Unit 2

Lecture 2

On behalf of Dayalbagh Educational Institute I welcome you all to the MOOC course under Unnat Bharat
Abhiyan. In this lecture we will going to discuss the self-help groups like SEWA, MYRADA. This lecture
gives a brief detail about formal and informal leaderships and will also explain the community partnerships,
community driven actions. A glimpse of the initiative taken by Dayalbagh Educational Institute for the
community development of local nearby communities.

Self Help Groups in INDIA

Following Bangladesh Model, SHGs in India have been established. Ela Ramesh Bhatt, a founding member
of Ahmadabad's 'SEWA' (Self Employed Women's Association), created the notion of "women and
microfinance" in 1970. With over 1.6 million participating women, SEWA is the largest organization of
informal workers in the world.

Self Employed Women's Association Goals

SEWA's main goals are to organize women workers for full employment and self-reliance. SEWA aims to
mainstream marginalized, poor women in the informal sector and lift them out of their poverty. Their
members have the possibility to take care of their children and their elderly while they can generate earnings
for the family unit. Also, they produce low cost goods for the domestic and global markets. So, they allow
low-income people to have the chance to purchase low cost goods and services. There are various SEWA
organizations like:

• SEWA Cooperative Bank (1974)

• First Milk Cooperative (1979)
• Anasuya (newsletter) (1982)
• SEWA National Association (1982)
• First Child Care Cooperative (1986)
• First Tree Growers. Cooperative (1986)
• BDMSA (first rural program, in a drought-prone area) (1987)
• First Vegetable and Fruit Vendors. Cooperative (1989)
• SEWA Gram Mahila Haat (local marketing) (1999)
• SEWA Trade Facilitation Center (2000)

SEWA Impacts/Results

• There are around 70,000 women in tis association.

• More than 2,50,000 person join in 2002

 • Started in 6 other states also with a membership of 1,60,000

• SEWA also associates with Turkey, Yemen and South Africa.

SEWA Case Study 1: Bhawnaben Story

She was a 32 year old salt worker. Once or twice a week Bhavnaben walks ten kilometers to their village to
bathe and fetch basic supplies, including fuel wood and water. Her home is destroyed in 2001 earthquake
and after that she joined SEWA. SEWA has helped the salt workers negotiate better prices for their salt,
bypassing the middlemen.

SEWA Case Study 1: Shantaben Story

Shantaben is a 47 year old street vendor in Ahmedabad, one of around 100,000 who earn a living by selling
fruit, vegetables, flowers, fish, clothing and other items for daily use. She and her husband moved to the
country to grow vegetables with his family. Droughts forced them to return to Ahmedabad after only a few
years. Shantaben joined SEWA when a friend told her about the way they fight for members, interests as
well as offering loans through SEWA Bank.

Mysore Resettlement and Development Agency (MYRADA)

Mysore Resettlement and Development Agency started in 1968 as a non-profitable government

organization. They work with more than a million families in 18 different districts of Karnataka, Andhra
Pradesh and Tamil Nadu. This agency helps in promoting livelihood activities, management and
development of natural resources, improving health and education status of the community.

Timeline of MYRADA

They started in 1968 and from then worked in different sectors to benefit the peoples.
Objectives of MYRADA

• To foster a process of on-going change in favour of the poor and vulnerable

• To recreate a self-sustaining and environmentally clean habitat

• To promote institutions, strategies and skills through which poor and vulnerable families are able to
exercise their rights to develop their livelihood strategies and to secure the rights of women and
children.

• To promote community-based responses for effective, appropriate and timely primary health care,
nutrition and vocational skills education in a holistic and sustainable manner.

• To influence public policies in favour of the poor and vulnerable.

• To strengthen networks and linkages between and among formal and informal institutions that can
foster and sustain the impact of development initiatives.

The basic features of this concept promoted by MYRADA are:

• Affinity: people should affirm in their work

• Voluntarism

• Homogeneity and

• Membership should be limited to15-20 persons.

MYRADA Case Study 1

Sunita w/o Basker a resident of Chikli (J) Villageof Bidar district1. Sunita w/o Basker a resident of Chikli
(J) Villageof Bidar district. She was a landless labour and depends on agriculture fir their livelihood. She
took a grant of Rs 10,000 and purchase goats to remain employed.

MYRADA Case Study 2

Rain water harvesting is another intergraded component existing in this particular household where they
store 10 thousand liters during rainy days. Eco san is an alternative approach to safe and efficient
management of human excreta and urine.

MYRADA Case Study 3

RathnammaW/oGovindachari residing in Malakanahalli village in MalurTaluk is a landless daily wage

labourer. Anand was working as an assistant to a carpenter in Masthi village and getting Rs. 100 per day as
daily wages. He was selected for a three-month carpentry training supported by an NGO called labournet.
Presently with the help of this programme he purchased Rs. 28,000 worth instruments and earning around
15,000 per month.

Formal Leadership

Formal leadership is a circumstance in which an individual is the officially recognized head of a group or
organization. Decision-making responsibility, influence and authority come with the position. They also
respect for the responsibility and authority of the position and many stakeholders are attached to the formal
leader. Formal leaders often are limited in their ability to move left or right and can benefit from informal
leaders’ ability to challenge the status. Example: The CEO of a corporation is an example of a formal leader.
They're responsible for directing all resources and operations and making decisions that lead the company to
profitability. Also, as the highest-ranking executive of the organization, they officially have more authority
than others within the company.

Informal Leadership

Informal leadership is when an individual does not have official status as a group's leader, but other group
members see them as and consider them to be a leading force. Informal leadership requires personal courage
and risk-taking and create influence and informal authority without the benefit of formal titles. Networks of
informal leadership can be a powerful force and often use creative deviance strategically. An example of an
informal leader is a colleague who's well known for their intelligence, wisdom and interpersonal qualities.
This person isn't necessarily a high-ranking member of the organization, but others respect them and
typically go to them for advice and knowledge about procedures. In meetings, they might frequently offer
actionable insights that lead to the resolution of problems. If they provide instruction, others often heed it
willingly.

Self Determination

The idea of individual judgment and freedom gradually became more prominent. The idea of self-
determination has strong resonances in political theory. Collective self-determination could mean various
things, but most importantly today it means national self-determination: the idea that each ‘nation’ should be
self-governing. Demand for national self-determination may not be a demand for outright statehood. The
idea of self-determination gained special prominence.
 Choice making • Providing opportunities for choice

•Coach the others through a problem by asking, instead of

Problem Solving answering allow to others to make their own mistakes, and then
discuss the tasks.

Goal Setting • Allow others to explore their wants, needs and goals.

Decision making • Provide opportunities for decision-making

Self Regulation •Allow others to monitor progress using checklists or graphs.

• Provide others opportunities to lead a class or

Leadership small group activity

•Model and practice communicating one’s needs coach the

Self Advocacy others on the use of some positive phrases for seeking
assistance.

Self Awareness •Coach others in exploring an inventory of their skill.

Community Partnerships

Collaborating with local community-based groups helps increase community citizens' engagement in local
decision-making. Community organizations share shared aims, collaborate, and exchange resources and
information. The importance of community partnerships in enhancing community participation and raising
community awareness cannot be overstated. The main aim of this is to improve the community health, well-
being and social functioning.

Community Assets and Strengths

Members of the community's should have talents and abilities and we have to recognize them; A physical
location or building; A company that caters people with dementia; Private, public, and nonprofit
organizations in the area. To begin, develop a list of the many community resources that are often used, such
as supermarkets, churches, recreation facilities, etc. Individuals and communities may use community assets
to build successful solutions to enhance social inclusion and improve residents' health and well-being.
Organizations, associations, and persons are examples of assets.
Community Driven Actions

CDD initiatives are based on the concepts of openness, participation, accountability, and increased local
capability. The fastest-growing mechanisms for channelling development aid are community-based
development. A program that motivates and empowers a community to join in a fundraising activity on
behalf of a charity, whether the charity recommends it or the participant comes up with it on their own.

• Lowest level where common

“public” purpose is defined –
Community
sharing an interest in and are
affected by basic services

• Controlled by – ideally more

Driven than consultation and
participation… empowerment

• Social and economic public

goods; local infrastructure and
basic social services; individual
Developments
household transfers where
targeting can best be done by
community; private goods

CDD programs operate on the principles of transparency, participation, local empowerment, demand-
responsiveness, greater downward accountability, and enhanced local capacity. According to World Bank
Organization, as of June 2020, there were 327 active CDD projects in 90 countries – including 71 countries
supported by the International Development Association (IDA) – for a total lending of $33 billion (65% of
which is IDA).

Community Driven Developments Phases

Phase-1 Learn Phase-2 Identify Phase-3 Implement Phase-4 Share

Community Advisory Synthesize, share Participatory, Action Research Share knowledge, strategies,
Circle Finding and identify and implement a wellness Tools and Recommendations
priority Area strategy
Collaboration Data synthesis, a Establish participatory action Transferrable product and
research agreements community forum to research team, conduct events resources, regional and
community survey discuss finding from to explore priority issues provincial forums and
interviews focus Phase1, Identify better, design, implement & meetings, development of
groups priority area start evaluating wellness recommendations
strategy.

Community Driven Developments Actions

Early Impacts

Promotions and programs for media Local leaders have a better understanding
attention of their community

Intermediate Impacts

Successful projects of policies and built It can include new investments; re-directed budget
priorities to support more healthy community
environments, credibility and capacity. projects

Sustainable Impacts

New development and building of projects to

Community’s health and wellbeing maximize services & policies & provide safe,
affordable access to healthy lifestyles

Community Collaboration

Collaboration among a collection of individuals and organizations is a accomplished on its own. This
necessitates discussion and agreement on the goal and techniques. Developing a working group partner
requires a lot of effort and time. It may be possible to do a task faster if you do not rely on others all
participants contribute to the effort and gain from it. When partners sense an imbalance, whether perceived
or actual, in the advantages of collaboration, the collaborative process may halt, or the partner who feels
disadvantaged may depart. Effective partnerships need trust between partners to share advantages and
resources while also taking on necessitates a minimal degree of trust and a short amount of time, and it does
not resolution of any concerns by partners. Collaborators share knowledge and are willing to make changes
to their services or program activities to reach a common objective. Collaborators pool resources to achieve
a common purpose, in addition service delivery. Labour, space and equipment, as well as financial
contributions, are all Sustainable Impacts community’s health and wellbeing. Intermediate Impacts
Successful projects of policies and built environments, credibility and capacity. Early Impacts Promotions
and programs for media attention 26 Local partnerships can achieve impressive and lasting results from
healthy community initiatives that fully employ the community action model. Collaboration among a
collection of individuals and organizations is a process that cannot be accomplished on its own. This
necessitates discussion and agreement on the goal and techniques. Developing a working group partner
requires a lot of effort and time. It may be possible to do a task faster if you do not rely on others to engage
and contribute. Collaboration only works when all participants contribute to the effort and gain from it.
When partners sense an imbalance, whether perceived or actual, in the advantages of collaboration, the
collaborative process may he partner who feels disadvantaged may depart. Effective partnerships need trust
between partners to share advantages and resources while also taking on problems. Necessitates a minimal
degree of trust and a short amount of time, and it does not resolution of any concerns by partners.
Collaborators share knowledge and are willing to make changes to their services or program activities to
reach a common objective. Collaborators pool resources to achieve a common purpose, in addition to
exchanging knowledge and changing service delivery. Labour, space and equipment, as well as financial
contributions, are all resources. For example, to provide a new after-school program for adolescents in their
neighbourhood, partner agencies may give staffing, a meeting location, financial assistance, and
instructional materials. This necessitates a high level of dedication, trust, and efficient management of turf
and territorial concerns. Merging operational and administrative structures would be a reasonable next step
when collaborating partners or organizations operate so closely and efficiently together.

The practice of community engagement:

Community participation is a mix of science and art in practice. Sociology, public policy, political science,
cultural anthropology, organizational development, psychology, social psychology, and other disciplines
have contributed to this. It also draws on principles from the literature on community engagement,
community development, constituency building, and community psychology to organize the information.
The art is in the understanding, competence, and sensitivity with which the science is used and adapted to
match the community and the goals of specific engagement projects.

Their lifecycle consists of four stages:

1. Inception
• Emailing customers or customer panels, inviting them to participate
• Announcing the launch of the community in a newsletter with an invitation
• Inviting members to participate
• Starting discussions on news and current events
• Placing video content on what is going on in the community
• Inviting people to contribute and welcoming new members using private messages
 • Asking for input on the community itself
• It takes around 0-9 months
2. Establishment
• Scheduling expert Q&A sessions
• Conducting interviews with community members
• Sharing insights about the community itself
• Creating think tanks on topical themes
• Broaden integration e.g. to product pages
• Activating super users by inviting them to actively participate and give feedback
• Organize an offline event where members can meet in ‘real life.
• Communities generally enter this stage in the 6th to 18th month after their launch.
3. Maturity
• Developing a personalized community page
• Assigning ‘VIP’ privileges to super users
• Setting up a separate community for test panels/co-creation
• Highlighting ROI business cases, e.g. on call reduction
• Sharing interesting cases within the organization (successes, challenges, etc.)
• Communities tend to reach the maturity stage in two to three years after launch.
4. Mitosis
• By this stage, some experts will likely have become active in the community as well.
• They are important because of their specific expertise that they can use to provide information
and answer questions by (new) members.
• However, some experts may find this rather limiting and will appreciate separate expert groups
within the community.
• In this way, they will remain interested in participating.

Models and frameworks for the practice of community engagement:

The literature provides models and frameworks for understanding health promotion and health research that
can be helpful in the practice of community engagement.

• Individual: Conduct education programs to help people make wise choices to improve nutritional intake,
increase their physical activity, and control their weight.

• Interpersonal relationships: Create walking clubs and work with community groups to introduce healthy
menus and cooking methods. Promote community gardening groups.
• Community: Assist local grocery shops and convenience stores in expanding their selection of fresh fruits
and vegetables. Farmers' markets that accept food stamps should be established so that low-income
individuals may shop there. Work with the city or county to find and advertise walking routes, parks, and
indoor venues where individuals may go for a stroll. If more exercise places are needed in the region, create
community demand and campaign for more locations to be developed or recognized. Collaborate with local
businesses to offer better on-site food options and other workplace health programs.

• Society: Advocate for the passage of regulations to:

1. eliminate soft drinks and high-calorie snacks from all schools,

2. ban the use of trans–fatty acids in restaurant food, or

3. Mandate that a percentage of the budget for road maintenance and construction be spent on creating
walking paths and bike lanes.

DEI Community Participation

DEI has successfully completed 291 medical camps on every Sunday for local nearby peoples. This is not
merely a medical camp and includes various activities which are shown in the following pictures.
 UID Registration Medical Check Ups

Medicine Distribution Organic Farming

Dairy Technology Diet & Nutrition

 Distribution of Protein items for children

Other activities include:

• Soft Toy Making

• Block Printing
• Hole in Wall
• Mano-vinod Games
• Stitching
• Games
• Traffic Rules etc

DEI Skill Based Programs

Conclusion

In this lecture we have learned about:

• Government Initiative for entrepreneurships like SEWA and MYRADA

• Collective self-determination, leaderships and community assets.

• Community driven actions and developments

• Dayalbagh Educational Institute initiative for community development.