Foreword

G overnment of India has launched Mission Antyodaya – Poverty Free

Gram Panchayat (PFGP) under the Ministry of Rural Development.
‘Mission Antyodaya’ seeks to converge government interventions with Gram
Panchayats as the basic unit for planning by following a saturation approach
by pooling resources for transformative multi-dimensional change in villages
on parameters of physical infrastructure, human development and economic
activities. It is a State-led initiative for rural transformation to make a real
difference based on measurable outcomes. Central to the achievement of envisaged Development
Outcomes is leadership of Women Collectives or Institutions promoted under NRLM.
Department of Rural Development, Government Madhya Pradesh has identified few Blocks for
complete saturation under PFGP These Blocks have been selected by Government of Madhya
Pradesh purposively on the basis of existing social capital. These Panchayats have high presence
of women Self Help Groups, Village Organisations (VOs), Cluster level federations formed and
facilitated by Madhya Pradesh SRLM, these institutions provide the poor the platforms for collective
action based on self- help and mutual cooperation. Government of Madhya Pradesh envisions to
develop these carefully chosen Blocks as model of multi-dimensional village transformation.
The effort under Mission Antyodaya builds on past efforts under Intensive Participatory Planning
Exercise for Rural Development Programmes with Gram Panchayat as the unit. Socio-Economic
Caste Census Survey (SECC) data is to be used for planning and targeting. Simultaneous efforts
are being made to sensitize the Gram Sabhas, Gram Panchayats for partnerships with SHGs, VOs.
Institutional involvement of organizations of the poor like SHGs, VOs will greatly improve the
accountability and participation in Panchayats. Framework provides convergence of schemes
of Rural Development Department like wage employment, livelihood, housing, skills and social
security as also of other departments for multi-dimensional change. The intention of this effort is to
reach out to 100 % of deprived households as per SECC. Through convergence of all Government
programmes across Ministries and Departments, this effort will diversify livelihood and help in
eradicate of multi-dimensional nature of poverty. The progress over the years would be monitored
both at the level of Households, Villages and Gram Panchayats.
MPRAF has entered into partnership with Transforming Rural India Foundation to support the
implementation of “Mission Antyodaya”; catalyze multi-dimensional change (income, education,
health and nutrition) and leverage multi-stakeholder partnerships to create model villages while
ensuring transformational changes in the lives of communities and villages.
This Community Process Manual is the guiding document for working with Institutions of Poor
(SHG, VOs and Federation) promoted by MPSRLM and local Panchayats for ensuring Planning and
Implementation under Mission Antyodaya. The Manual provides a set of ready toolkits, templates
for training, ensuring meeting processes, preparation of Plan documents and implementation.
MPRAF State Team and TRIF will support the Block Teams in understanding and deploying
the Manual. This operation manual will guide us in effective planning with panchayat members
and integrate our work with SHGs. I am sure all the field staff will make best of the Manual and
partnership with TRIF to makes lasting difference in lives of village communities.

L M Belwal
Chief Executive Officer
Madhya Pradesh Rajya Aajevika Forum (MPRAF)
Bhopal.
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Purpose of this Manual
This manual is a guidebook for all colleagues involved in implementation of Mission Antyodaya,
including MPRAF Block Team, NGOs and partners. The manual will empower colleagues
involved, equip them with tools, processes to successfully engage with SHG Collectives (SHGs,
Village Organisations, Federations). Community facilitation has been demystified, purpose
behind each process stated and this provides step by step guide to the entire engagement
engagements have been provided.

Structure of the Manual

This manual provides an overviewan overview of the Mission Antyodaya, centrality of SHG
Collectives to its success, and how SHG Collectives can leverage the Mission Antyodaya
opportunity to constructively work with Gram Panchayat and engage with relevant Line
departments for multi-dimensional change in their villages. Role of facilitator is critical to
engage community resources – leaders of SHG Collectives, Change Vectors, CRPs in attainment
of envisaged development outcomes. The entire process of planning and implementation requires
handholding till Federation builds internal capacities, see Chart 1: The Development Path. Each
module in this manual articulates the goals of the session, its linkage to the Path, followed by step-
by-step guide to implementation tof Tool. While the process may vary across different contexts,
and some deviation from the text is expected; the Manual offers an opportunity to colleagues to
ensure that all the requires processes are completed and process fidelity is maintained.

How to Use the Manual

We appreciate you for picking this manual. The manual places at one place all information related
to Mission Antyodaya in one place. Before you actually start engagement in villages, you may
keep the following aspects in consideration:
• Try to understand what has been mentioned and also the rationale behind and then make
your own judgement. The manual is to help you in developing your own understanding.
It is a compendium of guidelines and not a rulebook.
• It is expected that the first reading of the manual would generate an interest to be familiar
with getting an overall view but for deeper grasping of the concepts and tools, another
reading is recommended.
• Read the manual at least once and begin your work, again come back to refer the relevant
chapters to re-confirm your understanding from the field.
• To learn a new concept and skill, individual commitment is required and any new
commitment has an implication on your existing engagements so you would have to
prepare yourself accordingly.

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Contents:
Chapter 1 : Mission Antyodaya
State-led Partnership for Rural Transformation 1

Chapter 2 : MPRAF Strategy

Impacting Multi-Dimensional Development Outcomes 4

Chapter 3 : Community Leadership for Transformative Change 10

Chapter 4 : Implementation Guide 14

ANNEXURES
Annexure 1- Mission Antyodaya Parameters 22
Annexure 2- Engagement Strategy 23
Annexure 3- Block Team Engagement Strategy 26
Annexure 4- Log frame of Core Processes 27
Annexure 5- Schemes of the Departments of Rural Development 29

TOOLBOX
Tool Box 1 : Village Organisation and Sub-Committee Process 33
Tool Box 2 : Why Vision, Mission, And Objective Required For CLF 36

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Chapter 1

Mission Antyodaya
State-led Partnership for Rural Transformation

1.1 Framework
Poverty Free Gram Panchayats (PFGP) or Mission Antyodaya is aimed at reducing
poverty, improving quality of life and promoting growth that is economically, socially
and environmentally sustainable taking a convergence approach towards ensuring better
delivery of public services like health, education, sanitation, connectivity and enhanced
capacity of the rural citizens. It is an accountability and convergence framework for
transforming lives and livelihoods on measurable outcomes. These outcomes bring the
multi-dimensionality of poverty to the core and makes the case for strong government
intervention to enable the poor to come out of poverty.
The strategy is to develop human potential through education, health, skills, sanitation,
provision of clean drinking water, nutrition, food security, livelihoods opportunities,
housing, connectivity, electricity, promotion of sustainable resource use, waste
management and gender & social equality. ‘Poverty Free Gram Panchayats’ is about
exploring the potential for rural transformation by simultaneous interventions of the
related programmes in a convergent mode to address the multi-dimensionality of
poverty.

1.2 Approach of Government of Madhya Pradesh

Government of Madhya Pradesh has identified 4769 Gram Panchayats across 51 districts
under the Mission. In Certain blocks entire Panchayats have been taken, thus making for
the cluster of Panchayats co-terminus with important node of convergence i.e. Janpad/
Block. The Block-level cluster approach will aid greater positive externalities and is
further likely that once villages in a cluster move up on important indicators, they may
attain a new growth trajectory of sustainable development.

1.3 SHG-GP Partnership for Poverty Free Gram Panchayat

Self Help Groups (SHGs) and their federations promoted under the Deendayal Antyodaya
Yojana -National Rural Livelihoods Mission (DAY-NRLM) is the key instrument for
achieving the objective of Poverty Free Gram Panchayat. SHGs provide a close and long
term handholding support to each of their members and enable them to access financial
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 services from banks, diversify and stabilize their livelihoods and effectively access their
entitlements. These institutions of the poor are expected to enable the community to
come out of the vicious cycle of poverty by adopting the Terhahrasutri model which
addresses the multi dimensionality of poverty. The model as adopted in Madhya Pradesh
encourages these Federations to go beyond Panchsutras (regular meeting, regular
savings, regular internal lending, regular repayment and updated books of accounts)
and adopt - active involvements of SHGs in PRIs (Gram Sabha, Mahila Sabha and Village
Ward Sabha), accessing rights and entitlements under different schemes, sustainable
livelihoods (strengthening existing livelihoods sources, non-farm employment/skills),
better health and sanitation habits and education.
It is increasingly clear that lower than expected results of various flagships programmes is
lack of community ownership, therefore, communities have been placed in the forefront
of Mission Antyodaya planning and implementation and in this SHG Collectives have
central role to play. Self Help Group (SHG) and its associative tiers are central to achieving
success in attainment of Mission Antyodaya outcomes. The Village Organisation and
Cluster Federations provide onprovide on-going support and linkages to members in
actualizing goals set by them. These bodies gradually take over most of the functions
performed by external development agency and as the associate tiers stabilize they
broaden the power base of women in addressing issues that affect them and provide
an operational mechanism to attend to tasks which are best done through community
action.

1.4 Key Components

1.4.1 Planning
Participatory, convergent and community-centric planning process would be crucial for
achieving the objective of Poverty Free Gram Panchayat. The Planning exercise must
target different dimensions of deprivations and uses its results to build a convergent
approach to the implementation of programmes. Capacity building of SHGs and elected
representatives at GP level would be crucial for this. Assessing the need of households
facing deprivation based on reliable data should precede the planning exercise.
Planning for Poverty Free Gram Panchayats requires an effort to address the multi
dimensionality of poverty in an effective manner. This requires the coming together
of interventions for guaranteed wage employment, skills, housing, sanitation, SHG
formation and credit linkage, elementary education, primary health, nutrition, clean
water, farm and non-farm livelihoods, etc. This can be done by using existing financial
resources available under various government programmes. PFGP is therefore an effort at
convergent planning with a Gram Panchayat as a unit of focus. It will follow a saturation
approach covering all the deprived households, SECC data is to be used as a starting
point.
The PFGP framework builds on government’s commitment to double income of farmers
by 2022. This would require transforming the ‘vicious cycle of poverty’ into a ‘virtuous
cycle’ by infusing investment in the rural areas and improving economic capacities
of the people through skilling, promoting self-employment and creating sustainable
community assets that result in enhanced productivity. Enhanced irrigation facilities,
market linkages, diversification of livelihoods towards non-farm activities, increased
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 share of manufacturing and services, greater work force participation by women etc.
would also be part of this strategy.
1.4.2 Convergence
Key to success of the strategy is convergence of all resources available in the villages.
Department of Rural Development (GoI) through the State Government implements
schemes such as Mahatma Gandhi National Rural Employment Guarantee Scheme
(MGNREGS), Dindayal Antyodaya Yojana- National Rural Livelihood Mission (DAY-
NRLM), Pradhan Mantri Awaas Yojana- Gramin (PAAAY-G), Pradhan Mantri Gram
Sadak Yojana (PMGSY) Shyama Prasad Mukherjee RURBAN Mission (SPMRM),
Sansad Adarsh Gram Yojana (SAGY), Deen Dayal Upadhyay Grameen. Together these
programmes seek to reduce rural poverty and improve the quality of life through livelihood
promotion, skill development, social protection and infrastructure development.
In these schemes SECC data is used to ensure that all households reporting deprivation
have access to the benefits. Similarly, the resources of Sarva Shiksha Abhiyan, Integrated
Child Development Scheme, National Health Mission, Swachcha Bharat Mission,
Deendayal Upadhyay Gram Jyoti Yojana, programmes for renewable energy, National
Food Security Act etc. can may be used to implement in a convergent mode to address
different dimensions of rural poverty. The 14th Finance Commission award has also
provided an opportunity for Gram Panchayat to pitch in financial resources.

1.5 Results Planned Under Mission Antyodaya – Poverty Free Gram

Panchayats
PFGP seeks to facilitate the convergence of government and private investments in
selected geographies so as to achieve the goal of poverty elimination. The framework
is currently based on a set of input indicators aggregated to a PFGP-Index for each
Panchayat. It maps progress over time and across panchayats. It is planned to annually
validate progress vis-a- vis baseline through Gram Sabha and field surveys. Arrangements
will be made to put in place a third-party verification system of the data that is entered
in the portal so that the credibility of the data entered in the portal and the results it give
out have high credibility. Women Self Help Group Members trained to become social
auditors will undertake assessments of progress from time to time. Such a Community
Cadre of Social Auditors will greatly improve the outcomes. At the district level, the web
portal of ‘Mission Antyodaya’ will also be inter­linked with DISHA portal to provide
focused intervention and resource convergence in respect of ‘Mission Antyodaya’ GPs/
Clusters. Planned outcomes are across following categories :
a) Infrastructure and Access to Services
b) Social Development and Protection
c) Economic Development and Diversification of Livelihoods
Detailed list of indicator around following domains, is available in Annexure 1
1 Health and Nutrition V Education & Skill
II Hygiene and Sanitation VI Village/Panchayat Infrastructure
III Social Security VII Financial Inclusion
IV Agriculture Livelihoods l l l
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Chapter 2

MPRAF Strategy
Impacting Multi-dimensional Dimensional
Development Outcomes

The implementation strategy is builds on success, learning of MPRAF. The community

organisations ie SHG, VO and CLFs in the identified blocks will be the principal community
actor to catalyze multi-dimensional change (income, education, health and nutrition) and
leverage multi-stakeholder partnerships to create Poverty Free Panchayats while ensuring
transformational changes in the life of people. The engagement will aim at the impact realms
outlined under Mission Antyodaya to achieve village transformation. Village Development Plans
will include addressing infrastructure needs like drinking water, sanitation, street lighting, road
connectivity, improved facilities at local health centers, local schools; and key social indicators
like, 100 % immunization, 100% child enrollmentenrolment in schools and retention. Gram
Panchayats shall take lead role to secure convergence among all line departments and Village
Organisations. Self Help Groups (SHGs) and their federations shall take active role in plan
preparation and implementation.

2.1 Underlying Thinking

Poverty Free Gram Panchayats (PFGP) requires engagement beyond livelihoods to
improving safe drinking water, sanitation, nutrition and healthcare, education, local
governance and gender justice. Simultaneous action is needed on on multiple life-
changing dimensions and these are best converged in “village”. Core to this framework
of engagement is buildbuilt on (i) strengthening the capacity of Institutions of Poor to
aspire and take personal responsibility (ii) strengthen local governance capacities to
ensure basic civic services ensuring minimum enablers of education, health (iii) improve
public service delivery together with civic action and user accountability mechanisms.
The central intervention is “communities’ aspirations and own effort” around which all
efforts needs to be anchored. Thus, there is a need to forge compact of expert technical
resources, governmental efforts integrated and driven by Women Collectives and Gram
Panchayat.
Mission Antyodaya outcomes requires change across inter-sectional conditions for
facilitating Poverty Free Panchayats, these include
l Improved access to essential services constituting a quality life experience: access
of households in the target Panchayats needs to enhanced for services around
livelihoods, basic health, nutrition, education, WASH and governance.
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 l Improved private & community infrastructure around livelihoods and water-
sanitation: Planning and convergence of resources wouldresources would result
in strengthening of existing infrastructure and creation of new infrastructure for
facilitating adoption of practices as well enhancing uptake of services. Specific
to the geographies, these could be: storage of produce, irrigation infrastructure,
community toilets, piped water distribution systems etc.
l Establishment of “New” social norms1 : Changing social-normative behaviour
is recognized as a key element for success. Efforts would therefore be required
to foster new social norms for access, control, influence and decision making
associated with resources & institutions-traditional and neo; concurrently
contributing to efficacy of the enhanced access to essential services. The existing
norms targeted may be for- reducing gender based discrimination in education
of girl child or caste based discrimination in PRIs and the likes.
l Adoption of contemporary and scientific practices by households and communities:
Efforts are required foro adoption of practices grounded in sound scientific
knowledge across the multiple sectors. Linkages with thematic knowledge
leaders for bringing new/contemporary know-how to the target households and
communities for facilitating the behaviour change across multiple dimensions
that would be necessary for attaining the defined outcomes.

2.2 Core Strategy

l Strengthening Institutions of poor Women: SRLM has mobilised women from poor
communities into Self Help Groups; strengthening associative tiers – Village Organisation
and Federations and mobilising leaders and volunteers (Change Vectors) triggering a
community process for change planning and implementation.
l Strengthening existing livelihoods: The will be primarily around strengthening existing/
traditional livelihood options. Mission Antyodaya Plans will help facilitate fund flow for
capital investments require both for farm and farm allied activities.
l Citizenship and Governance: Women collectives build perspective around rights,
entitlements and duties and will be supported to access social security programmes.
Strong participation and influence at constitutional mandated bodies will be a key area
of engagement. Under this overall approach the federations and women’s groups will
specifically take up issues around:
l Nutrition and preventive health: Issues of nutrition are deeply embedded
in socio-cultural practices around child care practices, food-habits, intra-
family food distribution, and the overall availability2 of food for poor families.
Intervention will be focused on both increasing food availability and diversity,
and on behaviour and practices focused on improving the nutritional status in
the first 1000 days of life and on the nutritional status of women (with over 75%
of women in these areas are anaemic)

dealing with class, caste and gender based discrimination

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2
By way of own production, accessing government entitlements, and better food category choices from cash income
from livelihood activities.
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 l Safe Drinking Water & Sanitation: focus will be on developing ODF villages
under Swachchh Bharat Mission, based on community processes for behaviour
change around hygiene practices.
l Education: focus will be to work on both the community side to ensure
attendance of children and attendance of teacher by making School Management
Committees more active and accountable. Additional efforts will be to
complement work on teacher capabilities, pedagogy, learning material, etc.
Success on development outcomes is contingent of drawing expert resources which can build
capacities of SHG Collectives and Panchayats; and support them in translating plans into action.
The engagement focuses on collective led processes to trigger “personal responsibility” for change
and trigger “public and market systems” to support the process.
The change process around personal domain is triggered by Federation supported by SRLM Block
Team which is supported by expert organisations working closely with community collectives.
Realising that socio-cultural normative change can be triggered only from within communities
Federation and Block Team will triggers process for
l identification of internal change vectors3 from within the collectives,
l build capacities of the collective office bearers and various sub-committee members as
‘change vectors’, strengthen the overall leadership and functioning of the collectives at
different levels.
SRLM Block Team will also work with the local government systems to strengthen the interface
between the collectives and the Panchayati Raj Institutions and last-mile functionaries of the
government.

2.3 MPSRLM-TRIF Partnership

The partnership intends to support the implementation of “Mission Antyodaya” through
social capital created by MPRAF to catalyze multi-dimensional change (income,
education, health and nutrition) and leverage multi-stakeholder partnerships to create
model villages while ensuring transformational changes in the life of people. MPRAF
and TRIF jointly wish to leverage mobilized women in SHGs to bring comprehensive
changes in social normative
behaviorbehaviour and
encourage practice adoption
for achieving the results
envisaged in “Mission
Antyodaya”.
MPSRLM’s partnership
with TRIF is to support its
engagement with Institutions
of Poor – SHGs, Village
Organisations, Federations
towards realising Vision for

Typically, these women will be existing office bearers of Federation, sub-committee members of VOs, Cluster, etc.
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 transformative change in alignment with MPSRLM’s Terahasutri and multi-dimensional
change visualised under Mission Antyodaya.
TRIF has developed set of process protocols which facilitates communities’ collective
to become the central vehicle of change in the area, this process and institutional
architecture allows leveraging best practices from multiple organizations rather than
focusing on independent action of individual organization. Further, in many change
areas especially health, education role of governments becomes critical particularly for
poor communities; similarlysimilarly, in case of livelihoods role of commercial activities
becomes very important. TRIF will bring cross-sector coalition and multi-organisation
engagement to support the achievement of development outcomes.
TRI will support Block Teams of MPSRLM in pursuance of its Vision in specific areas for
example
(a) strengthening capacity of Village Organisations and Federations to emerge as
self-propelling entities
(b) planning and convergence with Gram Panchayats and different departments for
Mission Antyodaya Goals
(c) bring expertise and support from resource organisations in education, health &
nutrition
(d) bringing market eco-system to support its livelihoods and delivery of quality of
life services.
The goals of multi-dimensional change in villages under Mission Antyodaya is in congruence
with MPSRLM’s Terahasutri Vision and approach of TRIF. The framework of engagement is set
to seamlessly support this joint engagement for realising shared ambitious goals of transforming
lives and livelihoods in villages of Madhya Pradesh. The objective of the joint engagement is:
l support the implementation of “Mission Antyodaya” through social capital created by
MPRAF to catalyze multi-dimensional change (income, education, health and nutrition)
and leverage multi-stakeholder partnerships to create model villages while ensuring
transformational changes in the life of people.
l leverage mobilized women in SHGs promoted by MPRAF to bring comprehensive
changes in social normative behaviour and encourage practice adoption for achieving
the results envisaged in “Mission Antyodaya”.
l multi-dimensional change process anchored and led by women collectives
l Market players/social enterprises for health & education/skill development, large scale
prosperity in the area.
TRIF will bring draw support from resource organization to strengthen multi-dimensional
engagement, building perspectives, skills and linkages for community leadership. Thematic
support organisations are technical in nature with focus on:
l developing capacities of Federation staff both in-terms of perspectives and knowledge
about the thematic area; building knowledge and skills of collective/federation office
bearers and sub-committee members as ‘change-vectors / internal champions’ from
within the community to concentise the entire membership of the federation and

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 supporting (as and when required) the collective action triggered by the SHGs and its
associative tiers.
l develop best in the class, context specific training modules, training support material,
toolkits (audio-visual),
The salience of strengthening primary groups in building robust community-led network of
collectives/associative tiers cannot be underplayed. Expansion of Panchsutra to Terhasutra
have helped these emerge as platforms attending to widened development engagement around
livelihoods, gender equality, local governance. Partnership with TRIF will also support institutional
strengthening of Village Organisations, Cluster Level Federations and Block/District networks.
TRIF has built-in mechanism for Baseline, ongoing Progress Tracking and Reporting. It will
ensure commitment of relevant resource organizations from different sectors to the common
agenda, further a structured process of shared measurement, continuous communication, and
mutually reinforcing activities by all the actors will an ongoing engagement.
The implementation architecture :
Embedded Resources: The program will be supported through an embedded resource at SRLM
Block PFT. It will be further strengthened with key human resources in Block SHG Federation to
ensure community led activities are completed in time.
Partnership Coordination Committee (PCC): The Partnership will be integrated at state level by
CEO, MPRAF which will provide leadership and strategic direction; it will review implementation,
support collaborations and finalize scope of work
Block Coordination Committees (BLCC): Empowered committee headed by senior government
official with membership of all relevant departments and SRLM-TRIF Joint team will be constituted
in all the Blocks. The committee will act as a convergence platform and will discuss and resolve
all ground level issues which may be required to support the successful implementation.
Regular interactions with DPM, MPSRLM will done to discuss and resolve all ground level issues
which may be required to support the successful implementation.

2.4 Human Resources to Facilitate Village Transformation

The engagement is anchored by Block level MPSRLM Team with TRIF Staff within the
Mission Antyodaya Framework. The principal processes facilitated by the Block Team
includes :
a) Preparing SHG Collectives for Multi-dimensionalDimensional Change
• SHG Collectives Envisioning Change and Setting Priorities
• SHG Collectives Organising for Change – including strengthening of Village
Organisations and its Sub-committees
• Deployment of Change Vectors
b) Integration of Expert Organisation (Health & Nutrition, Education, Commercial
Agriculture) Support
c) Support VO Planning together with Gram Panchayat within the Mission Antyodaya
Framework
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d) Support Implementation of Plan
• Mobilise Convergence and Investment Flows
• Linkage with Government Schemes of Rural Development and other Departments
• Technical support for GPDP, MGNREGS Plans
• Livelihood Support.
Apart from available human resources with MPSRLM, additional human resources available
under the partnership includes :
i. Trained Professional with MPSRLM Block Team (1)
ii. Community Manager in each Cluster Level Federation (1)
iii. Community Master Trainers (senior CRPs) in each Cluster Level Federation (3)
iv. Expert Organisation Team supporting on Education, Health & Nutrition, Farm
Prosperity, Local Governance/PRI (2-3 for each theme)
Additional, engagement structure includes 300-400 Change Vectors or Community Volunteers
supporting VOs and SHGs in thematic areas. This is a key community resource, building on the
proven CRP Model of MPSRLM, details of these volunteers is provided in subsequent section.
The available human resource deployment under the Block Village Transformation Compact
led by MPSRLM with multi-thematic expertise will ensure adequacy of efforts and focus on
strengthening the SHG collectives to sustain efforts and attain Mission’s development outcomes.

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Chapter 3

Community Leadership for

Transformative Change

The pre-dominant engagement within communities is around triggering “personal agency” i.e.
helping communities take-charge of the change process and start a peer-based engagement for
adoption of modern-scientific practices and behaviour. Processes to trigger ‘aspirations’ (hope
for a better future) is primarily taken up in Self Help Groups (SHG). The peer support group
provides space and time to helps each woman internalise the need for change and come to a stage
where they are ready to make personal commitments to make the change happen.

3.1 Community Mobilisation

We usually think of a community as the people in a given geographical location, the word
can refer to any group sharing something in common. It may refer to smaller geographic
area - a hamlet, village or to a number of other possible communities within a larger,
geographically-defined community; often shaped by shared-belongingness (caste, tribe),
economic ties, religion, culture, or shared background or interest. In our context we will
refer to village communities.
Community mobilization is the process by which people come together to identify
common problems or goals, mobilize resources, and, in other ways, develop and
implement strategies for reaching the objectives they want to accomplish. An important
point to remember is that community mobilization is fundamentally a bottom-up
process. It’s not about an outside “expert” telling a community what it should work on.
Instead, it’s about community members getting excited about something, and using that
energy to create change. In short, community organization is all about empowering
people to improve their lives. A fundamental lesson for the an external facilitator is
that you don’t organize people to do something you think should be done; instead, you
find out what is important to people in the community, and then help them reach their
goals, this thought is the guiding ethos in designing process outlined in this Manual.
Community organizing, done right, leads to a shift in power: it’s about building power
among those who have traditionally been denied a voice, or whose needs have been
ignored – Institutions of Poor strategy followed by MPRAF focused on women and
marginalized sections stems from this thought and will be the key value as we focus
on expanding engagement with SHG Collectives to Terahasutri or Mission Antyodaya
Goals.

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3.2 SHG Collectives – Institutions for Poor to Drive Change
MPSRLM’s social mobilisation has induced conditions for rural communities
(individual and community ‘agency’, social capital) to take charge of their villages and
builds aspiration, hope and strong desire to “transform their lives”. The core belief of
National Rural Livelihoods Mission (NRLM) is that the poor have innate capabilities
and a strong desire to come out of poverty. Achievement of the intermediate outcomes
requires creating vibrant communities who believe that they need to; they can and they
will change their lives. Institutions of Poor promoted by MPSRLM under National Rural
Livelihoods like SHG, Village Organisations and Federations create a sense of community
and capacities for communities to take charge of their development. Further across the
Mission Antyodaya outcomes areas, number of tasks communities themselves can do;
tasks which they can do with some external assistance. It is critical for communities to
take responsibilities for these tasks eg. ensuring gender justice avoiding gender based
discriminations and violence or ensuring behaviour changes that lead to open defecation

free habitats are possible entirely with inner resolve and community’s own resources.
Some tasks such as soil and water conservation and harvesting measures need external
investments as well as strong community support. Experience of MPSRLM and score of
similar efforts suggest that whenever efforts are made primarily to enhance the agency
of the communities, they have responded by both undertaking significant development
tasks on their own as well as acting as empowered citizen group capable accessing their
entitlements.

The Role of the Federation

Individual and collective action by SHGs is often insufficient to deal with the issues faced
at village level and beyond—with respect to community-wide norms and the need for
complementary action by external actors. Formation of Village Organization, and then
with the creation of a Federations across groups of villages. These have two roles: to
trigger and support the processes to affect social-normative behaviors; and to strengthen
the interface between communities and public systems. They can aggregate demands

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 for local public goods, and also develop platforms for accountability and transparency of
public systems.
3.3 Change Vectors | Sustaining Swayambhu Change
Practice over the years has shown that the most critical process for systematically
triggering collective action in groups is action-reflection processes. Repeated cycles
of concrete experiences followed by reflective observation, abstract conceptualisation,
leading to experimentation of new behaviour and practices facilitate the process of
questioning age-old held beliefs about one’s self and the society. This reflective-action
process is a critical lynchpin for success
of the community processes.
The challenge is to ensure that these
grassroot action-reflection platforms run
with communities’ internal resources
and do not remain heavily dependent
on the external intervener or MPSRLM
Team.
Idea of Change Vectors: NRLM’s strong
belief is that men/women from poor and marginalised communities have capability
to change their own lives and influence and support other fellow person in distress to
overcome their situation. Past experience have shown that there are large number of
persons who despite their challenged life situation are capable and motivated to play
the role of change makers in their local society. “Change Vectors” are such potential
persons from within the target communities who are motivated to trigger transformative
change processes in their immediate social context, i.e. their habitation and their village.
They are like “vectors” of new knowledge, thoughts, belief systems based on scientific
temperament, and constitutional value systems; which they “embed” in the primary
community platforms in the villages – SHGs and VOs. These persons are closely
associated to the community institutions in the area. Thus CVs essentially are motivated
citizens of the area who are willing to take lead on trigging a change process.
They build their own capacities associating closely with the thematic NGOs and play the
role of lead discussant for triggering discussions around relevant topics following the
Kolb’s learning cycle approach. They will typically trigger discussions related to adoption
of alternate practices, challenging perceptions and dogma, etc. They will understand,
internalise the change agenda and engage with community platforms in the village to
trigger reflection/discussion on issues like IYCF4 practices, farming practices, nutrition
practices, hygiene and sanitation practices, discriminatory practices around gender
and caste, access to schemes and govt. entitlements, etc. These discussion lead poor
& marginalised women to identify cross-cutting issues and attempt to start “collective
action” leveraging the social mobilisation and the network of hundreds of primary SHGs.
The collective action would be around the following category of issues:
• adoption of new normative behaviour5,
4
Infant and young adult feeding practices
5
E.g. better IYCF practices, or stopping Open Defecation, or adopting new agronomic practices that enhances yield of
traditional crops, etc.
6
E.g. accessing public finances for improvement of productive assets or WASH infrastructure, accessing immunization
services, etc.
12
 • access to public goods and services (entitlements)6,
• engaging jointly with markets,
• dealing with social discriminations around gender or caste.
Linkages with Community Institutions: The whole idea of the “Change Vectors” is build
on an understanding that change process have to be internally triggered and driven, as
opposed to externally led e.g. SRLM or NGO staff led, or Govt. Frontline functionally led.
Thus, it is essential that the Federation and Village Organisations which are envisioning
and steering the change process see that it has to be led by hundreds of persons from
their own communities. The CIs7 look at identification of potential change vectors and
providing them space for expression to change things around themselves as a key strategy
for creating a mass-movement around transformative change. The CIs supported by the
structured capacity building programme from thematic resource organisations to build
knowledge and capacities of motivated “members” to play a leading role in triggering a
process of comprehensive change around key priority areas of the CI. The relationship
is not transactional – employer-employee; but opening up platforms and spaces for self-
expression and influence to build a better village a better society. This stems from the
deep understanding that such a process can be led by persons who have a strong desire
to change things around themselves and have a strong “extension motivation”; and it
cannot be done by merely paid staff.
Identification of potential Change Vectors: Identification of persons who have a strong
potential to play the role of local change makers are best done in community processes.
This role has a strong element of “volunteerism” so it cannot be thrust upon someone,
but community processes which trigger emotive energies call lead to such person coming
forward. Community visioning exercise is a good trigger for several such persons coming
forward to engage on the change journey. This spirt of volunteerism needs to be balanced
with acceptance of the person within the community. Thus the typical process in the
first stage encourages people to volunteer to provide some time, over-and-above their
existing personal engagement to generate a pool. Then in the second stage the CI creates
a shortlist based on acceptability by the community.
Training and Capacity Building of CVs: The potential CVs are trained through a structured
process and later by the thematic resource organisation around Perspectives, Knowledge
and Skills related to the area they are building expertise. The capacity building is done
with an objective to build capabilities of the CV to lead a 1-2 hrs discussion of critical
change issues with the community platform (SHG/VO). Additionally, inputs to develop
soft-skill around interpersonal skills is provide. The capacity building efforts are partly
in training room setting and rest in handholding support while performing. The third
layer of peer-engagement and peer-support mechanism are built to have a non-threating
environment for continued growth and development of these gifted persons is instituted.
Thus to summarise the idea of the “Change Vector” is based on giving space for expression of
the inherent “extension motivation” of poor people. This is based on the sprite of volunteerism
and a strong need to change things around themselves. The CVs are embedded in community
institutions and act as vector (carrier) of new ideas, belief systems and knowledge.

SHG, Village Organisation (VO), Federation

7

13
Chapter 4

Implementation Guide
Planning and Implementation

4.1 Background
These guidelines are for the use of Block Facilitation Team members comprising of
MPSRLM Block Team, TRIF and its RNGO Teams. The development objective being addressed
is “Multi-dimensional Change in Villages for Poverty Free Gram Panchayats”. The process builds
on existing social mobilisation in villages Institutions of Poor – SHGs, Village Organisations and
Federations supported by MPSRLM, and is centered on community’s own initiatives, leadership
and enterprise. In line with Mission Antyodaya – PFGP process it will focus on ensuring
convergence of resources across rural development and other department schemes to ensure
transformation in lives and livelihoods of village communities.

4.2 Core Processes

The Development Path on the following page provides an overview of the Action
Planning Process. The component action includes :
l Community Action Plan (CAP) targeting actions that can be done by
communities
(a) themselves (b) with expert support; around practice adoption,
normative change, claim making (entitlements), governance of public
schemes (statutory interface bodies, grievance redressal etc.) and
household level activities
l Gram Panchayat Development Plan (GPDP) integrating the CAP and PFGP
goals as per laid procedures under MP Gram Panchayat Adhiniyam
l Convergence Plan for Rural Development and Other Department Schemes
l Sector Plans – Livelihoods (Agriculture & Allied, Skills, Enterprise); Primary
Education and Health & Nutrition
l Regular Progress Tracking and Follow-up Action

4.3 Overview of Action Planning

“sustainable change requires community to work together to address what matters to them”
14
 Planning is an ongoing process and the focus of the plan is make it live with regular
review and progress tracking. Monthly meetings of Village Organisations, periodic and
statutory meetings of Gram Panchayat/Gram Sabhas, Quarterly Mission Antyodaya
Coordination Committee will review the Plan progress. It builds on and supports
capacity enhancement of existing Institutions of Poor, LocalPoor, Local Self Governance
and public service delivery. It is expected that Plan implementation would gradually
become institutionalised and create mutual accountability between community, PRI
representative and government officials at different levels.
Action plan is a road map for implementing community change by identifying and
specifying WHAT will be done, WHO will do it and HOW it will be done. This is
anchored by SHG Collectives who work together with the Gram Panchayat functionaries
and is finalised by Gram Sabha. The multi-dimensional change action plan describes
what the community wants to accomplish, what activities are required during a specified
timeline and what resources (money, people and materials) are needed to be successful.
This includes areas of change primarily requiring community action only. It also includes
domains of change related to Education, Health and Nutrition, Doubling Farm Income
where community action is supported by Expert Organisations. The Poverty Free
Gram Panchayat Community Action Plan shall become a framework for implementing
PFGP activities that are decided by the community itself. It is important to emphasise
that the community members are the main actors in preparing their own action plan
and implementing them, community mobilisation through SHG Collectives – Village
Organisations supported by Cluster Federations is the back-bone scaffold which holds
the planning process and implementation together.
Action plan is a framework for implementing the activities that are prioritised, targets
set by the community itself. The focus is more on the process of understanding and
overcoming problems in order to sustainably enhance life-time opportunities rather
than just physical development such as building houses, providing clean water or toilet
facilities. By building the plan through SHG Collectives, this tool increases awareness
about the skills and resources already available in the community, ensures community
responsibility, and endures action over longer time-horizon as compared to merely a line
department plan or GPDP.

4.4 Key Elements of a Poverty Free Action Plan

The key element of planning is active, intense community-wide Visioning exercise leading
to list of prioritised issues, understanding of underlying drivers of developmental deficits;
strategies and options for addressing them within the broad implementation framework
of NRLM and Mission Antyodaya. It is a process for action; not a blueprint for some vague
future aspiration. The solution for problems comes from the community itself and the
role of the facilitator is more on formulating the problems in the community. It describes
who, when and what is to be done. Plan finalisation requires detailed understanding of
the process by facilitators and tools to aid the process. Of prime importance is readiness
of SHG collectives and an equipped facilitator who ensures the procedures laid out are
completed. Training of facilitators is critical to ensure fidelity of the planned design
and processes outlined, therefore significant emphasis has been laid out for Training of
Facilitators (ToF) and Tools have been provided to aid this.
15
 Poverty Free Gram Panchayat Action Plan will have the following components
1. Community Action Plan
1.1 Identification and Deployment of Change Vectors
1.2 Norms
1.3 Practice Adoption
1.4 Economic Activities
1.5 Social Audit
1.6 Strengthening Community Public System Interfaces

2. Rural Development Department

2.1 SECC Deprivation
2.2 Scheme Mapping for Individual Beneficiary Schemes
2.3 MGREGS Plan Livelihood Assets
2.4 DDKUY – Training for Jobs
2.5 SVEP – setting small business

3. Gram Panchayat Development Plan

3.1 as laid out by MP Gram Panchayat Adhiniyam

4. Line Department Plan

4.1 Infrastructure
4.2 Household Scheme Access
This is done across all the relevant line departments likes Agriculture, PHED, Horticulture
etc. and looks at both Individual Beneficiary Schemes (IBS) and also Group/Community
Activities.

4.5 Steps in Formulating a Poverty Free Action Plan

The entire process in the Janpad/Block is anchored by Block SRLM Team supported by
TRIF. The broad steps are outlines below :

1. Preparing SHG Collectives for Village Transformation (VT)

1.1 Assessment of SHG Collective Platform Readiness
1.2 Phasing of Engagement in the Block
1.3 Plan for Strengthening SHG Collectives – VOs, Federation

16
 1.4 Resourcing Federation to Anchor the VT Engagement
1.5 Federation Level Process

2. Inception PFGP
2.1 Block level Inception Workshop
- PFGP Vision
- Stake-holder Participation & Responsibility
2.2 Constitution of Mission Antyodyaya Coordination Framework

3. Roll-out of Planning Process

3.1 Village Process
- VO Planning
- Gram Panchayat
3.2 Community Adoption of the Plan
3.3 Submission of Plan by Gram Panchayats
3.4 Block Consolidation

4. Plan Implementation Tracking

4.1 Community Action Plan by SHG Collectives
4.2 Gram Panchayat Development Plan
4.3 NRLM Action Plan by Block SRLM Team
- Investment Flows
- Activities
4.3 Rural Development Action Plan by CEO, Janpad
4.4 Line Department
4.5 Block Mission Antyodaya Coordination (Line Deptt, CLF, Janpad,
RNGOs, SRLM)

5. Regular Progress Reporting

5.1 Quarterly Progress Review in Block Mission Antyodaya Coordination
Forum
5.2 Annual Progress Reporting by Independent Evaluation
5.3 Annual Convention of SHG, GP

17
4.6 Mobilisation of Community Leaders and Volunteers
Core to the implementation of planned activities with community members, community
volunteers and local community organization hinges on formalization of programme
connect with village community and routinized process of information flow, capacity
building and progress tracking. This requires effort at multiple level, including deploying
a cascade approach and leveraging resources within community to create multiplicative
touchpoints for the Block Team to unlock/leverage community members in facilitating
activities. This necessarily demands a high degree of systematization of content delivery,
capacity building, engagement protocols and mechanisms for tracking fidelity of process,
tracking progress and timely visiblisation of progress to relevant constituents and nodes.
Community resources are at two levels :
(a) facilitating activities in villages : Change Vectors, leaders in VO Subcommittee
(b) training and supporting : Master Trainers at CLF, Subcommittee/Leaders at
CLF
The Block team will need to plan cascade engagement, ie train/equip Master Trainers
and CLF leaders to extend activities to all the villages. This requires to design (i) ToT (ii)
structured training/process design (ii) supporting aids (iii) templates to ensure fidelity.
Block Teams engagement is largely to (i) train leaders and volunteers (ii) support
planning & implementation (iii) instituting regular review of progress.

Block Team Cascade Roll-out by Master

Trainers and CLF Leaders
I Shared Perspective • CLF Leadership, • VOs, Sub-committee, Sub-
on Community Master Trainers (@CLF), committee In-charges
II Creating • CV Orientation (clarify • Identify Change Vectors
Community role, incentives, nesting, (during perspective building
Resources – CV, time commitments) events in VOs from the
Para-extension volunteers already identified)
• Fortnightly Support,
Training, Planning,
Review Meeting
• Field Demonstration of
Activity and Mentoring
of CVs
III Stabilizing • Role, Plan & Review • VO and Sub-committee
community Process meetings
processes
• Monthly VO Sub- • Regular review and support
committee to CV
• Progress tracking in VO
and CLF

18
4.6 SHG Collectives Process
SHG Collectives process is done at both the Federation and Village Organisation Level.
The VO process is facilitated by Federation Team comprising of Leaders, Master Trainers
and CRPs especially trained. Cascade of interventions leveraging community resources
is central to creating Impact at scale.
Success of the process is contingent on simultaneous efforts with the support eco-system
like frontline workers of government departments, Panchayats, Schools, Health Sub-
centres etc. This process will be supported by expert organisations or RNGO Teams
working with TRIF.
A. Federation Process
1. Community Vision for People, Resources, Institutions
2. Baseline
This stage is meant to gain an understanding of the present conditions
in the village life that is the social, economic By developing this map,
the community is able to get a better picture of problems and priorities
3. Determining the Priority and Needs
In this stage Priority is set for their importance for the development of
community life, and the opportunity to overcome
4. Formulating the Choice of Strategy
In this stage, drivers of sub-optimal outcomes across multi-dimensional
changes understood, experts engages to identify approach that is most
feasible in fulfilling the priority
5. Formulating support for Village Organisation Planning
In this stage, it is determined how support to VO will be provided to
formulated the Plan, who from the Federation will support the VOs
6. System for Regular Progress Tracking
This stage is used to formulate a plan and system of regular tracking
of the VO Planning, Progress on Plan Implementation including
Resource Mobilisation from departments and Gram Panchayats and
Community Action components

B. VO-GP Level Process || Poverty Free Action Plan

The stages and levels of participation in preparation of the Plan is provided in the
table below :
1. Community Vision of Transformation
The vision reflects where the community wants to be headed. During
the deliberations community identified several major goals (priority or
strategic) that must be reached.

19
 2. Baseline
This stage is meant to gain an understanding of the present conditions
in the village life that is the social, economic By developing this map,
the community is able to get a better picture of problems and priorities.
3. Identifying the Priority Issues, Aspirations and Resource Potential:
This stage defines the problems that are actually faced, the needs that
must be fulfilled, and the financial resources available to accomplish
the needs. This process of identification should be done carefully in
order to avoid becoming just a task of making a “wish list”, and should
be viewed as a process of understanding the current situation and what
must be done to overcome the situation as fast as possible.
4. Formulating the Choice of Strategy:
In this stage, the strategy is developed and the approach chosen that is
the most feasible to be used in overcoming the problems and fulfilling
the priority list
5. Formulating the Choice of Action:
In this stage, it is determined which action has to be taken in
implementing the chosen strategy and approach.
6. Formulating the Implementation Plan:
Based on the agreed Choice of Strategy and Action, this stage is used
to formulate a schedule and the division of tasks in carrying out the
actions in the Village across stakeholders.
7. Discussions with Gram Panchayats
8. Final Plan
A feasible plan does not have to be “perfect”. More important than a
“perfect” action plan is one that is feasible for the SHG-GP partnership
supported by SRLM Team to complete. The action plan is a working
document that can be updated and revised.
These processes will lead to SHG Collectives set for itself aspiration to transform village
life which includes broad goals around multi-dimension change, Terahasutri and Mission
Antyodaya outcomes. It has also set up a framework for engaging with these issues.
- Village Organisations (VO) complete visioning exercise identifying priorities
- VO has a sub-committee, agenda for working on identified issues
- Federation (CLF) meets periodically and has instituted mechanisms for
information/progress flows from VOs
- CLF has dedicated resource persons (eg. Master Trainers) to support the VO,
VO-sub- committee, and VO-CLF processes
- Individuals (Change Vectors) in each village have come forward offering to
volunteer and contribute in transforming their villages
20
Summary of action across different actors is provided in the accompanying table.

Levels PFGP Inception PFGP Plan

PFGP Planning Implementation
1 Gram Panchayat Resolve for PFGP Plan finalisation GPDP
2 Gram Sabha/ Village Council Adoption of Plan
3 SHG Village Organisation Planning Social Audit
4 SRLM
5 RDD
6 Line Departments

4.7 Progress Tracking
As detailed in the earlier sections SHG Collectives and Gram Panchayats will have regular
visibility on the progress being made or lack of it and will in their regular discussions
picot and make follow-up correctives.
Mission Antyodaya district coordination will be led by DPM, MPSRLM, supported by
TRIF colleague. Overall implementation in the state is be integrated by the Partnership
Coordination Committee at state level with CEO, MPRAF and designated Rural
Development nodal officer on Mission Antyodaya.
Block level Coordination Committees headed by DPM will be constituted to discuss
and resolve all ground level issues which may be required to support the successful
implementation.
Annual Plan : The planned activities will be integrated in a detailed Joint Annual Planning
developed specifically for the Mission Antyodaya Blocks. Quarterly Review Meetings
with the respective nodes in the Blocks will be done to track progress on AWP. Detailed
minutes and action-taken-reports (ATR) to closely monitor progress, against quarterly
plans detailed in the AWP will be followed.
Data Management/MIS : In addition to community level processes, a customised software
is being created to help Block Team in tracking progress on planned inputs and outputs.
It is incumbent on all the stakeholders to ensure implementation failure doesn’t happen.
The MIS and data visibility at different levels are designed to support implementation
with real-time data.
Evaluation : Mission Antyodaya baseline of indicators for every Gram Panchayat will be
done for GP to track progress towards the removal of deprivation and backwardness.
Data validation will be done through regular surveys like SECC. Government of India is
developing a 10 point scale for assured minimum level of well- being which will be used
for evaluation purpose.
In addition to support learning evaluation process will be done by third-party institutional
M&E Partner. The evaluation design follows a baseline, annual dip-sticks and endline
to track progress around key outcome areas. Each of the project intervention blocks
are compared to a propensity matched control block within the same district. The net-
impact of the intervention is measured using the difference-in-difference method.
21
Annexure 1
Mission Antyodaya Parameters
I Health and Nutrition
1 % of children fully immunized (0-6 years)
2 % of malnourished children - 0 to 3 age group (Grade IV a III)
3 % of children (0-6) years age group from deprived*families (who have any one of the
seven deprivations of SECC) receiving ICDS
4 % of pregnant women and lactating mothers receiving ICDS services
5 % of institutional delivery
6 % of days Mid-Day Meal (MDM) is served in schools (200 days)
7 % of children registered at birth
8 % of girl child who survived after 5 years

II Hygiene and Sanitation

9 % of eligible families provided Individual Household Latrine (IHHL) with solid and
liquid waste management
10 % of HHs provided with piped drinking water supply
11 % of villages which have achieved ODF status

III Social Security

12 % of eligible persons covered under Pradhan Mantri Suraksha Bima Yojana
13 % of eligible persons covered under Atal Pension Yojana
14 % of eligible persons covered under Pradhan Mantri Jeevan Jyoti Bima Yojana
15 % of eligible households covered under RSBY/Health Protection Scheme
16 % of eligible persons receiving Widow Pension
17 % of eligible persons receiving old age pension
18 % of eligible persons receiving disability pension
19 % of eligible HHs provided food grains under PDS
20 % of Villages having Disaster Management plan/ conducted mock drill on disaster
management

IV Agriculture Livelihoods
21 % of farmers issued soil health cards and practicing chemical/pesticide free agriculture
22 % of Agricultural land brought under irrigation
23 % eligible farmers having KCC with the limit of Rs 50,000 or above

V Education & Skill

24 % of children (6-14 years) attending Primary schools
25 % girls completing Secondary Education/ Skill Certificate Course
26 % of youth (20-35 years) completed graduation or non-farm self-employed / wage
employed after skill training

VI Village/Panchayat Infrastructure
27 % HHs having pucca house
28 % of Anganwadi Centres functioning in its own building
29 % HHs connected with internal village road (Paved and with drainage) constructed
30 % habitations connected with all-weather road
31 % of HH having internet connection
32 % of HHs getting power for 12 hours daily
33 % of HHs using LPG/ Bio gas/smokeless stove/solar energy for cooking

VII Financial Inclusion

34 % of HH having a bank/post office bank account - PMJDY or other
35 % of persons with bank accounts seeded with AADHAAR No and aware about the TIN
number.

22
Annexure 2- Engagement Strategy
Domains Key Processes Primary Actions and Responsibil- Expected
Steps to initiate Key ity Intermediate
Processes Outcomes
Triggering Action-Reflection Community Block PFT Community has
Aspiration and processes in SHGs Engagement Module team embed a long-term vi-
Responsibility and VOs with leadership with TRI sion for change,
of VO: Quality and will initiate
Life Experiences, to think for who
Federation (CLF) will take respon-
Visioning, Citizenship sibility to be
(Rights and Duties) clear short-term
priorities
VO meetings VO repre- Identification
facilitated by sentatives and prioritiza-
Federation (supported tion of dimen-
representatives for by Block sions for Quality
analyzing the present PFT) Life at VO
status of their own,
family and village
around quality life.
Articulation by
women for aspirations
of their own, family
and village.
Promoting, Block PFT Readiness of
strengthening and community
building community institutions for
institutions (SHGs, moving towards
VOs, CLFs) around QLE with accu-
multi-dimension mulation of sat-
development urated numbers
approach at block.
Develop Develop a cadre
Perspectives of Change Vectors
and Institutionalize
Knowledge perspective
development/
knowledge
inputs followed
by reflection
processes

23
Identification of VO representatives
Change Vectors (supported by Block
in VO meetings, PFT)
facilitated by VO
representatives
Preliminary Block PFT Readiness of
engagement with supported by a large pool
selected change TRI Resource of women-
vectors will be around Persons leaders who
strengthening their will be provided
motivation and soft knowledge
skills. Mapping of around QLE
change vector with dimension of
the theme/dimension, her own choice/
according to her own priority
inclination
Regular engagement Thematic Trained change
with change vectors Partners vectors will
capacity enhancement working facilitate
around technical closely with the process
knowledge and Block PFT, of Behavior
community feedback/ CLF and Change
stimulated reactions TRI. Communication
for respective and will give
dimension knowledge
inputs on
regular basis
Regular interaction Change Accessibility
of change vectors Vectors of basic
with SHG women, information for
providing knowledge all women.
inputs, triggering the
process of challenging
the existing
discriminatory beliefs
and traditions.
Emerging and
practicing of new
“non-discriminatory”
norms by women

24
Strengthening Activating Facilitating VO as the Block PFT Increase active
Community- existing mandated space for women, to participation of
Public systems interface bodies prepare themselves women
interface and governance for driving good
structure of PRIs governance in Gram
Sabha.
Engagement with PRI Thematic Functional
members Partner, statuary
Block PFT committees
Strengthening SMC Thematic Activation of
(School Management Partner, key mandated
Committee) and Block PFT spaces
VHSNC (Village
Health Sanitation and
Nutrition Committee)
Effective Coordination Formal launching of MPRAF Effective
Convergence Committee Mission Antyodyay, state team, convergence
with Line headed by CEO, in presence of key MPRAF will be seen at
Departments Zilla Panchayat is public representatives District ground
activated. and key district Team, Block
officials, followed by PFT
one day workshop
with concerned line
departments officials

25
 Annexure 3: CLF Broad Action
Block Team Engagement Strategy TNGO Plan

VDP,CAP,NRLM
Sub-Formal
CLF 2 CLF Strategy

Locate Nucleus Regularization of CLF/VO Processes

A Community CV Pool
Structuring and
Engagement
Context CLF/VO Process
Analysis Assessment

26
B Support to /secondary
Institutions data
Village CLF prioritization
analysis
Visioning
C TNGO
Engagement

Inter-phase

Leaders
CLF Visioning

CLF CLF HR
Tripartite Stabilization
Agreement
Annexure 4 : Log frame of Core Processes
Activity Output Outcome Impact
Community Mobilisation Strengthening (SHG & VO) and Thematic engagement
Visioning for % of Villages where % of villages where % of Villages were
Transformative Multi-Dimensional there is readiness systematically time
change Visioning exercise to engage on issues and space has been
completed beyond S&C created in community
plaftorms created for
Discussion of issues
beyond S&C
SHG Meeting regularity Meetings with % increase in annual
discussions beyond gross household
Saving & Credit income
(S&C)
VO Meeting regularity Engagement
with Frontline
Functionaries of the
Govt. on different
sectoral issues
Meeting of thematic
Sub-groups in VO
CLF Meeting regularity Engagement
with Block level
Functionaries of the
Govt. on different
sectoral issues
Meeting of thematic
Sub-groups in CLF
Engagement with PRI System
Awareness Building % of SHGs where % of Members who % of women
on SHG members multi-phase Training are able to recollect participating and
Completed 3 out of 5 key influencing formal
provisions of PRI structures
Capacity Building % of GPs where % of Trainees who are % of villages with
of Elected training for Elected able to recall 7 out of mechanisms to raise
representatives Representative 10 Key Provisions of issues od gender
Completed PRI biased violence
Fund Mobilisation
Multi-Sectoral Village % of SHGs where % of Villages where % of Villages were
Development Plan multi-Sectoral VDPs VDP (or a relevant fund flow from the
(MS-VDP) and prepaired Part) has been MS-VDP (or Part
regular follow-up at incorporated in thereof) has started.
all levels Official Line Dept
Plan
27
Health & Nutrition
Creation of Local No. of CV completed No. of CVs Confident % of villages where
Cadre of "Social multi-phase Training to Run different CVs viewed by
Change Agents" in each project Block Toolkits provided Community as
called "Change knowledgeable people
Vectors" (CVs)
Awareness Building % of SHGs where % of SHG members % reduction in under
on SHG members for (regular/monthly) recalling key action 5 malnourishment
behaviour change/ behaviour change point of a behaviour
practice adoption micro-modules are change micro-module
discussed
Capacity Building % of ASHA/ANM/ % of ASHA/ANM/ % increase in women
of Govt. Frontline AWW trained AWW confident to whose BMI is > 18.5
Functionaries perform their role
Primary Education
Multi-phase % of SHGs where % of SHGs where % of children
Perspective Building multi-phase few members can attaining std V math
exercises around Perspective articulate the role and reading skills
education Building exercises they need to play
around education - for strengthen focus
completed on Education in the
Village
Strengthening of % of Villages where % of Villages where
SMCs SMCs members have community is actively
received training involved in SMC
proceedings
Aware ness for usage % of SHG where % of SHG members % of villages which
of Toilets being awareness campaign reporting personal have real ODF
created under SBM has been undertaken usage of toilets
created under SBM
Attract and curate engagement with Market
Developing value No. of products/ % of villages in each % of SHG Leader in
chains and market services for which Block able to access CLF perceive that
linkages. Attracting strong backward and services / goods there is better access
and establishing forward linkages have from these enterprise to market based
linkages with been established solutions services in the block
enterprises/private
entity for providing
missing services
around livelihood,
education, sanitation,
health and nutrition.

28
Annexure 5 : Schemes of the Departments of Rural Development

Mahatma Gandhi National Rural Employment Guarantee Scheme (MGNREGS) –

Mahatma Gandhi National Rural Employment Guarantee Scheme (MGNREGS) with its legal
framework and rights-based approach (MGNREGA) was notified on September 5, 2005. It
seeks to enhance livelihood security by providing up to one hundred days of guaranteed wage
employment in a financial year to every rural household whose adult members volunteer to do
unskilled manual work. The scheme covered 200 districts in its first phase - February 2, 2006.
It was subsequently extended to all the rural districts of the country in phases. MGNREGS is
a demand driven programme, hence the commitment of funds and employment generation
depends on quantity of work that is demanded. The Department has launched a new initiative
for skilling of MGNREGS workers in convergence with DDU-GKY and DAY- NRLM as Project
Livelihoods in Full Employment (Project LIFE).

Pradhan Mantri Awaas Yojana- Gramin –

The erstwhile Indira Awaas Yojana (IAY) of the Department that provided financial support
to the rural houseless to build a house, has been restructured as the Pradhan Mantri Awaas
Yojana- Gramin (PMAY-G). Under the restructured scheme, financial assistance to the tune of
Rs. 1,20,000 in plain areas and to Rs. 1,30,000 in hilly states/difficult areas /IAP districts is to be
provided to 1 crore shelter-less households for construction of a dwelling unit over a period of
3 years (2016-17 to 2018-19). In addition to this, a PMAY beneficiary will receive Rs 12,000/- as
assistance for construction of a toilet under the Swachha Bharat Mission and wage support of
90-person days in plain areas and 95-person days in hilly areas/IAP Districts under MGNREGS.
There is also provision of electricity, piped drinking water facility, rain water harvesting, LPG gas
connection under UJJWALA scheme, solar initiatives, backyard fruit plants, poultry, goatery,
dairy shed, solid and liquid waste management etc for PMAY beneficiaries under convergence.
This would ensure provision of all the basic amenities to the beneficiaries of this programme. A
National Technical Support Agency is also being set up to provide technical support in achieving
the target set under the project.

Deen Dayal Antyodaya Yojana- National Rural Livelihood Mission (DAY-NRLM) –

This scheme aims to reduce poverty by enabling poor rural households access gainful self-
employment and skilled wage employment resulting in appreciable improvement in their
livelihoods on a sustainable basis, through the building of strong and sustainable grassroots
institutions of the poor. It will be ensured that each family, once it is in the SHG network for
a period of 6 - 8 years, is able to achieve household food security and have 3 - 4 stabilized
livelihoods.

Deen Dayal Upadhayay Grameen Kaushalya Yojana (DDU-GKY) –

DDU-GKY is the restructured version of Aajeevika Skills and it is implemented as wage
component of DAY-NRLM. It seeks to provide skilled wage employment to the youth of rural

29
poor families. It is part of the livelihood diversification strategy of DAY-NRLM and achieves
its objectives by providing financial support to private entities that propose a work plan that
involves skilling and placement of rural poor youth. DDU-GKY has tied up with a large number
of Project Implementation Agencies (PIA’s) some of whom are employers themselves. Apollo
Hospital Group and Cafe Coffee Day are some of the employers with whom DDU-GKY has
collaborative arrangements. DDU-GKY is today one of the largest skilling programs of the
government of India with sanctioned projects that commit to an investment of over Rs. 10,000
crores.

Mahila Kisan Sashaktikaran Pariyojana (MKSP) –

MKSP was launched in 2010-11, and is a livelihood enhancement window of DAY-NRLM. It is a
concerted effort to recognize the role of women in agriculture and invests in the enhancement of
their capacity to increase their income and take lead in agriculture and allied activities.

Rural Self Employment Training Institutes (RSETIs) -

RSETI is another part of DAY-NRLM. It encourages banks to set up RSETIs in all districts of
the country. RSETIs seek to transform unemployed rural youth into confident self-employed
entrepreneurs through need-based training and systematic handholding support and bank
linkage. Banks are involved in selection, training and post training follow-up.

Start-up Village Entrepreneurship Programme (SVEP) –

SVEP has been started with the aim of providing support to start-up 1 crore village enterprises
that will provide direct employment to over 2 crore people. SVEP will help the rural poor to come
out of poverty by helping them set up enterprises and provide support till the enterprise stabilizes.
In its proof of concept phase, it is developing a sustainable model for Village Entrepreneurship
promotion through integrated ICT techniques and tools for training and capacity building,
enterprise advisory services and provides loans from Banks/SHG and federations. These
enterprises may be individual or group enterprises and cover manufacturing, services and
trading. The scheme develops local resources by training a pool of village level community cadre
(CRP EP) and builds the capacity of SHG federations to monitor and direct the work of the CRP-
EPs. It also helps the rural entrepreneurs to access finance for starting their enterprises from the
banking system including the proposed MUDRA bank and handholds the rural entrepreneurs/
enterprises in the initial six months of start-up, with visits from the CRP-EP’s supported by
guidance from an advisory panel of experts for the relevant enterprise.

Pradhan Mantri Gram Sadak Yojana (PMGSY) –

Pradhan Mantri Gram Sadak Yojana (PMGSY) is being implemented with the objective to provide
all-weather road connectivity to all unconnected habitations, existing in the Core Network,
in rural areas of the country. The programme envisages connecting all eligible unconnected
habitations with a population of 500 persons and above (as per 2001 Census) in plain areas and
250 persons and above (as per 2001 Census) in Special Category States (Arunachal Pradesh,

30
Assam, Manipur, Meghalaya, Mizoram, Nagaland, Sikkim, Tripura Himachal Pradesh, Jammu &
Kashmir and Uttarakhand), Tribal (Schedule-V) areas, the Desert Areas (as identified in Desert
Development Programme) and in Selected Tribal and Backward Districts (as identified by the
Ministry of Home Affairs/erstwhile Planning Commission). Roads are essential for connecting
households to schools, hospitals, market for produce and services, and for promoting economic
activities. Increased rural connectivity reduces market imperfections and enhances economic
activities thereby promoting employment opportunities reducing poverty. The Department has
envisaged connecting all eligible rural habitations with all-weather road connectivity by 2019.

National Social Assistance Programme (NSAP) –

National Social Assistance Programme (NSAP) provides a pension to the aged, widows and
differently abled. It also assists poor families in case of death of the primary breadwinner. This
scheme has been launched keeping in view the spirit of Article 41 of the Constitution of India
which directs the State to provide public assistance to its citizens in case of unemployment,
old age, sickness and disablement and in other cases of undeserved want within the limit of
its economic capacity and development. NSAP comprises of Indira Gandhi National Old Age
Pension Scheme (IGNOAPS), Indira Gandhi National Widow Pension Scheme (IGNWPS),
Indira Gandhi National Disability Pension Scheme (IGNDPS), National Family Benefit Scheme
(NFBS) and Annapurna.

Saansad Adarsh Gram Yojana (SAGY) –

The Saansad Adarsh Gram Yojana (SAGY) aims to trigger processes which lead to holistic
development of the identified Gram Panchayats by converging different programmes of the
Government and private and voluntary initiatives to achieve comprehensive development in tune
with people’s aspirations and local potential. The goal of SAGY is to translate this comprehensive
and organic vision of Mahatma Gandhi into reality, keeping in view the present context. The
main objectives of SAGY are:
• To trigger processes which lead to holistic development of the identified Gram Panchayats
• To substantially improve the standard of living and quality of life of all sections of the
population through improved basic amenities, higher productivity, enhanced human
development, better livelihood opportunities, reduced disparities, access to rights and
entitlements, wider social mobilization and enriched social capital
• To generate models of local level development and effective local governance which can
motivate and inspire neighbouring Gram Panchayats to learn and adapt.
• To nurture the identified Adarsh Grams as schools of local development to train other
Gram Panchayats.

Shyama Prasad Mukherji Rurban Mission (SPMRM) –

The Department has started Shyama Prasad Mukherji Rurban Mission (SPMRM) aimed at
developing 300 rural growth clusters called ‘Rurban Clusters’ which have latent potential for
growth, in all States and UTs. The Objective of the Mission is to “develop a cluster of villages that
31
preserve and nurture the essence of rural community life with focus on equity and inclusiveness
without compromising with the facilities perceived to be essentially urban in nature. The Rurban
Mission will stimulate local economic development, enhance basic services, and create well
planned Rurban clusters. These clusters would be developed by provisioning of economic activities,
developing skills & local entrepreneurship and providing infrastructure amenities. These clusters
would be strengthened with the required amenities for which it is proposed that resources be
mobilized through convergence of various schemes of the Government, over and above which a
Critical Gap Funding would be provided under this Mission, for focused development of these
clusters. Under the SPMRM, the State Government shall identify existing Centrally Sponsored,
Central Sector or State Government schemes relevant for the development of the cluster and
converge their implementation in an integrated and time bound manner. Fourteen components
have been suggested as desirable for inclusion in the development of a Rurban cluster.
l Skill development training linked to economic activities
l Agro Processing, Agri Services, Storage and Warehousing.
l Fully equipped mobile health unit.
l Upgrading school /higher education facilities.
l Sanitation
l Provision of piped water supply.
l Solid and liquid waste management.
l Village streets and drains.
l Street lights
l Inter-village road connectivity.
l Public transport.
l LPG gas connections
l Digital Literacy.
l Citizen Service Centres- for electronic delivery of citizen centric services/e-gram connectivity

32
Tool Box 1 Village Organisation and Sub-Committee Process
xzke laxBu cSBd ds pj.k
1- lHkh lnL;ks dk ,d LFkku ij feyuk ,oa cSBd dk ’kq# gksuk]
2- milfefr;ks }kjk dk;kZsa dk voyksdu] ppkZ] ;kstu rFkk fu.kZ;]
3- okil xzke laxBu esa tqMuk]
4- vke eqn~nksa dk p;u vksj xzke laxBu esa ppkZ ,oa fu.kZ;]
5- mi lfefr;ksa }kjk ekfld izxfr dh izLrqfr]
6- ekfld izfrosnu rS;kj djuk]
7- mifLFkfr rFkk lHkk lekfIr dh rS;kjh]

izR;sd pj.k dks lqpk# #i ls pykus gsrq fcUnqokj mipj.k fuEufyf[kr gS &
1- lHkh lnL;ks dk ,d LFkku ij feyuk ,oa cSBd dk ’kq# gksuk]
• lnL;ks }kjk fuf’pr LFkku] fnukad ,oa le; ij mifLFkr gksuk]
• cSBd esa lnL;ks dk xksy vkd`fr esa cSBuk] lh-vkj-ih] leqg ys[kkiky] ,oa izsjd dks Hkh xksy vkd`fr
esa LFkku feyuk]
• cSBd esa lHkh nLrkost tSls jftLVj] cSd ikl cqd ,oa vU;] xksy ds chp esa j[kuk]
• v/;{k }kjk cSBd dh izfdz;k dks vkxs cMkuk]
• cSBd dh “kq#vkr ,d xhr ls gksuh pkfg,s] v/;{k lHkh mifLFkr lnL;ks dk Lokxr ds lkFk cSBd
dh dk;Zokgh vkxs c<sxh] cSBd ds nkSjku lHkh mifLFkr lnL;ks ds }kjk ,d “kiFk ds ek/;e ls og
vius leqg ds fotu dks izkIr djsxsa]
• ys[kkiky dh vuqifLFkfr esa leqg ds lnL;ksa ds }kjk ys[kk dks fy[kus ds fy, fu.kZ; fy;k tkosxk]
• lnL; dh vuqifLFkfr ds fy, mfpr dkj.k gksuk pkfg,s]
• inkf/kdkjh }kjk milfefr dh cSBd “kq# djus ds fy, fuosnu djuk pkfg,s

2- milfefr;ks }kjk dk;kZsa dk voyksdu] ppkZ] ;kstu rFkk fu.kZ;] ekfld izxfr izfrosnu ij ppkZ]
• iqoZ fu.kZ; ij ppkZ] orZeku izxfr ij eqY;kadu ,oa dk;Ziq.kZ djus dh le; vof/k ij fu.kZ;]
• lnL;ks ds }kjk dk;Z dh izFkfedrk r; djuk]
• ekfld izfrosnu ij viq.kZ dk;ksaZ ,oa dkj.kksa] dk;Z dks iq.kZ djus ds fy, j.kuhfr ij fopkj foe’kZ]
dk;Z ls vkus okys izHkko dk eqY;kadu dks lHkh lnL;ksa ds lkFk lk>k djuk]
• leqg lnL;ksa }kjk leL;k ds lek/kku gsrq dk;Z dh izd`fr ij ppkZ djuk]

3- okil xzke laxBu esa tqMuk]

4- vke eqn~nksa dk p;u vksj xzke laxBu esa ppkZ ,oa fu.kZ;]
• vke lHkk esa ppkZ ds fy, inkf/kdkjh ds fuosnu ij lnL;ks }kjk ls eqn~n izLrqr djuk]
• lHkh lnL;ks dh lgefr ls lkjs eqn~nks esa ls eq[; eqn~ns dk p;u fd;k tk,sxk]
• eq[; eqn~ns ,os izf’k{k.k dh t#jr dks la?k esa ppkZ djuk]
• lkekftd eqn~ns tks cMs Lrj ij yksxks ds thou ij vlj Mkyrs gS vkfn ij ppkZ djuk tSls &
gs.Miai dk dk;Z u djuk] f’k{kk] LokLF; vkfn]
• eq[; mR?kks’k.kk tSls] cSBd dk le; fnukad esa ifjorZu vkfn]
• vke lHkk @ vf/koslu vkfn]
• vkus okys vkxUrq dksa leqg ,oa mn~ns’; dk crkuk] vU; eq[; eqn~ns]
• ys[kkdkj }kjk cSBd esa fy,s x,s egRoiq.kZ fu.kZ; dk nLrkosftdj.k djukA

5- mi lfefr;ksa }kjk ekfld izxfr dh izLrqfr]

6- ekfld izfrosnu rS;kj djuk]
7- mifLFkfr rFkk lHkk lekfIr dh rS;kjh]
33
प्रपत्र –
सामाजिक कार्य मासिक प्रतिवेदन – स्वस्थ्य एवं पोषण -उपसमिति कार्य समीक्षा
ग्राम संगठन का नाम ..............................माह.................वर्ष.....................

क. पिछले मीटिंग के निर्णय की समीक्षा

क्र. स्वस्थ्य एवम पोषण हेतु लिए गए कार्य स्थिति जिम्मेवारी तथा समय
निर्णय पूर्ण अधुरा शुरू नहीं सीमा

1
2
3

ख. मासिक कार्य प्रगति 3 5

1. ग्राम स्वास्थ्य एवं पोषण मिशन दिवस का आयोजन
2. आंगनबाड़ी विजिट एवं कार्य अवलोकन
3. शिशु विकास तालिका- निरक्षण एवं चर्चा
4. शिशु विकास तालिका पर माताओं से चर्चा
5. पूरक पोषण आहार -निरक्षण एव चर्चा
ग. समूहों द्वारा किये गए प्रयास

क्र. विवरण पिछले माह पिछले माह पिछले माह कि कुल इस माह का
तक कुल का लक्ष्य उपलब्धि उपलब्धि लक्ष्य
1 गर्भवती जिनका रजिस्ट् श
रे न नहीं हु आ
2 गर्भवती जिनकी सम्पूर्ण जाँच नहीं हु ई
3 शिशु जिनका टीकाकारण समयअनुसार
बाकी
4 बदलाव दीदी द्वारा प्रशिक्षण
5 प्रशिक्षण की जानकारी अपनाने वाले
परिवार

क्र. स्वस्थ्य एवम पोषण हेतु लिए गए निर्णय/ नवीन जानकारी जिम्मेदारी समय सीमा
1
2
3

34
घ. बैठक में लिए गए निर्णय
प्रपत्र -
सामाजिक कार्य मासिक प्रतिवेदन – शिक्षा-उपसमिति कार्य समीक्षा
ग्राम संगठन का नाम ..............................माह.................वर्ष.....................
क. पिछले मीटिंग के निर्णय की समीक्षा

क्र. शिक्षा विकास हेतु लिए गए निर्णय कार्य स्थिति जिम्मेवारी तथा समय
पूर्ण अधुरा शुरू नहीं सीमा

1
2
3

ख.मासिक कार्य प्रगति 3 5
1. ग्राम पुस्तकालय/ education centre कि व्यवस्था
2. विद्यालय प्रबंधन समिति में सहभागिता
3. मिड डे मील गुणवता निरक्षण, चर्चा
4. स्कूल विजिट
5.बाल, क्षिक्षक, खेल दिवस का आयोजन
ग . समूहों द्वारा किये गए प्रयास

क्र. विवरण पिछले माह पिछले माह पिछले माह कि कुल इस माह का
तक कुल का लक्ष्य उपलब्धि उपलब्धि लक्ष्य
1 स्कूल नहीं जाने वाले विधर्थियो की
संख्या
2 माता पिता से स्कूल भेजने पे चर्चा
3 ग्राम शिक्षा केंद्र में आने वाले बच्चे
4 बदलाव दीदी द्वारा प्रशिक्षण
5 प्रशिक्षण की जानकारी अपनाने वाले
परिवार

क्र. शिक्षा विकास हेतु लिए गए निर्णय/ नवीन जानकारी जिम्मेदारी समय सीमा
1
2
3

35
Tool Box 2: WHY VISION, MISSION, AND OBJECTIVE REQUIRED
FOR CLF

A clear vision and mission statement, objectives, and business description are important points of
departure. The vision is women’s federation guiding torchlight; it is the “big picture” illustrating
what you expect to achieve. The mission statement defines who you are and where you are going.
The objectives give you tangible milestones by which to get there. Finally, the business description
summarizes your business profile and asserts what business you are in.

WHAT IS COMMUNITY VISIONING-

Community visioning is the process of effectively stating what we realistically want to be.
Visioning:
- Identifies what we, as a community, want to be known for.
- Describes how we will choose to treat one another.
- Explains how the role will be divided and power will be experienced among us.
The power of visioning is that it can create or re-create. It focuses the energy and resources
of that community. It is the force that identifies what it is that we have in common--the
values that unite us.

HOW DOES A COMMUNITY CREATE A VISION?

Both the process of creating the community vision and the vision statement itself are essential for
building community. In order for people to “buy into”; visioning at their own levels, the process
has to be marked by openness. People have to understand why it is being done. They have to
understand how they can connect (and get their “two cents worth”).

CHALLENGES IN COMMUNITY VISIONING-

One of the biggest challenges in creating vision is to design a process that is customer-friendly,
that is community-user friendly. Unwittingly, people are sometimes excluded from the process.
The process of community dialogue has to be open and accessible to every member of the
community. People must be able to join the process at a level where they feel comfortable, where
they choose to make an impact. Healthy communities are built out of hope. And hope is the
power that makes community happen.

ROLE OF VO LEADERSHIP IN VISIONING-

A central and necessary function of leadership is to assist the community in probing the question:
“What do we realistically want to become? Leaders focus community attention on both the reality
and the opportunity of what it wants to become. Leaders manage the diversity of perspectives

36
and help name the disagreements that contain the community’s possible future. Leaders support
the members of the community in the painstaking process of visioning through dialogue and the
moving toward a consensus of direction. To the degree there is consensus, shared direction or
shared vision-to that extent the community will be able to effectively focus its energies, efforts,
and resources. A broad base of leadership continually enables the complex steps of community
visioning.
Community leadership takes a lot of time and; a tremendous amount of skill more so than in
running a business, school, or government agency. Visioning in a community is based almost
exclusively on volunteers. Leaders must have a high degree of listening skills in order to engage
community members who could just as easily; be doing something else.; Why do it? These people
are empowered by the community as leaders who, themselves, have a passion, a love for the
community, and a personal hope that is nestled in the ever-continual question--Who do we
realistically, realty-really want to become?
Thus, Community visioning is the process of effectively stating what we, as a community, really
want to be. The sign of a strengthened community is that its citizens have made choices as to what
they realistically
want to be.
The visioning exercise must be facilitated in a manner which provide opportunity to the
community to
1. Create the shared vision,
2. Achieve the shared vision and
3. Live the shared vision
Keeping the importance and challenges of community visioning in mind, below modules are
designed to meet the very objectives of the visioning process.

37
For Detailed Community Visioning and Planning Modules visit –
http://www.trif.in/knowledge-resource-center

38