year, he went to Udaipur and worked as a food delivery boy foralmost a year. He then took over his father’s occupation and started teaching children at theJhariyaMahuriShiksha Kendra in 2015. He continues to help and motivate the students of theKendra and also highlighted some suggestion to improve the quality of the centre. Mahesh isa confident and ambitious boy. He wants to complete his education and wishes to earn aB.Ed degree, and become a Government teacher in a near future.

Overall status of dropouts

From the sample, 56% of the students (37 out of 66) have dropped out before the completionof their college education. The most pressing factors that have led to these dropouts arefinancial problems in the family, followed by the need to work to earn some additionalincome for the family. Even the quality of education offeredseems to deter students from completing their education.However, all the students who have dropped out said that ifthey had a chance to complete their education without anymajor challenges, they would definitely want to completetheir studies. Recommendations to help this situation can befound in Section 6.

Future plans

The students were asked what their plans for the future were.Since this was a very specific question, it was posed only tothe 24 students who participated in the personal interviews.

Initially the students did not seem to have a concrete answerand had to be prodded. While there were 2 students who were uncertain, the other studentsmentioned that they wished to complete their education and take up a job. When questionedon the nature of the job they would like to undertake the two answers that came up were

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teacher and Government job. However, when they were questioned further on what kind ofGovernment jobs, the answers were very vague. Most of them were not particular about thenature of the job. They were ready to take up any job, anywhere that helped them make theirends meet.

An important observation that came out here was that the students were not aware of the kindof jobs available to them and were not exposed to their possible career options. They wereready to settle for anything that provided them an income and had insufficient guidance toplan their future. They seemed to make choices without taking into complete understandingof the outcomes of these choices. For example, the college students who opted for BAcourses were completely unaware of the job market available for a BA student. Anotherinteresting example is that of the girls of Kotala. All of them said that they wanted to take upa course and a job with a computer, but were completely unaware about the kind of jobs theycould take up.

A similar problem was noticed with Government jobs. The students were not aware about thekind of jobs offered by the Government that they would be eligible for. They sought aGovernment job as they felt it would give them sufficient income. To understand the scenariobetter, there was a conversation with the Sagwara zone office employees.

Advertisements for Government jobs are put up in newspapers and online, but these are noteasily accessible in villages. Information about Government jobs are usually spread by wordof mouth. The kind of jobs include teachers, forest guards, police service, administrationworkers, clerks to name a few. If one met the required qualifications (usually a collegedegree, sometimes a school passout) they have to fill out an online application form and writean exam. Based on performance, they are shortlisted for an interview, after which the finalverdict is given. Several hundred people apply to these jobs and it is a very competitiveprocess. Only two or three people from the village have been selected for a Government job.Thus, landing a Government job required sufficient preparation, skill and awareness.

Although it must be acknowledged and appreciated that students do give some thought totheir future and wish to complete their education and earn a secure job, there is a dire needfor better exposure, support and guidance.

Kalpana lives in the JhariyaMahuri hamlet located in the village of Sagwara. She is 20 yearsold and has seven members in the family. Her brother works in private firm while her parentsdepend on farming to earn income. Kalpana spent five years in Shiksha Kendra after that shejoined Sagwara Government Secondary School in Class 6 and completed her Class 12 in2012. She was financially helped by her father and brother. She graduated with a Bachelor ofArts degree from Khewara Government College in 2015. Kalpana wishes to take up Bachelorof Education course take up a Government job to help her family. She recalls how happy she

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was during her time in Shiksha Kendra which helped her in shaping the foundation oflearning, without which she would not able to read and learn. She is now educated andcapable to make her own life and career decisions.

Understanding Impact

Through the past 19 years of its existence,ShikhaKendras have been striving to provide the studentsenrolled with quality primary education. As mentionedearlier, reports suggest that students who pass-out ofLevel A of a Shiksha Kendra ShikshaKendras are eligibleto join Class 6 in a Government school. The pass-outstudents are known to outperform their peers who did notattend a Shiksha Kendra. While there is a lot of data toback the impact ShikshaKendras have on the lives ofstudents, it is interesting to note what the pass-outstudents believe is the impact of the Shiksha Kendra ontheir lives and their experience during their period ofstudy.

To understand what this scenario, the participants were asked three simple questions.

1) How do you believe ShikshaKendras have influenced your life?

2) What differences did you see between the quality of education received in the ShikshaKendra and that of a Government school?

3) Do you have any suggestions to improve the experience of a child in a ShikshaKendra?

Since these are very specific questions that required personal opinions, this data wascollected only from the 24 students who participated in the personal interviews.

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Impact of ShikshaKendras

There was a consensus amongst all the students that the ShikshaKendras have had a positiveinfluence on their lives. They firmlybelieve that they would have beendeprived of receiving accessibleprimary education if not forShikshaKendras. From the responses,the major impact of ShikshaKendrason the lives of students seem to be -

1) Providing them a strongfoundation in basic literaryand numeracy that enabledthem to grasp a betterunderstanding of their secondary education.

2) Igniting an interest in education. By making learning fun and creating conduciveenvironments, ShikshaKendras helped the students engage with and gain interest ineducation, that encouraged them to study further.

Harvi is an interior hamlet of Sagwara, and until recently did not have access to a Primaryschool. For several years now, the only source of quality education of the children at Harvihas been the Shiksha Kendra run by SevaMandir. Rekha, Maya and Anuj are siblings whohave all received their primary education from the Shiksha Kendra. Rekha is currently in thefinal year of a BA course and she travels 25 kilometres to reach her college at Rishabhdeo.Her sister Maya is in Class 12, studying at the Sagwara Government Secondary School andbrother Anuj is in Class 11 in the same school. Both of them walk 5 kilometres to reach theirschool from home, which takes them close to 2 hours. The siblings believe that without thepresence of the Shiksha Kendra in the hamlet, they would have received no education. Theirfather, who is the teacher at the Shiksha Kendra has been their source of motivation andfinancial support and has constantly encouraged all the children in the Kendra to focus ontheir education. They are deeply grateful to SevaMandir for giving them the opportunity tostudy and open the doors to their future. Each of them has ambitious goals. They wish tosuccessfully complete their education and get a job that will enable them to earn for andsupport their family.

Differences between Shiksha Kendra and Government School

All the 24 participants passed out of the Shiksha Kendra and joined a Government school,where few of them still continue their education. Though some of the participants believedthat there was no difference in the quality of education, most of the participants agreed thatthe quality of education the received at the Shiksha Kendra was far superior.

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However, the participants pointed out that the infrastructure and facilities that were availablein the Government school was fair superior to what they got in the Shiksha Kendra. Theypreferred the teaching-learning practices followed in the Shiksha Kendra as they believedthat the teachers were a lot more affectionate, attentive and genuinely interested in their well-being. The students felt that the attendance of teachers in Goverenmentschool was low andhence hampered their education.

Suggestions to improve ShikshaKendras

The participants said that they had a great experience and enjoyed their five years at theShiksha Kendra. Nevertheless, a few of them of them had suggestions that could enhance theexperience of the children at the Kendra.

Infrastructure of the Kendras proved to be a challenge sometimes, especially during rainswhen water would enter and interfere with classes. Sometimes the space was too small toaccommodate the number of kids. Hence, some participants felt that improvement ofinfrastructure and addition of a play area and toilet could provide a better learningenvironment for the children.

Some participants felt that adding more teachers to the Kendra would help give betterspecialised attention. They also suggested increasing the number of classes inShikshaKendras (beyond Class 5) as they believe it would give them better quality ofeducation than what they currently receive.

There were also suggestions to conduct events where children from across the Kendras cancome together and participate in various cultural and sports activities.

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Harish is a 21 year old who passed out of the JhariyaMahuriShiksha Kendra. Like otherstudents, Harish spent five years in Shiksha Kendra and was taught by his father Fulchandji,who was the teacher at the Kendra. He joined at Class 6 and completed his Class 12 fromSagwara Government Secondary School in 2013. Harish was motivated to pursue furtherstudies, and currently he is in the second year of his BA course in Kherwara GovernmentCollege. He also took up part time jobs as tent maker in Ahmedabad (Gujarat) in order tohelp finance his studies. Harish is a man of vision, who has the ability to use his experiencesand bring forward his views in changing the scenario in the education system Heacknowledges the work done by ShikshaKendras which help in laying the foundation ofeducation, conducts various activities of learning and provides enormous attention to thestudents by the teachers. His suggestions to improve ShikshaKendras is to implement Englishas a compulsory subject, provide basic computer knowledge and employ more qualifiedteachers to improve the quality of education and build self-confidence of the students. Healso suggested improving Government schools by making maximum utilisation of availableresources and strictly monitoring the attendance of the teachers. Harish wishes to completehis education and work in government services.

Suggestions to Improve Status of Pass-outStudents

From the learnings of the study, following are somerecommendations that can be undertaken to help improve the quality of life of the studentswho pass out of ShikshaKendras.

1) Career Awareness – Students lack basic exposure and awareness of careers andcourses available to them after the completion of school. Even if they have a career inmind, they have limited information on the trajectory they have to follow. Careerawareness sessions conducted along with simulation activities can help get theminterested and excited about new careers and enable them to make choices based ontheir interest and not purely on circumstance.

2) Mentorship Programme – As observed, children begin to dropout from Class 9.Assigning children in higher classes mentors to help and support them with theircoursework as well as provide them guidance on what they can do later in the futurethat could help the children make informed choices.

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3) Soft Skill Development – Students are going to be facing interview panels, working inoffices with colleagues, working with computers and so on, but they have verylimited or no knowledge on how to go about it. Providing them training on how totackle interviews, develop inter-personal skills, communication skills, basic computerliteracy will help increase their employability in the market.

4) Scholarships – Students who want to study are forced to dropout due to financialissues. They are also forced to restrict themselves to affordable courses as opposed totake up a course based on their interest. Awarding deserving and interested studentsscholarships will go a long way in enabling them to live a more satisfactory life wherethey are not victims of their circumstances.

5) Creating Positive Role Models – Students in villages seldom have someone to look upto gain inspiration and motivate themselves and strive for better outcomes. Providingthe students with positive role models they can look up to and relate either throughstories or interactions with those who have come up from impoverished backgroundsmight help them give more thought their life and future.

Conclusion and Limitations

Based on the findings of the present study, it is observed that ShikshaKendras have provideda strong foundation for education and encouraged students to study further. There is also aretention rate of 44% which is a positive sign. Students who have passed out ofShikshaKendras perform well in Government schools and also brave all odds and go ahead tocomplete their graduation with the confidence of finding a job. They are self-motivated andof strong will. Students who have dropped out have more often than not had a seriousconstraint that left them with no choice.

However, though ShikshaKendras have created positive impact in the early years of the student, there is very little support available to them once they pass-out to achieve desired life outcomes. This gap needs to be bridged with greater exposure, awareness, guidance and direction to ensure that students are entitled to make informed choices and live better fulfilledlives.

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The sample size of the present study is not large enough to generalise the status of pass-outstudents across ShikshaKendras. Limited time and difficulty in locations also prevented theresearchers from personally tracking down all the students in the total sample to receive moreenriched data. The current findings of the study can be enhanced by increasing the samplesize and laying greater emphasis on the collection of primary data to gain a deeperunderstanding of the status of pass-out students from ShikshaKendras and the impactofShikshaKendras on their lives.

Annexure

Overview

1. Name

2. Age

3. Sex

4. Name of village

5. Number of years in NFE (For verification)

6. Year of passing (For verification)

7. Current status (Work/Marriage/Unemployed/Studying etc)

Family Background

1. Number of people at home

2. Parents occupation

3. Income (if available)

4. Educational background of family members

Life after SK

1. What did you do after passing out of SK?

2. How did you decide to enrol into a Government school? (To understand theirmotivations)

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3. What is the name of your school? (For verification)

4. What was your experience in the Government school?

Focus on current status

(A)If studying

1. Which class?

2. Which stream?

3. Name of School/College?

4. Type of institution (Govt/Private)

5. Who sponsors your education?

6. How often do you go to school/college? (To understand regularity)

7. What is your general experience?

8. What is the infrastructure like? (playground/library etc)

9. Regularity of teachers and Teacher-pupil ratio.

10. Do you face any difficulties in your studies?

11. Distance of school/college?

12. How to go to school/college? (Mode of transport)

13. What motivated you to continue your studies?

14. What are your plans for the future?

15. Do you have any additional support? (remedial classes etc)

(B) If working

1. Nature of job

2. How did they get the job

3. Income

4. Their educational experience

5. If they dropped out for work – reasons for dropping out

6. Number of people to support at home

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7. Would they study now if they had the chance/do the regret not completing theireducation?

8. Plans for the future

(C) If married

1. What age did they get married?

2. Were they married out of their will

3. If they dropped out – reasons for dropping out

4. Would they study now if they had the chance/do the regret not completing theireducation?

Impact of SK

1. How was your experience in the SK?

2. Do you see any difference between SK and Government schools?

3. How has SK helped you?

4. What suggestions do you have to improve the SK?

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Appendix 7: Kagmandara Interloaning model between GVK and SHG

The GVK-SHG linkage in Kagmandara is one of the best examples of supporting two different institutions for well being of their members as well as whole village. The village owns a common fund which had accumulated more than Rs. 16 lakhs. Seva Mandir conducted multiple discussions regarding the growth of the village through the years and its potential to grow further in local governance and collective responsibility towards the villagers. The Samuh is indeed a good example of a fulcrum for inclusive and people centred development. The village has overcome varied dynamics of rural development and taken responsibility to set off development processes on its own.

Association with Seva Mandir

Seva Mandir started working in Kagmandada in year 1996. Initial development activities were started under the Natural resources management program. Most of the conflicts that arose were related to common resources and the problem of heavy encroachments was evident. Moreover, strictcaste class rules were dominant in the social fabric of the village. The need for a common platform was strongly felt. Hence along with creating and enabling base for local development, efforts were required to bring people together.

To leverage the development process, Seva Mandir helped in creating a common fund called the Village Development Fund (Gram Vikas Kosh) which was set up to generate an additional common resource which would enable financial autonomy and support people to work towards local development. The GVK is primarily formed by community contribution earned during developmentprojects initiated by Seva Mandir. Since the formation of Kagmandada GVK the Samuh members have contributed regularly to their fund to help it grow. Apart from creating the fund a governing body called Village Development Committee called the Gram Vikas Committee was elected in the year 2001.

The first work taken up by Seva Mandir was road building from Gada Mata hamlet to main road connecting the village. The kuttcha road was initially encroached by few powerful families of the village. Surprisingly, encroachers were also the members of village development committee which created a situation of whether the samuh will speak against these leaders or submit to situation. However, through constant dialogues and support from Seva Mandir, the conflicts were finally resolved and this incidence initiated the first movement of solidarity. Gradually, Seva Mandir felt that the need in village like Kagmandada is not only for basic infrastructure but for a need to correspond toards inclusive growth, people centred development and exploring their potential to leverage development.

The Loan Concept The village fund inculcated a sense of ownership amongst the people. Considering the unity and potential of the village members to move in significant direction, Kagmandada slowly created spacefor all section of society regardless of their socio-economic background.

Earlier, as per the requirements of community, individual loans were provided out of the GVK at a nominal rate of interest charging 1% per month for community groups and 2% for individual borrowings. Loans were granted for various reasons like supporting livelihoods of SHGs, agricultural purposes, development of micro enterprise, livestock or asset purchase, in times of ill-health etc. In 2006, women of the village proposed to take a loan from GVK of Rs. 2,10,000. The committee organized a meeting to get the community to vote on whether the loan could be given.

As per the unanimous decision the loan was given at an interest rate of 1% per annum to 4 SHGs of

4 villages comprising of 32 women. Understanding and maintaining the standard of accountability the SHG treasurers worked together for timely repayment of loans. Loan was repaid in a year’s timeadding an additional income of Rs. 19,500 to the GVK as interest.

They felt that taking loans from their own GVK is cheaper than taking from bank as the rate of interest is very low and people feel more responsible towards their own common fund. Soon after repayment of the loan 32 more women of 4 SHG proposed to take another loan of Rs. 4,10,000.

Several rounds of meetings were done with SHG and village members to get collective support of loan from the GVK. In January 2008, the loan was sanctioned for varied purpose like repayment of old loans, house repair, purchase of cattle, setting of business like meenakari shop and grocery storeetc. The loan today is repaid regularly. Women have fixed a date in the month when SHG records are updated and installments are submitted. Decentralizing the repayment process also includes default handing where defaulters pay penalty as per the decision of the group and later the amount is deposited in the GVK.

Later on more loans were granted for purposes like house repairing, grocery shop, repayment of old loan (taken on higher rate of interest from local money lender), purchase of jewelry, vehicle etc. in 2013, Rs. 10,70,000/- to 56 women members of 6 SHGs of their village at the rate of interest of 12 % per annum.

Year wise details of loans distributed to Kagmandara SHGs from GVK fund:

Year Amount loaned (Rs.)

2006 200,000

2008 410,000

2009 320,000

2010 350,000

2011 965,000

2013 1,075,000

2014 740,000

Total Loan 4,060,000

The significance of the complete process lies in the management and transparency comprehended by the SHG members who managed timely repayment and maintained their accountability towards all Samuh members.

Appendix 8 : Materials Reviewed

Annexure 1 - Reports_JPAL MIT

1. Addressing Absence- Abhijit Banerjee and Esther Duflo2. Is Decentralized Iron Fortification a Feasible Option to Fight Anemia among

the poorest?- Abhijit Banerjee, Esther Duflo and Rachel Glennerster3. Wealth, health, and health services in rural Rajasthan- Abhijit Banerjee and Esther

Duflo, Angus Deaton4. Chlorination: A Report- Seva Mandir5. Health Care Delivery in Rural Rajasthan- Abhijit Banerjee, Angus Deaton, Esther

Duflo6. Research and Practice: Learning and Doing Together- A Case Study of Seva

Mandir and Poverty Action Lab, MIT7. Improving Immunization Coverage in Rural India: A Clustered Randomized

Controlled Evaluation of Immunization Campaigns with and without Incentives-Abhijit Vinayak Banerjee, Esther Duflo, Rachel Glennerster, Dhruva Kothari

Annexure 2 - Seva Mandir’s statutory reports

8. Annual Reports of 2009-10, 2010-11, 2012-13, 2013-14 and 2014-15 and theNarrative report of 2015-16

Annexure 3 - Reports on Delwara

9. Ethnographic Documentation in Delwara10. Report of Dissemination workshop of Delwara.

Annexure 4 - Other Research Studies

11. Base line data of a research being done by Mc Gill University, Canada, IFMR,Chennai on “Influence of Day Care on women &Children”.

12. Ensuring Quality Education: Innovating to address absenteeism among teachers-Priyanka Singh

13. Socio Economic Status of (Rural) Udaipur district, Southern Rajasthan – AndreLing, Arjun Khosla, Agostine Ndung’u, Michael Yiu, Ian Forber –Pratt

Annexure 5 - Reference Books

14. Sections from the book Poor Economics- Abhijit V. Banerjee and Esther Duflo15. Decolonizing the Commons16. The Wasteland - making of the grassroot leaders

https://en.wikipedia.org/wiki/Abhijit_Banerjee

https://en.wikipedia.org/wiki/Esther_Duflo

17. May Knowledge Grow in our Hearts_Applying Spiritual Principles toDevelopment Practise_The case of Seva Mandir

Catalogue of studies done by interns in last two years will be made available tothe reviewers for them to select any relevant study

List of Documentaries and Videos 1. Ensuring Clean Drinking Water & Sanitation for rural and peri-urban

communities2. Video on Immunisation3. Balwadi - Nurturing Childhood4. Togethering Dreams5. Story of Mowni Bai- TBA6. Do Dooni Char/ Send a child to school Video on NFE (Non Formal Education

Centre)

Additional Readings

1. Actuals vs expenditiures for 7th CP and 8th CP

2. BFdW_SM_Oct 2015 to March 2016- Progress report

3. SM_BfdW Report_April 15 to_Sept 15-with revised indicators

4. MoU between IMAGO and Seva Mandir

5. Output Sheet- Achievement April 2016- Sept 2016

6. Terms of reference_ Seva Mandir and IMAGO for Strategic Evaluation

7. Trafficking In Kherwara Block, Udaipur

Terms of Reference for an External Evaluation of SevaMandir

Evaluation of the project: 7th and 8th Comprehensive Plan on Community Development and Strengthening Livelihood (project number: 20110392 G and 20150201 G/BfdW-Ko 201/2015)

The evaluation is commissioned by: Priyanka Singh, Chief Executive, on behalf of Seva Mandir

Introduction and Background

Introduction

Seva Mandir is a non-profit organisation based in Udaipur, South Rajasthan, India. It wasfounded in 1968 by Dr. Mohan Singh Mehta. Initially, Seva Mandir's work focused on adulteducation. The idea was to equip the rural, predominantly tribal, citizens of Udaipur district withthe skills and capacities that would enable them to become active agents of their owndevelopment. Providing adults with basic literacy was seen as a means of transferring additionalknowledge and establishing a relationship with the rural communities out of which further workcould emerge. Over the years, however, it became clear that while this work was contributing tochange on the ground, it was not adequate. Seva Mandir responded to this by diversifying itsrepertoire of activities and became engaged in improving people’s livelihoods through work onnatural resource development work, deepening human capabilities through work on health,education, gender, sanitation, clean drinking water etc and above all restoring people’s abilitiesto self govern.

The area is still quite poor- both in terms of public services for example health and education andresource endowment, like that of land, water, forests etc. Along with this vulnerability, ordinarypeople are disempowered due to dependence on patrons and their own self destructive tendenciesto put self interest before the common good of their communities. People’s faith in their abilityto cooperate with each other to improve their lives had been eroded. This is reflected in bothvillages and small towns.

Most of Seva Mandir’s work has been in rural tribal areas, but about a decade back, Seva Mandirhad the opportunity to extend its work in a peri urban area, or a ‘qasba’, Delwara. Even thoughDelwara’s social, political and economic context was different from the rural areas, SevaMandir’s experience of working with communities in the rural areas helped the organisation.There is now a small presence in the urban slums which is largely focused on distress response.

SevaMandir’s distinctive feature is that it does not just deliver aid, but instead uses everydevelopment project as a way to build stronger communities through village forums which co-manage their development projects and ensure that citizens themselves take responsibility fortheir village. Over time, these Forums have grown into institutions of self – governance. Peoplenow see themselves as having obligations to society along with having rights. The centre pieceof its development strategy is enabling ordinary people to become key agents of

APPENDIX 9

change. Towards this end it has created systems that enable and enrich workers in the villagesand in Seva Mandir to further the mission of Seva Mandir.

Over the years, Seva Mandir has been a seat of learning for outsiders as well as itself. Manyinteresting research studies have been carried out here. Seva Mandir has been able to introduceseveral innovative ideas like that of sanitation through eco-san toilets and it has also responded to challenges in small townships like Delwara where people are denied proper civic amenitiesbecause of citizens not coming together to make this a significant governance agenda for electedleaders to respond to.

SevaMandir has also been able to promote new organizations such as SADHNA & Udaipur Urjainitiatives, which while taking advantage of market based opportunities promote socialobjectives.

The organizational profile submitted to BFdW in January 2015 is enclosed in Annexure 1, whichgives details of the organizational structure.

Some key aspects of Seva Mandir’s work are;

Governance: Seva Mandir started work in the backdrop of fragmented communities,existence of socially strong but non-inclusive caste panchayats, formal institutions oflocal governance not geared for social transformation, and an environment ofspectatorship. Seva Mandir’s work on building just and democratic, communityinstitutions has ensured that people have moved beyond caste, gender, political and ethnicconsiderations. The community institutions promoted by Seva Mandir like the villagedevelopment committee, the women’s self help groups (SHG) & children’s group havebecome active sites of democracy. People come together in these forums, openly sharetheir views and plan for their well being.

Improving Livelihoods: in order to live a secure, dignified life people need to be able toengage in livelihoods that protect the ecological systems they depend upon, provide themwith adequate food and income to meet their basic needs and be free from exploitation.Seva Mandir therefore works towards the regeneration of the natural resource base inways that strengthen local ecosystems, increase productivity and strengthen rurallivelihoods. In addition to this, it works to ensure people's financial security through avariety of income generation activities and linking households to a range of financialservices.

Since both parents are working to sustain their families, young children, often left aloneor in care of young siblings, lack adequate care, nutrition, security, safety and astimulating environment at home and outside. The Government's Integrated ChildDevelopment Scheme (ICDS) program does not have day care facility and most timesdoes not reach the poor. In response, Seva Mandir’s plans for the coming three years inthe area will be to continue to run 195 full day Balwadis (preschool) centres to addressearly child care, development and educational needs of 4,700 children (almost equalnumber of girls and boys) of 1-5 years of age. This will benefit more than 3,000 mothers(20 to 45 years of age) by enabling them to attend to livelihood and other work with ease

and support elderly siblings (6 to 14 years) in pursuing education. Indirectly it will makecommunities of about 162 villages aware of quality early child care services.

In similar regard, anaemia, under-nutrition, lack of care and complications duringpregnancy and afterwards, low birth weight babies, and reproductive tract infections arethe major health issues preventing people from reaching their full capabilities. Poorgovernment health facilities compel communities to seek services from unqualifiedsources and many a times jeopardise their lives. This calls for action at many levels,while a dialogue with the community for advocacy is of utmost importance,strengthening the cadre of grass root health workers is equally important.

On the education front it can be said that the government schooling system in mostremote areas remains dysfunctional. Large number of children continues to be out ofschool both due to their own personal/family reasons and due to lack of schools. Largenumbers of government teacher’s posts continue to be vacant. Many of those in serviceare chronically absent and demotivated. Due to a provision in the Right to Education Act,children are automatically passed to higher classes up to class 8 irrespective of theirlearning abilities, often resulting in more and more struggles as classes progress. Thisproblem is further compounded in the case of girls as they generally drop out afterprimary mainly due to the traditional prejudices. Therefore, addressing the educationalneeds of children such as out of school, dropped out, and retaining them especially girlsin higher classes and improving their learning levels remains a priority.

Despite some progress, gender inequalities have reached new dimensions especiallyamong the tribal. Feticide, infanticide, trafficking of girls is emerging challenges of thearea. Besides domestic violence, women face various other forms of violence such aswitch accusation and sexual harassment. With regard to the political arena, thereservation quota has created space for women leadership, but most women continue tobe figureheads with the actual politics being done by the male members of their family. Itis thus essential that efforts towards helping women attain their own voice will be carriedon.

Changes can also be seen in the existing caste panchayats and panchayats. Women havealso found space of respect in these forums. However, it isn’t as if these institutions havereached a stage of permanent vibrancy. The threat of their being cornered by self-interest,politically motivated people or other interest groups looms large. The threat has often ledto village groups getting divided, some taking very long to rebuild.

Despite some progress, gender inequalities have taken newer dimensions especiallyamong the tribal. Feticide, infanticide, trafficking of girls are emerging challenges of thearea. Besides domestic violence, women face various other forms of violence such aswitch accusation and sexual harassment.

Further details can be seen on www.sevamandir.org and enclosed Annual Reports.

Donors

http://www.sevamandir.org/

The main financing partners (BftW and other main donors) and the different sources ofincomeare as follows. The year wise list can be seen in the annual reports.

BfdW-EED GLOBAL GIVING,USA and UKFRIENDS OF SEVA MANDIR, USAFRIENDS OF SEVA MANDIR, UKPLAN INDIA, NEW DELHISAINT CHRISTOPHER SCHOOL LONDONCANADA INDIA VILLAGE AID ASSOCIATION, CANADATARGET INTERNATIONAL, USAASHA FOR EDUCATION, USAMONSOON ACCESSORIZE TRUST FOUNDATION FOR SUSTAINABLE DEV.(FSD)NORAGRIC NORWEGIAN UNIVERSITY, NORWAYTHE PERSONAL DEV TRUST,UKCOPAL PARTNER

NABARD ICRISAT ANDHRA PRADESHGIVE INDIA, MUMBAI CENTRAL SOCIAL WELFARE BOARD (SSH), NEW DELHICHILDLINE INDIA FOUNDATION, MUMBAICOLGATE PALMOLIVE LIMITEDNIRMAL BHARAT ABIYAN-TSCMAHINDRA & MAHINDRA LIMITEDMAX INDIA FOUNDATIONOIL INDIA LIMITEDSM OWN CONTRIBUTIONSir Dorab ji Tata TrustL & TONGCROYAL BANK OF SCOTLAND

Role of the state and other stakeholders

The new government has shown commitment to the growth model of development and to thebusiness sector. While it is assumed that growth will also benefit the poor, there is enoughevidence now to suggest that it may not always be so. While showing commitment to these ideas,there seems to be a neglect of the key issues facing the poor especially in the rural areas. Publicservices continue to fail them. Seva Mandir recently studied 24 Anganwadi/ICDS centres of

Kotra block. The findings given below, show the status of public services. Even though of asmall sample, the findings are reflective of the malaise of most public services.

Almost 50% of Anganwadi Sahayika posts and ASHAs are vacant inKotda block 57% of centres were found closed during random visits; however, theattendance record showed that all Anganwadis were open and functioning in thelast one month. There is need to verify the recorded data on opening regularity ofAnganwadis. No pre-school activity was observed in 48% of Anganwadis No growth monitoring in 48% of Anganwadis. While 78% of Anganwadiworkers said they counsel parents, 48% of mothers said they were neverinformed if their child was found underweight. There was no water facility in 21 Anganwadi premises.

Even ongoing programs like MGNREGA have slowed down, due to lack of interest from thegovernment and people. Government sanctions were delayed while people have lost interest dueto delayed payments. So, the new government which came with a hope of change has not beenable to make much of a difference till now.

Along with that, they seem to see little space for NGOs. The enabling environment for NGOsis missing. In fact in some places, the space seems to be squeezing. For example, in forestconservation, NGOs have played a very significant role; Seva Mandir has also done 30 JointForest Management Programs (JFMs). In JFM, the NGOs could bring social mobilizationthrough communities, financial and technical resources to the table and the Government gavepermission to protect forests and offered collaboration. Now, the state has closed this option andif an NGO or any private player wants to support forest conservation, they will have to depositthe money with the government and the government will get it done. This is an exact reversal ofthe JFM policy. The JFM policy came in precisely because the government lacked theorientation and perspective to foster people’s participation and ownership. Similar reversal isbeing seen in other sectors as well, in some more subtle than the others.

Scope of the evaluation / short description of targets and approach

The Purpose

The last external evaluation of Seva Mandir was done in 2009. BFdW is currently supportingSeva Mandir’s 8th Comprehensive Plan on Community Development and StrengtheningLivelihood (project number 20150201 G/BfdW-Ko 201/2015) for the duration 2015-2018. Anexternal evaluation of Seva Mandir has been proposed before the end of this project cycle.

The purpose will include an assessment of Seva Mandir’s performance both qualitatively andquantitatively against the results mentioned in the last two contracts between BfdW andSevaMandir.

The assessment should focus especially on the impact on the communities with whom SevaMandir works, to see if their lives have changed and in what ways.

The review’s primary focus would be whether Seva Mandir’s approach is leading to adevelopment paradigm that lays the foundation for just and sustainable development.

We would like the review to be forward looking, it should help Seva Mandir strategize andprepare for the future.

The evaluation is primarily intended for:

SevaMandir for own learning and reflection on strategies adopted to achieve plannedobjectives in line with the vision and mission

The reference community for whom the programme is planned and implemented

The donor agencies (BfdW and other agencies) supporting the work we want to do withthe reference community

Objectives

I. An analysis of the external context is available/ developed. (stakeholder analysis ofgovernment and CSO actors providing early child hood care, health, education (i.e.Anganwadis, health centers, schools) in Rajasthan and their functionality and theperformance of public schemes like NREGA)

II. Education, health, and gender components of the Comprehensive Plan on CommunityDevelopment and Strengthening Livelihood along the Development AssistanceCommittee (DAC) -criteria “relevance”, “effectiveness”, “efficiency”, “impact”, and“sustainability with main focus on the education and gender component are analyzed.

III. Evaluators provide realistic and addressed recommendations including possible goodpractices approaches, which can be used by Seva Mandir for their future work andstrategy.

The scope of work of the evaluation includes description, analysis and suggestions. Evaluation isthe process of observing, measuring, analysing and interpreting the results of a developmentproject/programme to answer these questions:

Description: What happened and how does this compare with what was expected? Evaluationsshould measure and describe what the activity or service has accomplished and compare this towhat it was intended to do.

Analysis: Why and how did it happen or not happen? Evaluations should analyse the reasons forwhat happened or the changes that occurred

Suggestions: What should be done about it? Evaluations should recommend actions for decision-makers to take, based on the answers to these questions.

Evaluation should seek answers to following questions:

Relevance

• The extent to which the aid activity is suited to the priorities and policies of the target group, recipient and donor.

• To what extent are the objectives of the programme still valid?• Are the activities and outputs of the programme consistent with the overall goal and the

attainment of its objectives?• Are the activities and outputs of the programme consistent with the intended impacts and

effects?• What is the value of the project in relation to other priority needs and efforts? • Is the problem addressed still a major problem? • Do SevaMandir’s activities address the people’s needs?

Has SevaMandir’s work been able to redefine identities of people as being owners andleaders of their development and not only beneficiaries-

Does SevaMandir include the target group into decision making processes adequately? Are they included at all? In what way?

Is there more concern for common good?(Common good refers to collective developmentvis à vis only worrying about private gains, the next bullet gives some examples of that)

Do people look after their common assets for example village development fund, village pastures etc?

Effectiveness

• A measure of the extent to which an aid activity attains its objectives.

• Is the project or programme achieving satisfactory progress toward its stated objectives?

• To what extent are the current strategies and the special approach of SevaMandir effective towards the achievement of the objectives?

• What were the major factors influencing the achievement or non-achievement of theobjectives?

• Are there any experiences of other organisations or government /government institutionswhich should be included to become more effective?

Efficiency

• Efficiency measures the outputs - qualitative and quantitative - in relation to the inputs.

(It is an economic term which signifies that the aid uses the least costly resources possible inorder to achieve the desired results. This generally requires comparing alternative approaches toachieving the same outputs, to see whether the most efficient process has been adopted.)

• Assess Seva Mandir’s performance quantitatively and qualitatively against theproject outcomes committed in project numbers 20090234G/BFdW-KO208/2009 for2009-2012 and 20110392G/BfdW-KO240/2011 for 2012-2015. The project applicationsare annexed- Annexure 2.

• Are the effects being achieved at an acceptable cost, compared with alternativeapproaches to accomplishing the same objectives?

• What measures were taken to ensure the quality?• Were objectives achieved on time?• Was the programme or project implemented in the most efficient way compared

to alternatives?• What could be the best suited interventions

Impact

• The positive and negative changes produced by a development intervention, directlyor indirectly, intended or unintended. This involves the main impacts and effectsresulting from the activity on the local social, economic, environmental and otherdevelopment indicators. The examination should be concerned with both intended andunintended results and must also include the positive and negative impact of externalfactors, such as changes in terms of trade and financial conditions.

• What has happened as a result of the programme or project/ What are the results of the project??

• What real difference has the activity made to the beneficiaries? • How many people have been affected?• What are the social, economic, technical, environmental, and other effects on individuals,

communities, and institutions? • Impacts can be immediate and long-range, intended and unintended, positive and

negative, macro (sector) and micro (household). • what difference has the project made to the beneficiaries? • How many have been affected?

Sustainability

Sustainability is concerned with measuring whether the benefits of an activity are likely tocontinue after donor funding has been withdrawn. Normally it is said, projects need to beenvironmentally as well as financially sustainable. The review team could also comment onwhat development programs can be financially sustainable and what cannot.

• To what extent did the benefits of a programme or project continue after donor fundingceased?

• What are the projects/programmes which were sustainable and why• What are the projects/programmes which are non sustainable and why• What were the major factors which influenced the achievement or non-achievement of

sustainability of the programme or project?

Do the beneficiaries accept the programme, and is the orgabisation developing thecapacity and motivation to administer it?

Do they "own" the programme?

Can the activity become partially self-sustaining financially?

How can the organization meet future expenses, especially recurrent costs?

Methodology

Instruments and Approach to evaluation

- The evaluation should start with a desk review of materials sent by SevaMandir inadvance. A list of such material is included in Annexure 3 and this can be updated.

- Analysis of the external context is available/developed. (stakeholder analysis ofgovernment and CSO actors providing early child hood care, health, education (i.e.Anganwadis, health centers, schools) in Rajastan and their functionality and theperformance of public schemes like NREGA)

- The next stage of the review would include a field visit to SevaMandir. We envisagearound 7 days of field visit. The field visit will start with a briefing at SevaMandir.Fieldstudy of Education, health, and gender components of the Comprehensive Plan onCommunity Development and Strengthening Livelihood along the DAC-criteria and thespecific questions in the ToR (Interviews, focus group discussion…)

- Assessment of SevaMandir’s organizational capacity and management systems(including PME, governance, institutional sustainability) regarding the education, healthand gender component. This will include interviews with senior management andrespective staff of the education, health and gender components considering the results ofstakeholder analysis

- Formulating recommendations including possible good practices approaches taking intoaccount all fact findings

The reviewers will here get a chance to meet several senior staff members of the organization.During the next 5-6 days the reviewers will be taken to field areas which will give them a feel ofdifferent interventions of Seva Mandir also of different contexts.

The criteria for choosing the field visits will be further refined in consultation with the reviewteam.

There will also be time for the reviewers to clarify any questions during the visit.

Reporting

Inception report:

a restatement of the assignment (Do we have the same understanding?) the limitations and problems anticipated (e.g., that certain evaluation questions can not be

answered) a description of the methodology to be used a detailed timetable

After receiving the Inception Report SevaMandir has the chance to comment the report within a previously defined time frame and has to accept in written form.

Evaluation report

A final report will be produced latest 1 month after completion of the field work and at least onecopy will be submitted to Seva Mandir and BftW, by xx.yy.2016. The report shall be written inEnglish (45 pages maximum + annex) to include the following contents:

Key data of the evaluation: Name, number, duration of the project/project to be evaluated,title of the evaluation, principal of the evaluation (who commissioned the evaluation),contractor of the evaluation, date of the report.

Executive summary: a tightly drafted, to-the-point, free-standing document (about 5 pages),including the key issues of the evaluation, main analytical points, conclusions, lessons learntand recommendations.

Introduction with purpose and aim of the evaluation Evaluation design/methodology (report about the chosen qualitative and/or quantitative

methods and further steps on how to implement them in the evaluation) external context analysis Analysis of the relevance, effectiveness, efficiency, impact and sustainability of the education,

health and gender components programme Key results/findings*: with regard to the core questions pointed out in the ToR; assessment of

the extent to which participatory tools, issues of equity and gender are incorporated in theproject.

Conclusions* based on evidence and analysis, incl. an overall assessment of the workappraised and presenting the ‘lessons learnt’.

Recommendations* regarding future steps/activities/follow-up – prioritised and addressed tospecific actors at all levels, relevant and feasible (if possible for each conclusion arecommendation; use table as provided in Annex 2).

Annexes (Final ToR, list of persons/ organisations consulted, literature and documentationconsulted, etc.).

* The inter-linkages between key results/findings, conclusions and recommendations/lessonslearnt have to be clear and transparent.

Draft implementation plan

This document presented by the evaluation team is to assist the contractor and other actors receiving recommendations by the evaluation. The format is in annex 3 (implementation plan). The evaluation team has to fill in the key data of the evaluation recommendations.

Composition of the Evaluation Team

The evaluation team shall consist of minimum two consultants; one coordinating consultant willhave the responsibility for the overall coordination of the evaluation and for the final coherenceof the report, both in terms of content and presentation. He or she should have extensiveexperience in leading evaluations and report writing. The team leader has the choice to includemore people if needed.

The areas of expertise needed by the evaluation team are:

The team involved must be knowledgeable about and experienced with the components of anevaluation for the development sector

Experience in evaluation and ability to grasp the project and programmes quickly

Experience and Knowledge of similar work Attitudes regarding evaluation that suggest acompatibility with the project, evaluation goals, and organizational dynamics

Understanding of development challenges locally and globally

Knowledge of theoretical approaches (theory of change) to development as well aspractical applications in other parts of the country and world, especially with respect tothe challenges faced in Southern Rajasthan

The Resources and Time allocated

Review to begin in October 2016. A timeline has been suggested below but it can be refined andfinaliz1ed in consultation with the reviewers.

S. No Action points Required working days 1 Preparation: Kick-off meeting with the

evaluation team, analysis of relevant documents,development of evaluation design andmethodology. Evaluation team clarifies finalToR.

5

2 Inception report1

3 Implementation of evaluation according to plan(ToR) 11

1One day extra for the Team Leader for coordination and Seva Mandir is flexible with the number of days if it increases by a day or two

4 First round of report writing/ Preparation ofdraft report 5

5 Sharing of draft report2

6 Feedback on the draft report in a final debriefingworkshop: Evaluators present their mainfindings (draft report) to project partner,management staff and Board of Directors (andother stakeholders) before the end of theassignment

1

7 Finalising the report3

8 Total 28 days excluding travel time of 6 days (for three trips)

Annexure – 4

Reports_JPAL MIT

1. Addressing Absence- Abhijit Banerjee and Esther Duflo2. Is Decentralized Iron Fortification a Feasible Option to Fight Anemia among

the poorest?- Abhijit Banerjee, Esther Duflo and Rachel Glennerster3. Wealth, health, and health services in rural Rajasthan- Abhijit Banerjee and Esther Duflo,

Angus Deaton4. Chlorination: A Report- Seva Mandir5. Health Care Delivery in Rural Rajasthan- Abhijit Banerjee, Angus Deaton, Esther Duflo6. Research and Practice: Learning and Doing Together- A Case Study of Seva Mandir and

Poverty Action Lab, MIT7. Improving Immunization Coverage in Rural India: A Clustered Randomized

Controlled Evaluation of Immunization Campaigns with and without Incentives- AbhijitVinayak Banerjee, Esther Duflo, Rachel Glennerster, Dhruva Kothari

Seva Mandir’s statutory reports

8. Annual Reports of 2009-10, 2010-11, 2012-13, 2013-14 and 2014-15 and the Narrativereport of 2015-16 and a presentation of Seva Mandir

Reports on Delwara

9. Ethnographic Documentation in Delwara10.Report of Dissemination workshop of Delwara.

Other Research Studies

11.Base line data of a research being done by Mc Gill University, Canada, IFMR, Chennaion “Influence of Day Care on women &Children”.

12. Ensuring Quality Education: Innovating to address absenteeism among teachers-Priyanka Singh

13.Socio Economic Status of (Rural) Udaipur district, Southern Rajasthan – Andre Ling,Arjun Khosla, Agostine Ndung’u, Michael Yiu, Ian Forber –Pratt

Reference Books

14.Sections from the book Poor Economics- Abhijit V. Banerjee and Esther Duflo15.Decolonizing the Commons16.The Wasteland - making of the grassroot leaders17.May Knowledge Grow in our Hearts_Applying Spiritual Principles to Development

Practise_The case of Seva Mandir

Catalogue of studies done by interns in last two years will be made available to thereviewers for them to select any relevant study

List of Documentaries and Videos 1. Ensuring Clean Drinking Water & Sanitation for rural and peri-urban communities2. Video on Immunisation3. Balwadi - Nurturing Childhood4. Togethering Dreams5. Story of Mowni Bai- TBA6. Do Dooni Char/ Send a child to school Video on NFE (Non Formal Education

Centre)

https://en.wikipedia.org/wiki/Esther_Duflo

https://en.wikipedia.org/wiki/Abhijit_Banerjee

Seva Mandir: Programme Evaluation-7th and 8th ... - AWS

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