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Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 1
Training Module
Women’s Political Leadership and Livelihoods
Contents
1. Overview 2. Understanding Livelihoods 3. Module 1: Agriculture 4. Module 2: Horticulture 5. Module 3: Animal Husbandry 6. Module 4: Fisheries 7. Module 5: NTFP 8. Module 6: Non-farm Enterprises 9. Module 7: Health and Sanitation 10. Module 8: Food and Nutrition 11. Module 9: Child Rights and Education 12. Module 10: Inclusive Development Planning 13. Module 11: Leadership
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 2
Overview
Promoting Women’s Political Leadership and Livelihoods
There is a clear felt need to orient and build capacities of PRIs’ Elected Representatives in general
and Elected Women Representatives (EWRs) in particular to assume the leadership roles expected of
them and guide their villages to a more prosperous future. Furthermore, since economic planning
forms an important agenda of the Gram Sabha, the capacity building of the EWRs would also include
livelihoods and key social issues such as health, nutrition and education.
In this light, the National Institute for Rural Development (NIRD), Ministry of Panchayati Raj and UN
Women have come together to design a module for a 10-day livelihoods training programme for
EWRs.
Training of Trainers’ Programme
This programme is designed as a residential course spread over 10 days and is proposed to be an
intensive rigorous orientation of trainers, who in turn, would orient their state's project district-
training teams and also the EWRs of the pilot districts. This programme would snowball into a series
of well-designed training courses for trainers and EWRs of project states, with a view to instil in
them understanding of Gender and PRIs, building their knowledge and skills for Gender
Mainstreaming in Local Governance, through acquiring Gender Responsive Leadership attributes.
The programme is structured around ten modules – 6 around livelihoods; 3 around social aspects and 1 around planning, leadership and way forward:
Livelihoods
Livelihoods Mapping
1. Agriculture
2. Horticulture
3. Animal Husbandry
4. Fisheries
5. NTFP
6. Rural Enterprises
Social
7. Health and Sanitation
8. Food and Nutrition
9. Child Rights and Education
Generic
10. Leadership
11. Inclusive Development
Planning
How to use this Manual
This Training Manual is premised on offering basic appreciation of the livelihoods, social and
planning domains to the elected representatives and interventions that help them and the
community.
The training methodology in the programme shall be essentially participatory and interactive,
combining various methods like - small presentations followed by discussion, brainstorming,
experience sharing, group work, role plays, simulation games and exercises, case studies, training
films, pre-and post-training questionnaires, diagramming, mapping, collage-making, action planning
and yoga and meditation for stress management-as a cross-cutting methodology for inculcating a
positive mental attitude. The role of the trainers is to facilitate the process of learning through
building on existing knowledge, skills and behaviour of the participants, rather than to teach or
preach.
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 3
The module provides an outline of each session. It guides the trainers on which topics need to be
covered in each session and the materials required. Keeping this broad framework in mind, the
trainers would contextualize the content to the local setting.
Some Do's and Don’ts for Trainers
The trainer team is expected to use this manual as a ready reference outline for preparing for theme
based sessions. The trainer team is expected to prepare their own power point presentations,
flipcharts or other audio-visual support aids based on the content in each topic. The trainer team is
expected to contextualize the methodology indicated and the content delineated in each session, as
per local needs/time-spills. The trainer team is expected to ensure gender-friendly behaviour,
seating arrangement and proactive encouragement to mainstream participation of EWRs. Also, the
trainer team is expected to exercise tactful handling of dominators - not allowing them to
monopolize discussions and drawing in the shy and inhibited to participate with more ease and
confidence.
Before every session, the trainer team is expected to keep all handouts to be distributed ready,
along with all training media and material required for effective conduct of the session. During the
session, the trainer team is expected to demonstrate good inter-team communication skills, by way
of working in smooth coordination i.e. if one member is the key facilitator for a session, then other
team members are facilitating the discussion and recording of emerging views. They are to create
the 'music orchestra effect' of leading a session through team work to its desired outcomes. At no
stage, they are to engage in conflict or contradictions of each other's views. After every session, the
trainer/trainer team is expected to review the effectiveness of the session through quick on the spot
feedback of the participants, both verbal and non-verbal, elicit views of the trainer team members
on what worked well, what could be improved and what went wrong, which requires rectification in
future.
The “mantra” for trainers for effective training is to know and prepare well for the subject/training
to be delivered, facilitate learning through interactive processes, build confidence of participants
through effective inter-personal communication and analyse the strengths and weaknesses of every
session/training conducted for continuous striving for excellence.
Conducting the Training Programme
Complete session plans suggested are included in the manual for adoption by the facilitator(s).
The training duration can be 10 days, may be in 2 phases [phase 1: livelihoods modules; phase
2: social modules, but in quick succession], based on the local context and situation and the
profile of the participants. The duration, phasing and sequence may be contextualized
accordingly.
Typically, the programme begins with registration of the participants followed by formal
inauguration.
Then, the facilitator(s) takes charge of the programme with the conduct of Pre-training Test.
The broad sequence thereafter –
o Introduction of trainers and participants in a participatory way
o Presentation of expectations consolidated from pooling up expectations from pre-
training test and how the programme would meet most of these
o Introduction and overview of the entire programme, overall session plan and indicative
schedule
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 4
Then, the conduct of module-wise training (as discussed in the manual herein) follows.
A recapitulation (recap) session marks the end of the programme each day, followed by
watching some relevant videos, films etc. During recap session, the participants reflect on the
entire day’s programme and the learning there from.
Ice-breakers, Energizers and warm-up activities are taken up in between/during the sessions,
as per the need
From the day 2, there is a half-an hour yoga practice (stress management) in the morning
(0600-0630 hours)
Participants’ reflection on the report of the previous day, presented by groups of the
participants, begins the day’s training
On the final day of the training, the training program ends with –
o A session that captures the consolidated learning through the participants’ reflection of
the sessions, highlights, insights and processes. Then, the consolidated summary of the
programme is presented and discussed;
o A session of questions, mutual clarifications and facilitators’ clarifications;
o A session that discusses the participants’ future action plans for them personally, for
their institutions and for their areas and next steps;
o A session that seeks the participants’ feedback, comments and feelings on the entire
programme;
o A session that seeks end-of-the-training (post-training) status; and
o Formal valediction.
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 5
Indicative Schedule
Day Time (hrs) Session Phase 1 Day 1 0930-1000 Registration 1000-1030 Inaugural 1100-1200 Introduction of participants; Introduction of Programme and Overview 1200-1330 Understanding Livelihoods and Livelihoods Mapping in State/District 1400-1745 Module I: Agriculture 1745-1815 Recap and Learning of the Day 1830-2000 Videos/Skits/Role Plays
Day 2 0600-0630 Practice: Yoga 0900-0930 Recap: Previous Day Report 0930-1745 Module I: Agriculture/ Module II: Horticulture 1745-1815 Recap and Learning of the Day 1830-2000 Module XI Session 1: Decision-making
Day 3 0600-0630 Practice: Yoga 0900-0930 Recap: Previous Day Report 0930-1545 Module III: Animal Husbandry 1600-1745 Module XI Session 2: Confidence and Leadership 1745-1815 Recap and Learning of the Day 1830-2000 Videos/Skits/Role Plays
Day 4 0600-0630 Practice: Yoga 0900-0930 Recap: Previous Day Report 0930-1745 Module IV: Fisheries/Module V: NTFP 1745-1815 Recap and Learning of the Day 1830-2000 Videos/Skits/Role Plays
Day 5 0600-0630 Practice: Yoga 0900-0930 Recap: Previous Day Report 0930-1745 Module V: NTFP/Module VI: Rural Enterprises 1745-1815 Recap and Learning of the Day 1830-2000 Module XI Session 3: Conflict Resolution and Negotiation
Day 6 0600-0630 Practice: Yoga 0700-2000 Field Visit
Day 7 0600-0630 Practice: Yoga 0900-1030 Recap: Previous Days’ Report and Fieldwork Report 1030-1200 Module VI: Rural Enterprises 1200-1545 Draft Livelihoods Plan for the area 1545-1745 Consolidated Learning from Phase 1; Discussion on Phase 2 and interim action plan
Phase 2
Day 8 0900-1030 Recap: Previous Phase 1 1030-1815 Module VII: Health and Sanitation/Module VIII: Food and Nutrition 1815-1845 Recap and Learning of the Day 1830-2000 Videos/Skits/Role Plays
Day 9 0600-0630 Practice: Yoga 0900-0930 Recap: Previous Day Report 0930-1745 Module IX: Child Rights and Education/Module X: Planning 1745-1815 Recap and Learning of the Day 1830-2000 Videos/Skits/Role Plays
Day 10 0600-0630 Practice: Yoga 0900-0930 Recap: Previous Day Report 0930-1130 Module X: Planning/Consolidation and Way Forward 1130-1300 Consolidated Learning/Recap and Summary 1400-1500 Action Plan and Next Steps; Take Aways 1500-1530 Post-training Status 1545-1615 Wrap-up/Concluding Session
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 6
Understanding Livelihoods (1.5 hours)
Ssn. Ssn. Title Subtopics Outcome Methodology Material Resource
Persons
1 Understanding
Livelihoods
(45 min)
• Livelihood? • Livelihoods Framework – Income,
Expenditure, Employment, Risks; Capitals
• Trends, Principles and Practices
Enhanced
appreciation
of livelihoods
Interactive
discussion,
exercises,
presentations
Handouts Livelihoods
Professional
s; staff of
NRLM; SIRDs
2 Mapping
Livelihoods
(45 min)
• Understanding Livelihoods situation • Livelihoods Analysis • Mapping Livelihoods Situation in an
Area
Improved
understanding
of current
reality of
livelihoods in
the area
Group work,
presentations
and discussions
Handouts,
mapping
tools
-as above-
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 7
Note- Understanding Livelihoods
Livelihoods framework helps in simplifying the livelihood portfolio of a household/community and
identifying the resources, contexts and gaps that help the household pursue the livelihoods. This
framework is presented below.
Livelihoods have four characteristics: income, expenditure (money, time and energy), employment
and risk.
A household earns income in various forms and through various means. Usually, the
income of the household depends on the set of knowledge-skills-resources it has. Further,
the income of the household need not necessarily be in the form of wages, it can come in
the form of produce/goods and services as well that may meet the needs of the household
and/or could be converted into monetary income.
A household has to spend on basic needs such as food, clothing, shelter and water as well
as other needs as education, health, transport & entertainment. Some expenses such as
marriages and organising other social gatherings though not recurring are considered while
analysing the expenditure of a household. Like income, expenditure also is not always in
monetary terms. The payment to meet the expenditure can be through the produce/goods
and services. Further, time and energy are also spent.
Employment refers to the time or number of days a household is engaged in some activity
or the other tin the portfolio of livelihoods of the household. The employment depends
upon its skill-set, resources available and the ecological and environmental context.
Risks are the vulnerabilities the household has to face in pursuit of its livelihoods. Risks are
present in every livelihood activity but the degrees of risk vary. These vulnerabilities are
accentuated by the environment, technological, financial contexts of the household. The
impact of the risks on the household depends on the risk-mitigating strategies adopted by
the household. For instance, even a minor illness can send a poor household into disarray
as it lacks access to qualitative health care. Further, the local ecological context and lack of
health insurance augments the impact of the illness on the household.
Livelihoods of a household depend on resources or capitals which can be broadly classified into six
categories - natural, physical, social, human, financial & spiritual.
Natural capital refers to natural resources available to the household to carry about a
particular livelihood. This would include land, water, forest, air, etc.
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 8
Physical capital comprises of man-made physical structures such as roads, buildings and
also machines and appliances that aid humans in their work.
Social capital entails the support one receives due to kinship/relationship with other
individuals and institutions in society.
Human capital essentially consists of the skills, knowledge, abilities and aptitude possessed
by a person.
Financial capital enables a household to obtain goods and also aids production
(investment). There are two components of financial capital- stock (the amount of financial
capital available with the household at any given point of time) & flow (the financial capital
the household earns).
Lastly, spiritual capital refers to the quest present in the household to seek better living
conditions. This drive is essential for the other capitals to be tapped fully.
The livelihoods, a household pursues, are influenced by the availability and accessibility to these
capitals, the variety of capitals at its disposal and also its ability to tap these capitals to its advantage.
Further, these capitals as well as the households exist in a context that affects the availability,
accessibility and use of the capitals. The context allows certain activities and prohibits certain
activities despite the presence of required capitals. Though the context is a unified whole, for the
purpose of analysis, the context is understood in four inter-related spheres - Environmental and
Ecological Context, Techno-economic, Distribution and Investment & Expenditure Contexts.
The environmental and ecological context refers to the larger environmental and social
context the household exists in.
The techno-economic context is the technical know-how available with the household to
tap the capitals effectively.
The distribution pattern of resources, infrastructure, wealth, knowledge, etc. in a society
also affects the livelihood choices of a household.
The investment and expenditure patterns of the household affect its livelihoods.
Investment in production, health, food, education, insurance, employment is relevant in
this context. The investment may not yield immediate results but may aid the households
in pursuing or sustaining its livelihoods in the long run.
When livelihoods are thus understood, it is easier to identify the grey areas in the livelihoods being
pursued by the household and plan interventions accordingly. These, then, could be consolidated
upwards for making policy decisions and interventions on one hand and launching major programs.
Some of the tools that can be used for mapping understanding and analysing the livelihoods
situation include-
1. Social map (includes stocks of animals, fish, trees, etc.)
2. Resource map (resource status, local raw materials)
3. Livelihoods map
4. Income and Expenditure analysis
5. Traded-in and Traded-out analysis
6. Value Chain Analysis
7. Market (Local Opportunities) analysis (local markets, shops & haats)
8. 24-hours analysis
9. 365-days analysis
10. Seasonality analysis (work, credit, disease, cropping calendar and festival)
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 9
11. Migration analysis
12. Credit analysis
13. Health analysis
14. Education analysis
15. Vulnerability analysis
16. Institutional analysis (CBOs, SHGs, Cooperatives, etc.)
17. Farming system analysis
18. Environment analysis
19. Cultural analysis
20. Technology analysis
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 10
Module 1: Agriculture (7 hours)
Ssn.
Num
SSn. Ssn.
Title
Subtopics Outcome Methodology Material Resource
Persons
1 Farming
Practices
(60 min)
• Land Use Practices, Farming System • Rain fed Farming, • Irrigated farming, • Organic Farming, • mixed cropping, • seasons of crops • Schemes • Integrated farming system (inclusion of
livestock)
Increased
understandin
g of farming
practices
Lectures and
discussion
Interactive group
work
Handout
s
Agricultural
Experts
2 Rain fed
Farming
and
Irrigated
farming
(120 min)
• Difference between rainfed and irrigated farming
• Selection of crops • Multiple cropping • Irrigation- suitable amount for the crop • Providing proper drainage • Gypsum application to overcome alkalinity • Use of modern agriculture tools • Best Practices • Crop insurance for risk mitigation • Weather-based insurance • Schemes
Increased
understandin
g of rainfed
farming
Lectures and
discussion
Case studies
Films and
documentaries
Handout
s
Agricultural
Experts
Successful
Farmers
4 Organic
Farming
(60 min)
• Improvement in soil quality- Improvement of structure and texture by increasing the organic matter content through addition of green manures, farm yard manure, compost and vermicompost
• Bringing soil pH to neutrality by liming acid soils with less than pH 7
• Application of nutrients as per soil test values for a particular crop
• Crop Selection • Better quality produce • Employment generation • Higher income- premium price • Application of organic manures • Incorporation of microbes to improve soil
fertility • Integrated Pesticide management • Integrated nutrient management • Use of biofertilizer • Use of biopesticide • Trapping of pests- use of Pheromones and
trap crops (marigold) • Following crop rotation • Organic certification of produce to fetch
higher price
Increased
understandin
g of organic
farming
Lectures and
discussion
Case studies
Films and
documentaries
Handout
s
Agricultural
Experts
Successful
Farmers and
buyers
5 Watershe
d
Managem
ent
(60 min)
• Soil and water conservation, vegetative cover, structures, crop cultivation
• water harvesting • watershed activities • water management • Water conservation • Summer ploughing to improve water
retention
Increased
understandin
g of
watershed
management
Lectures and
discussion
Interactive group
work
Case studies
Handout
s
Watershed
experts
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 11
• NRM
7 Post-
harvest
(60 min)
• Storage • Milling • Packing • Marketing • Collective Marketing
Increased
understandin
g of post
harvesting
Lectures and
discussion
Case studies
Films and
documentaries
Handout
s
Films
Agricultural
Experts
Successful
Farmers
8 Schemes
(60 min)
• National Food Security Mission (NFSM) • Rainfed Area Development Programme
(RADP) • Integrated Oilseeds, Oil Palm, Pulses and
Maize Development (ISOPOM
• National Project on Management of Soil Health (NPMSH)
• RashtriyaKrishiVikasYojana (RKVY) • Convergence- NREGA, JFM, • Integrated Watersheds
Increased
awareness
ofschemes
Lectures and
discussion
Success stories
Handout
s
Advertis
ements
Line Dept
Experts
•
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 12
Module 2: Horticulture (4 hours)
Ssn. Ssn. Title Subtopics Outcome Methodology Material Resource Person
1 Horticulture
practices
(30 min)
• Vegetable cropping • Orchards • Floriculture • Nurseries • Precision farming • Polly housing
Increased
understandin
g of the
various
horticulture
practices
Lecture cum
discussion
Interactive session
Handouts Horticulture
experts
Vegetable growers
2 Vegetable
(40 min)
• Kharif & Rabi Vegetables • Perennial tree vegetables • Harvesting & Marketing • High yielding varieties • Kitchen Gardening • Perennial tree vegetables • Economics • Convergence
Enhanced
knowledge of
improved
varieties of
vegetables
Lecture cum
discussion
Interactive session
Handouts • Horticulture experts
• Vegetable growers
3 Orchards
(40 min)
• Selection of suitable fruit crop based on soil condition & water availability
• Layout & planting techniques • Care of young orchards & inter
cropping • Manures & fertilization &
irrigation • Plant protection, training,
pruning & harvesting • In-situ grafting for drought prone
area • Economics • Convergence
Enhanced
knowledge of
crop selection
Lecture cum
discussion
Interactive
sessionSuccess
Stories
Flip charts
Handouts
• Horticulture Experts
• Fruit growers
4 Cash Crops
(40 min)
• Choice of cash crops available in local area
• Selection of improved & high yielding varieties
• Floriculture and ornamental crops
• Problems & prospects of growing cash crops
• Post-harvest technology & Marketing
• Economics • Convergence • Export potential of cash crops
Increased
awareness
onavailability
of cash crops
in their
areaand
Marketing
Lecture cum discussion Interactive session Success Stories
Flip charts
Handouts
• Horticulture Experts
• Successful farmers
5 Schemes for
Horticulture
(30 min)
• National Horticultural Mission (NHM)
• NABARD • RKVY & State schemes • Schemes of other banks and
small scale enterprises
Increased
awareness
aboutscheme
s
• Lecture • Interactive
Discussion • Advertisements
Handouts Resource person
from institutions
and banks
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 13
6 Nurseries
(30 min)
Types of nursery production,
Raising of seedlings of annuals fruit crops, ornamental crops, pot plants
Production of lawn grasses
Methods of propagation
Increased
knowledge
aboutvarious
aspects of
nursery
production &
tissue culture
• Lecture • Interactive
Discussion • Success Stories • Case Studies
Flip charts
Handouts
Successful farmers
and nursery
Experts
7 Benefits of
Horticulture
(30 min)
Horticulture as a source of high income
Increased
motivation to
take up
horticulture
as livelihood
options
• Q&A • Discussion
Hand out
Horticulture
Experts
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 14
Module 3: Animal Husbandry (5 hours)
Ssn. Ssn. Title Subtopics Outcome Methodology Material Resource Person
1 Livelihoods
based on
Animal
Husbandry
(30 min)
List livelihoods based on animal husbandry
Dairying
Small Ruminants
Poultry
Understanding
of Livestock as
livelihoods and
food security
Interactive
discussion,
presentations
Handouts/
Material
Animal Husbandry
department staff
2 Dairying
(120 min)
Value chain- understanding the chain from production to consumption
Breeding- selection of animal breed
Animal Housing- specifications & practices
Veterinary care- Artificial insemination, De-worming, vaccination, general health practices, and doorstep facilities on Gopal Mitra model
Feed & Fodder- Balance feeding, preparation of concentrate mixture, production & conservation of fodder, and feeding specifications
Marketing
Insurance and insurance mutuals
Value addition
Dairy cooperatives- About cooperatives, milk procurement quality & marketing
Schemes
Enhanced
knowledge and
information on
best practices
in dairying and
cooperative
management
Interactive
discussion,
participatory value
chain analysis
Handouts,
photos,
videos,
case
studies
Dairy Experts, Best
practitioners,
buyers
3 Small
Ruminants
(Sheep &
goat)
(75 min)
Value chain- understanding the chain from production to consumption
Breeding- selection of animal breed and protection of native breed
Animal Housing- specifications & practices
Veterinary care- Deworming, dipping, vaccination, general health practices, and doorstep
facilities on Jivan Mitra model (AP)
Feed & Fodder- feeding specifications, maintenance of grazing lands
Marketing
Collecitve Marketing
Products- meat, leather
Wool production- quality,
Enhanced
knowledge and
information on
best practices
in goat and
sheep rearing
Interactive
discussion,
participatory value
chain analysis
Handouts,
photos,
videos,
case
studies
Experts, Best
practitioners,
buyers
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 15
shearing practices marketing
Insurance and insurance mutuals
4 Poultry
(75 min)
Value-chain- understanding the chain from production to consumption
Breeding- selection of breed (layer/broiler)
breeds of backyard poultry
mini-poultry,
Housing- specifications & practices
Veterinary care- De-worming, vaccination, general health practices,
hatcheries
Feed - specifications, preparation
Contract farming with poultry companies
Marketing- eggs and birds
Processing
Collective marketing
Insurance and insurance mutuals
Enhanced
knowledge on
poultry
practices and
contract
farming
Interactive
discussion,
participatory value
chain analysis
Handouts,
photos,
videos,
case
studies
Experts, Best
practitioners,
buyers
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 16
Module 4: Fisheries (4.5 hours)
Ssn. Ssn. Title Subtopics Outcome Methodology Material Resource
Persons
1 Categories in
Fisheries
(60 min)
Coastal/marine fisheries
Brackish water
Sweet water fisheries
inland (tanks, ponds) fisheries
Cage culture
river fisheries
reservoir fisheries,
aquaculture
Improved
understanding of the
different categories of
fisheries and fishing
practices
Interactive
discussion
Handouts Fishery experts,
Department
staff
2. Coastal
fishing
(45 min)
Value chain
Crops
Fishlings
Boats, catamarans, nets
Diseases
Linkages
Marketing
Schemes-
Enhanced
Understanding of the
practices and issues in
coastal fishing
Interactive
discussion,
participatory
value chain
analysis
Handouts,
photos,
videos,
case
studies
Fishery experts,
Department
staff, Expert
fishermen,
fisheries
contractor
3. Inland
capture &
culture
fisheries
(60 min)
Value chain
Crops
Fishlings
Boats
Diseases
Linkages
Marketing
Schemes
River and reservoir fisheries
Enhanced
Understanding of the
practices and issues in
inland fishing
Interactive
discussion,
participatory
value chain
analysis
Photos,
videos,
handouts,
case
studies
Fishery experts,
Department
staff, Expert
fishermen,
fisheries
contractor
4. Aquaculture
(45 min)
Value chain
Diseases
Linkages
Marketing
Schemes
Improved
understanding of the
practices and issues in
aquaculture
Interactive
discussion,
participatory
value chain
analysis
Photos,
videos,
handouts,
case
studies
Fishery experts,
Department
staff, Expert
fishermen,
fisheries
contractor
5. Fish
processing
and
marketing
(90 min)
Cold Storage
Processing
Dry fish
Fish stalls
Fish products
Appreciating the need
for cold storage, and
opportunities in
processing fish
Interactive
discussions
Handouts,
case
studies
Fishery experts,
Department
staff, Expert
fishermen,
fisheries
contractor
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 17
Module 5: Non-Timbre Forest Produce (NTFP) (5 hours)
Ssn. Ssn. Title Sub-topics Outcome Methodology Material Resource Person
1 Livelihoods
Based on
Forests
(NTFP/Minor
Forest
Produce
(MFP))
(60 min)
List of NTFP available
Key NTFP
Uses of NTFP- Food, nutrition & health, fuel wood, other local uses, income generation
NTFP products in the market
Forest rights
Better understanding
of the NTFP and
issues in accessing
them
Interactive
discussion
Handouts Department staff,
best
practitioners,
experts
2 NTFP value
chain
(150 min)
Regeneration
Pre-collection
Tools for collection
Sustainable Collection practices
Drying and storage
Local value addition
Marketing
Collective marketing- Tribal Development Cooperative Corporations, TRIFED, Monopoly, Forest Development Corporation
Minimum Support Prices
Examples- Honey, Lac, Gum, Mahua, Sal, Tendu, etc.
Better understanding
of the NTFP value
chain and value
chains of various
NTFP
Interactive
discussion,
participatory
value chain
analysis
Handouts,
videos,
photos,
case
studies
Department staff,
best
practitioners,
experts
3. Medicinal
herbs and
medicinal and
aromatic
plants
(90 min)
Regeneration
Production
Harvesting
Post-harvesting
Marketing
Local health traditions
Enhanced
understanding the
importance of NTFP in
addressing health
Interactive
discussion
Handouts,
videos,
photos,
case
Department staff,
best
practitioners,
experts
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 18
Module 6: Non-Farm Enterprises (5.5 hours)
Ssn. Ssn. Title Sub topics Outcome Methodology Material Resource Persons
1 Understanding non-farm enterprises (90min)
List enterprises
Products and services for local consumption and products and services for market
Traditional non-farm enterprises- andloom, Handicraft, Pottery, Carpentry, Jewellery,
Increased knowledge on non-farm and traditional enterprises
Interactive discussions
Handouts Government department staff
2 Opportunities in non-farm Enterprises (two sessions) (120 min)
Imitation Jewellery
Embroidery
Agarbatti
Candle making
Screen Printing
Soft Toys
Paper Envelope
Home utility utensils
Food Processing
Rural Tourism- accommodation, family stays, heritage, guides, local arts, crafts and traditions, cuisine
Increased knowledge about information about gainful employment in diverse Rural enterprises.
Interactive discussions, participatory mapping
Photos, videos, handouts
Skill development experts, government department representatives, best practitioners
3 Non-farm Enterprises (60 min)
Business Planning
Products & services
Technical skills
Credit
Economic aspects
Registration & Licenses
Linkages (Forward and backward)
Insurance
Accounts, Taxes
Customer Service
Schemes
Equipped with basic know how of operation of Rural Enterprises
Interactive discussions, case studies
Photos, videos, handouts, case studies
Best practitioners,
4. Non-farm Collective Enterprises (60 min)
Business Planning
Products and Services
Production
Credit
Linkages
Registration and Licenses
Member benefits
Marketing
Information
dissemination
Auditing
Group and collective efforts
Leadership
Sustainability
Increased understanding of forming and running collective enterprises
Interactive discussions, participatory mapping
Photos, videos, handouts
Skill development experts, government department representatives, best practitioners
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 20
Module 7: Health and Sanitation (4.5 hours)
Sl.
No
Ssn. Title Subtopics Outcome Methodology Material Resource
Person
1 Village health
and sanitation
scenario
(50 min)
Health issues of children, adolescents, pregnant and lactating women, elders and migrants;
At risk groups of malnutrition/disease.
Female foeticide
Enhanced knowledge about health/nutrition/water/sanitation situation affecting women and children, the health , drinking water and sanitation programmes.
Group
discussions
Group
Presentations
Handout
Notes
Visualization
in
Participatory
Programs
(VIPP) cards,
flip charts
Medical
doctor and
other
paramedical
staff like LHV/
ANM , AWW,
ASHA
2 Preventive and
control
measures
(Health )
(90 min)
Maternal health services
Neonatal health services
Child health services -immunization schedule
National rural health mission , malaria, tuberculosis ,
female foeticide;
Schemes
village health and nutrition Days
ASHA
Increased awareness about the health and nutrition related services available Enhanced knowledge about the role of PRIs , Gram Sabha in successful delivery of health services .
Participatory methods. Group discussions Group Presentations
Handout Notes Flipcharts
Medical
doctor and
other
paramedical
staff like LHV/
ANM , AWW,
ASHA ,
Mobile nutrition van of department of Nutrition
3 Preventive and
control
measures
(water &
sanitation )
(60 min)
Water and sanitation services - use of toilet; potable water
Water - quality monitoring and type of drinking water
Nirmal Gram Puraskar
Enhanced knowledge about the preventive and control measures related to water and sanitation facilities
Participatory methods. Group discussions Group Presentations
Handout Notes Flipcharts
Officials ,
doctors ,
sanitary
inspectors ,
social activist
involved in the
water and
sanitation ,
surpunch of
nirmal gram
4. Village health and sanitation committee. (60 min)
water and sanitation committee
General guidelines for organizing NHD
Maternal health services
Neonatal health services
Child health services
Water and sanitation services
Anganwadi
Increased awareness about the role of Village Health and Sanitation Committee in prevention of disabilities, reduction of MMR, IMR and under nutrition in children 0 to 6 years and improve health of pregnant and nursing mothers, adolescent girls .
Participatory methods. -Group discussions - Group Presentations
Handout Notes Flipcharts
Medical
doctor and
other
paramedical
staff like LHV/
ANM , AWW,
ASHA ,
chairperson /
member of
VHSC
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 21
Handout: Female Foeticide It is defined as aborting a female foetus after sex determination test or pre-natal diagnostic test, which may include ultra-sonography, foetoscopy, placental tissue, sampling, amniocentesis etc. Consequences of Female Foeticide
Given the lower value placed on women in Indian society, prenatal sex determination with the intention of preventing female births
The pregnant woman, though often equally anxious to have a boy, is frequently pressurized to undergo such procedures
Many women suffer from psychological trauma as a result of forcibly undergoing repeated abortions
In rural areas, as the number of marriageable women declines, men would tend to marry younger women, leading to a rise in fertility rates and thus a high rate of population growth
The abduction of girls is an associated phenomenon
More women are likely to be exploited as sex workers. Increases in molestations and rape are an obvious result
Prevention of Sex Determination
In 1994, Parliament passed the Pre- conception and Pre-natal Diagnostic Techniques (Prohibition of Sex Selection) Act with the aim of preventing female foeticide
Contravening the provisions of the Act can lead to a fine of Rs 10,000 and up to three years imprisonment for a first offence, with greater fines and longer terms of imprisonment for repeat offenders
Preventing Female Foeticide
Move away from religious teachings and the advocacy of a scientific, rational, and humanist approach
The empowerment of women and a strengthening of women’s rights through campaigning against practices such as dowry, and ensuring strict implementation of existing legislation.
Ensuring the development of and access to good health care services
Inculcating a strong ethical code of conduct among medical professionals, beginning with their training as undergraduates
Simple methods of complaint registration, accessible to the poorest and most vulnerable women
Wide pollicisation in the media of the scale and seriousness of the practice. NGOs should take a key role in educating the public on this matter
Regular assessment of indicators of status of women in society, such as sex ratio, and female mortality, literacy, and economic participation
It is only by a combination of monitoring, education campaigns, and effective legal implementation that the deep-seated attitudes and practices against women and girls can be eroded
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 22
Module 8: Food and Nutrition (4 hours)
SSn. Ssn. Title Subtopics Outcome Methodology Material Resource
Person
1 Food Groups
& Balance Diet
(75 min)
Protein,
carbohydrates ( calories)
vitamins & minerals,
food available locally
Increased
awareness about
the importance
of food and
nutrition
available locally
Lecture cum
discussion ,
question
answer
Handouts
Charts and
posters
Faculty of
home
science,
doctors ,
mobile van
of nutrition
department
, CDPOs,
PO(ICDS)
2 Nutritional
deficiency
disorders
(75 min)
Disorders due to deficiency of Vitamin A, Iron, Iodine, Calcium B-Complex
Increased
awareness anout
nutritional
deficiency
disorders
Lecture cum
discussion ,
question
answer
Visual aids
on
symptoms
of various
deficiency
diseases
Doctors ,
nutrition
specialist ,
CDPOs,
PO(ICDS)
3 Food security
and nutritional
status
(90 min)
Catering of food supplements through AWC.
Mid Day Meal in schools
PDS (rice, wheat, oil, pulses, double fortified salt) , food security .
Grain Banks and manufacturing of supplementary food through women's organisation
Role of gram Sabha
Kitchen Gardens
Increased
awareness about
the MDM,PDS
and food
security for
improvement of
nutritional status
of the
population.
Lecture cum
discussion ,
question
answer. case
study
Charts and
posters
CDPOs,
PO(ICDS),
school
teacher ,
officials
involved in
PDS
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 23
Module 9: Child Rights and Universalisaton of Primary
Education (3 hours) Ssn Ssn. Title Subtopics
Outcome Methodology Material Resource
Person
1 Child Rights
Education and
Social
Mobilization
(60 min)
Child Rights and Law;
Village-level organizations related to child development
Panchayat and Child Rights
Village Education Committee
Appreciating the
role of Gram
Sabha in
mobilization of
community for
protection of
child rights and
universalisation
of PE
Role play ,
lecture cum
discussion ,
experience
sharing
Flip
charts
Handouts
, case
studies
School
teacher,
village
secretary,
Sarpanch
2. Universalisati
of Primary
Education
(60 min)
Right to Education and Universalisation of Primary Education
Role of Gram Panchyat and Gram Sabha in universalisaiton of Primary education
Serva Siksha Abhiyan (SSA)
sucessful case studies
Appreciating the
role of Gram
Sabha
universalization
Primary
education
Role plays ,
interactive
discussions ,
experience
sharing
Flip
charts
Handouts
, case
studies
School
teacher,
village
secretary,
Sarpanch
3.
Child Labour
(60 min)
About Child Labour
Role of Gram Panchayat / Gram Sabha and local institution
Successful case studies mobilization of communities for abolition of Child Labour
Enhanced the
knowledge
about the role of
Gram Panchyat /
Gram Sabha in
abolition of child
labour
Case studies,
Role plays,
Experience
sharing
Flip
charts
Handouts
, case
studies
School
teacher, ,
Sarpanch,
NGO
representa
tives
involved in
child
labour
abolition
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 24
Module 10: Inclusive Development Planning (6 hours)
Inclusive Development Plans move towards a community vision from the current reality, using two
sets of ladders - development programs and local organizations. Therefore, the module discusses
development programmes and partnerships with local organizations with focus on the role of EWRs
of PRIs in these and goes onto train women leaders in preliminary tools of planning and budgeting.
Session Session Ssn. Title Sub-Topics Outcomes Methodology Material Resource Persons
1 Development Programmes and the role of PRIs (90 min)
Major development programmes and the role of PRIs in increasing women’s participation o SSA o RTE o ICDS o NRHM o IAY o MGNREGA o NRLM o Total Sanitation
Campaign (including Drinking Water)
Understanding ways of accessing major development programmes and the specific role of PRIs in these.
Role play
Interactive Discussion
Inputs through charts and Presentations
Plain charts and Markers
2 Partnership with Local Organizations (LOs) and SHGs
(90 min)
List of LOs and people’s participation for development
Constraints to effective interface with LOs and strategies to overcome constraints
Benefits of convergence
Appreciation of the value of working with LOs and evolve necessary action steps.
Group discussions Caselet/Case study
Interactive discussions
Plain charts, Markers
Gangadevipally case study/ Nirmal Gram puraskar village case study
Successful PRI women leader
3 Inclusive Development Planning (180 min)
Village level planning and Budgeting in PRIs
Visioning
Livelihoods Action Plans
Social Action Plans
Plans for programmes
Partnerships
Community participation in implementation and monitoring
Knowledge about the village panchayat planning and budgeting
Small Group discussions
Interactive discussions
Flip Charts, markers
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 25
Handout: Role of PRIs in various development programmes: Guiding
Framework
# Scheme/ Program
Envisaged role of PRIs
1 SSA
1. Location of school and construction of school building should be the function of village level panchayats through the Gram Sabha.
2. Ensure girls attend school regularly 3. Nutritional programmes may be entirely managed by village level panchayats with
the help of Gram Sabhas. Zilla Parishads should arrange for linkages in respect of supply of food grains and its transportation along with quality.
2 RTE 1. Regular monitoring of the functioning of the school- weekly, if not daily visits to the school, discussion over the functioning with the teachers, ensuring participation of the PRI members during some of the SMC meetings if necessary
2. Regular tab on the attendance of children with special focus on girls. Identifying children who are irregular and jointly applying moral pressure on parents to send their children and evolve alternative arrangements after child domestic/child goat-herders etc return to school. Identify incoming families into the village and ensure the enrolment of these migrant children.
3. Regular tab of the infrastructure and other requirements of the school and adding their voice to the demands of the SMC. Tapping into the PRI funds for strengthening the school. Use of NREGA funds for plantation around the school/levelling off the ground to form a playground etc.
4. Issue of education raised in the Gram Sabha- both in terms of addressing village-wide issues, passage of school development plans, monitoring the performance of children, addressing issues of discrimination etc.
5. Provide local leadership and moral support to the issue of education for all.
3 ICDS 1. The village level panchayats with the help of Gram Sabha should select the Anganwadi worker and helper.
2. Gram Sabha should help in identification of beneficiary households (children and lactating mothers).
3. Arranging accommodation within the village, providing necessary assistance to anganwadi worker for cooking food where necessary, mobilising target group households to seek assistance of the programme, verifying whether the benefits are reaching the children and the pregnant / lactating mothers as the case may be.
4. Village panchayat should promote inter-sectoral linkages particularly between health and nutrition programme and sorting out problems, if any in the implementation of the programme.
5. The panchayat should also see that the ICDS centres operate regularly and necessary equipments like weighing machines are available and in working order.
6. It should monitor whether food supplements are being received in time and should seek assistance of block panchayat / zilla parishads in arranging them in time so that there are no interruptions in services.
7. It may also explore if community contribution can come in this regard to maintain continuity and in fact should promote such efforts.
8. Ensure timely supply of food supplements / equipments, review the implementation of the schemes, and promote inter-sectoral linkages particularly between health and nutrition.
9. With regard to Food and Nutrition Board, the village level panchayat with the help of Gram Sabha should arrange and organise awareness camps, especially for women.
10. It should also promote nutrition awareness in their public contact programmes as well as through the local anganwadi centres and health sub centres.
4 NRHM 1. States to indicate in their MoUs the commitment for devolution of funds, functionaries and programmes for health, to PRIs.
2. The District Health Mission to be led by the Zilla Parishad. The DHM will control, guide and manage all public health institutions in the district, Sub-centres, PHCs and CHCs.
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 26
3. ASHAs would be selected by and be accountable to the Village Panchayat. 4. The Village Health and Sanitation Committee of the Panchayat would prepare the
Village Health Plan, and promote intersectoral integration with the help of Gram Panchayat
5. Each sub-centre will have an Untied Fund for local action. This Fund will be deposited in a joint Bank Account of the ANM & Sarpanch and operated by the ANM, in consultation with the Village Health Committee.
6. PRI involvement in Rogi Kalyan Samitis for good hospital management. 7. Provision of training to members of PRIs with inclusion of EWRs. 8. Making available health related gender disaggregate databases to all stakeholders,
including Panchayats at all levels.
5 IAY Selection of women beneficiaries is based on the permanent IAY waitlists wherever these have been prepared or from the BPL list with the poorest being selected on priority. The panchayat play a vital role in identification of BPL families
6. MGNREGA 1. The Gram Sabha should identify and recommend works with ative participation of women. The Gram Panchayat will consolidate and send the recommendations of Gram Sabha to the Programme Officer.
2. It is responsible for planning of works, registering those households, which are entitled to get work.
3. Issuing job cards, allocating employment, executing 50 per cent of the works, and monitoring the implementation of the scheme at the village level.
4. All these activities are to be done in consultation with the Gram Sabha. 5. In view of the complexities and sheer volume of work, the implementation of the
NREGA assigns a considerable organisational responsibility at the level of the Gram Panchayat.
6. The Gram Panchayat/Programme Officer should send letters to the applicants informing them where and when to report for work. A public notice displayed at the Gram Panchayat and at the Programme Officer's block office, should provide information on the date, place of employment and the names of those provided employment.
7. NRLM 1. Identification and mobilization of poor and vulnerable women headed households into SHGs, with priority being given to the SC and ST households especially primitive tribal groups, poorest of the poor households, women headed households and households engaged in declining occupations.
2. Facilitating formation of federation of SHGs at the village/gram panchayat level or block level and providing basic facilities for the effective functioning of such federations in terms of providing accommodation for federation office etc., giving priority to the demands of the SHGs, especially women SHGs and their federations in the annual plans/activities of the PRIs by making suitable financial allocations for women.
3. Leasing out panchayat resources such as fishing ponds/tanks, common property resources, market yards, buildings and other properties to the SHGs and their federations for proper management and maintenance.
4. Entrusting responsibility for collection of panchayat revenues including house property tax to the SHGs for a small fee; and
5. Entrusting management and maintenance of select civic amenities and execution of civil works to the SHGs/federation.
8. Total Sanitation campaign
1. PRIs will carry out the social mobilization for the construction of toilets and also maintain the clean environment by way of safe disposal of wastes.
2. Community Complexes constructed under the TSC will be maintained by the Panchayats/Voluntary Organisations/Charitable Trusts.
3. Panchayats can also contribute from their own resources for School Sanitation over and above the prescribed amount.
4. PRIs will act as the custodian of the assets such as the Community Complexes, environmental components, drainage etc. constructed under the TSC.
5. Panchayats can also open and operate the Production Centres/Rural Sanitary Marts.
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 27
Handout: Local Organizations
Indicative List
Level Local Organizations (Community-based/owned) Committees
Village level
SHGs GP Standing Committees
Village Organization General Administration Committee
User groups Women, children and social welfare Committee
Vana Samrakshana Samithis (VSS)/Forest Protection Groups
Health, education and environment Committee
Farmers Groups Government Estate Committee
Fixed Labour Groups (FLG) Village Defence Committee
Labour Groups ( LGs) in Watersheds Infrastructure Committee
Youth Groups Development Committee
Children’s Groups Other committees
Elders’ Groups Conflict Resolving and streetlights committee
Adolescent Girls Groups Prohibition Committee
Disabled Groups Clean and Green Committee
Gram Sabha Craft Persons Coordination Committee
Activity based organizations Civil Supplies Committee
Gender Based organizations –Mahila Mandals Loans Recovery Committee
Unions – landless agriculture labours Farmers development Committee
Workers’ unions/associations Women’s Problem Resolving Committee
Cooperatives, Village level Federations Women’s Development Committee
Youth Committee
Internal Audit Committee
Plastic Control Committee Maintenance committee
Forest Protection Committee
Block Level
Mandala Samakhya/Block Federation (Association of Clusters/VOs)
Mandal Parishad/Block Panchayat
Community managed resource centres Panchayat Standing Committees District level
District Samakhya/Federation Zilla Parishad
NGOs and Government Organizations ZP Standing Committees
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 28
Handout: Local Organizations and their governing structure
Organization/ Institution
Governance Structure
User Group
The basic building blocks of watershed programme operating on a principle of sustainability. The User groups are formed of all such landowners who are personally cultivating the land & households, which are cultivating land on a tenancy, oral or written, in a contiguous patch of 100 acres in a micro-watershed of an IWMP watershed.
There shall not be more than 20 members in each UG.
Each UG will elect a group leader for the UG to represent the UG in the watershed committee, provided no UG member will serve as Group Leader for a period of more than 12 months. The leadership of the group would be rotated such that every member would get a chance to lead the group. Preference should be given to active women to become the User Group leader wherever possible.
Vana Samrakshana Samithis (VSS) or Forest Management Groups
The Joint Forest Management (JFM) programme envisages Constitution of Vana Samrakshana Samithies (VSS) has certain rights, duties and responsibilities as specified in JFM GO 173.
Every household living in the hamlets / villages / cluster of villages, particularly those depending on forest for the daily needs, would have the option of becoming a Member of Samithi. However, all Scheduled Caste / Scheduled Tribe members of the hamlets / villages / cluster of villages would become members of Samithi automatically. Any two adult members could represent the household and out of them, one must be a woman.
The members of VSS shall elect a 15 member Managing Committee out of which at least five members shall be women.
The Members of VSS, individually and collectively shall be responsible to:
1. Ensure protection of forest against encroachment, grazing, fires and thefts of forest produce
2. Carry out development of forests in accordance with the approved Joint Forest Management Plan.
3. Make other villagers aware of the importance of forests.
Farmers groups (FGs)
The Objectives of FGs are:
To function as an interface between the agri-extension system and farmers for transfer of technology, sharing of market information, etc.
To become self-reliant social groups for carrying out developmental activities through their own resources and efforts; and also for developing linkages with credit institutions as well as other development departments.
To interact and exchange ideas on scientific agriculture.
To take up, in addition to social activities, various developmental activities like soil testing camps, animal health camps etc.
To formulate an optimal, resource-based and market-driven farmers strategy.
Formation of FGs
FGs formed with small, marginal and tenant farmers (men and women). Likewise, existing groups of men and women also considered as FGs
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 29
Features of the Groups
Farmers Groups formed on the basis of similarity in socio-economic status, social affinity and neighbourhood. Other factors like similarity in enterprise, contiguity in location of land in a component area, etc. need not necessarily be given primary consideration
The optimum number of farmers in a group will be 15.
One family represented by only one member in a particular group
Each Farmers Group selected a convener and co-convener who shall jointly operate the bank amount.
Farmers Groups promoted through credit and thrift activity, as being practiced in case of existing SHGs
Fixed Labour Groups
Under MGNREGA programme the registered SC, ST Labours and other labours are forming as Fixed Labour Groups (FLGs).
Eligibility:
The present living place/area of all labourers can become part of the area FLGs only.
Laborers (SC/ST) who had worked at least 10 days during 2009-10, 2010-11 are eligible to get membership in FLG.
Labourers (other than SC, ST) who had worked at least 20 days during 2009-10, 2010-11 are eligible to get membership in FLG.
Size of FLG:
Members are not less than 10 and not more than 20 in an FLG. If already in existing fixed labour group size is more than 20, should minimize it to 20 members.
Muster roll is a base for to form FLGs.
Labour groups These labour groups are in Watershed project areas only.
Labour groups are formed with – people who depend on daily wage for their livelihood.
Purpose:
To provide work for to get regular wage and income for their family.
To protect and sustain the natural resources for to get regular livelihoods in their villages without migrating to other places.
Size of the group:
10-15 members in One labour group
For each group representatives are there for to lead the group.
Eligibility:
Depended on daily Labour work
Registered under MGNREGA programme to get work.
Youth groups Youth Groups are formed with women and men between 18 yrs-35 yrs age.
Size: 10-15 members in one youth group.
They work for their village development.
Disabled Groups In a village with all the disabled persons organized a group called disabled group. As like SHGs this group also works.
This group can get financial linkages from Village organizations if they took membership in the VO.
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 30
Handout: Role of Various Local Organizations1 in Development of Gangadevipally
Drinking Water Committee
Before 1993 the village faced severe water scarcity. Under the aegis, guidance and support of Balavikasa the villagers were formed into 18 groups and leaders were elected from each group thus a water committee is formed in the village. The committee consists of another 6 co-opted members. The village President is made as an Ex-Officio Chairman of Water Committee.
The Collective efforts of the Committee and villagers made possible contribution of money and labor to build two over head tanks of 1,00,000 liters capacity within five years. There are 244 individual tap connections in the village. Recognizing the successful performance of the water committee TATA Projects have donated a water purification Plant in 2004. These two resources are providing sufficient water to the entire village.
Rules and regulations for water supply:
• Lifetime Membership fee for individual tap connection is decided by the Committee. No monthly rentals/ fee are charged.
• There is no public tap in the village. The tenants and temporarily residing families with no tap connection can collect water from neighbouring families and pay an amount of Rs. 50 per month to the Water Committee.
• Sufficient water is available from 6- 10 am every day.
• On Celebrations and Functions the families have to pay Rs. 50 for required water.
• To maintain uniform distribution of water each tap connection is restricted with 1/2” diameter pipe and minimum 4 feet height from the distribution pipe line
• To control the water wastage every connection must have a regulating tap.
• Water supply is disconnected if any family is found watering the plants directly from tap, overflowing from the tubs, and water stagnation at the tap surroundings or on/off regulator is not fixed. The families have to pay a penalty of Rs. 100 for reconnection. Until the penalty is paid, neighbours are not allowed to give water.
Stipulations for safe drinking water supply through water purification project
• Every family in the village is provided safe drinking water of 20 liters per day on payment of Rs. 300 per annum (which is less than a Rupee per day)
• Additional can of water is supplied at Rs. 2.
• Each family must ensure that the cans are sufficiently cleaned
Added services by the water committee of the revenues generated through water tank and purification projects, the committee allocated an approximate amount of Rs. 13 lakhs for different development activities as shown in the table under economic dimension section.
Health Committee
The village does not have a health clinic. Therefore, the villagers organized a health committee with local RMP doctors, Auxiliary Nurse Midwife (ANM), Anganwadi Teacher, Aya and Health worker. This committee basically looks into the awareness creation among the community on different preventive measures, and provide consultation, first aid and referring to PHCs or any appropriate hospitals. They also accompany the pregnant women for safe delivery at maternity hospitals and assist them for eligible benefits from government and other sources. Motivate and mobilize the patients for 104- Service’s monthly medial camp in the village.
Achievements of the committee from 2000:
• 100% survival of new born babies and their inoculation and immunization
• 100% couples limit to only two children and undergo sterilization
• 100% children below 5 years are given regular vaccinations
1 Including various committees
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 31
• 100% pregnant women are ensured the supply of nutritious food and required treatment
Education Committee
A 9 member Committee is organized with an objective of improving the literacy rate in the village and effective functioning of the government school.
The government school in the village though is upgraded to 10th standard in the year 2009 -10 has achieved 93% result in the first batch itself, which the highest among the government schools of Gessukonda mandal. All the telugu medium students from the village are pursuing their education in the village itself due to the committed efforts of the education committee.
Achievements by the committee:
• 100% adult literacy
• Procured sufficient infrastructure from government and donors and upgraded the school from primary school to high school
• Procured funds from Bala Vikasa, LIC, Lions club, Gram Panchayat etc for furniture
• 100% enrolment of eligible children in schools since 2000
• Improved the confidence among the parents on government school
Gram Panchayat Sanitation Committee
The Gram Panchayat committee looks after the drainage system by regular maintenance, the committee educated and enforced the construction of ISL by all the families (with the support of government and Bala Vikasa) 100% usage of the toilets was also enforced to the villagers. The Gram Panchayat as decided in the Gram Sabha went on to impose a penalty of Rs 500 for open Defecation.
Achievements -
• 190 families are connected on payment of life membership. No monthly charges.
• The committee has a surplus fund of Rs. 51,893/- which is revolved in the form of loans to the members, the interest generated is used for maintenance.
Dispute Resolving and Street Lights Maintenance Committee
A committee was formed to facilitate in resolving the disputes that arises among the villagers. Due to the efforts of this committee not even a single FIR was registered in the police station in the past 15 years.
The same committee looks after the street lights. In 1975 there were only 3 streetlights in the village but now the number rose to 60. The committee educates the consumers on the moral, ethical aspects of heinous practices of power theft and also on the importance regular bill payments.
Women Problems Resolving Committee
This Committee was elected by the leaders of the women Self-help Groups and Women Ward Members. The purpose of the committee is to eradicate domestic violence. They extend emotional counselling to the disputing couples and in-laws and persuade them to live with peace, harmony, love and respect one another.
Farmers Development Committee
This committee initiates to create awareness among the farmers to adopt appropriate practices, technologies etc for sustainable agriculture. The following are the achievements:
• Organized the farmers in to Raithu Vikasa Sangam and fostered the habit of regular savings
• Identified potential crops for higher incomes and increased the vegetable cultivation from 25 acres 150 acres
• Organize regular motivation camps inviting resource persons from agriculture department, NGOs etc.
• Promoting organic cultivation
• Tank desolation for water conservation
• Planning for more number of water conservation measures
Youth Committee
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 32
The committee encourages the youth to participate in community development activities of the village. The youth committee takes responsibility in organizing the village festivals and functions. They also monitor the proper functioning of village library.
Loans Recovery Committee This committee endeavours for credit and advances to farmers, women etc form banks and other institutions for different income generating activities. The committee motivates the borrowers and ensures 100% timely loan repayment to the lenders. They cultivate the habit of commitment and discipline among the villagers.
Committee to minimize the use of Plastics and Polythene to bring awareness on the hazards of the indiscriminate use of plastic and its by-products, an all Women Member committee is formed in 2010. Villagers are educated not to litter them but keep them in identified bins and send it for recycling.
Clean and Green Committee
This committee looks after maintenance of clean and green in the village. The following are the achievements:
• Take up avenue plantation and also ensure 100% survival by entrusting the responsibility to individual families. .
• Denial of purified water to the families that are negligent in maintaining greenery and in cleaning the slots allocated to them on the streets.
Mothers’ Committee
This committee monitors effective distribution of nutritious food supply to mother and children from ICDS. The mothers are provided counselling on better upbringing of their children.
Civil Supplies Committee
This Committee ensures that no fraud or corruption takes place in supply of food and other essential commodities through the ration shops on subsidized rates. The disputes arising between the dealer and the villagers are settled by the committee.
Chaitanya Shikshana Committee
A special committee is formed with active leaders in the village to explain the progress of the village to the visitors from Government departments, Gram panchayats, Media, NGOs etc. from India and abroad. The committee charges Rs. 1,600 per visit from the visitors. The village is receiving an average 2 visits a week.
Prohibition Committee
To improve the peace, harmony and prosperity of the village a special committee was organized in the village to ban the sale and consumption of alcohol. Though there was tough resistance from the local producer, sellers and consumers, the committee affected complete ban. This alcohol free situation is the first victory of the villagers which encouraged them to come together and identify the issues and problems and work in tandem to find solutions and implementation.
Gramaykya Sangham
This is a federation of all the self-help groups in the village. It is constituted with the leaders of different groups in the village. The committee coordinates and monitors the functioning of all the SHGs in the village and procures available benefits to the members from banks and different government departments.
Social Audit Committee
To ensure transparency and accountability among different committees in the village a special committee is formed to audit all the financial transactions from time to time.
Craftpersons’ Coordination Committee
This committee ensures that there is a good cooperation and just payments between the service providing occupational groups such as blacksmith, carpenter, barber, dhobi etc. and the general public.
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 33
Handout: Visioning
Taking advantage of the tendency of people at grassroots level to combine the vision with practical suggestions on what should be done; special attention could be paid to more closely correlate the service gaps with human development shortfalls.
Visioning at a lower level can also highlight local level priorities in concrete and practical terms and link them to local institutions, such as Primary Health Centers (PHCs), schools etc., which are accountable regarding those priorities.
Each district is unique in its own way and conscious efforts are required to identify and optimize relative strengths and advantages.
1. Stakeholder participation in envisioning: Vision must be formulated through intensive participation of stakeholders. It is especially important to ensure participation of women in general and those from the disadvantaged sections in particular. Women should be encouraged to actively reflect upon their issues and problems
2. A careful blend of prescriptions and suggestions may be resorted to while forwarding the vision framework from one level of decision-making to another
3. As the visioning exercise is carried through local governments, care should be taken not to lose the main thread. For example, if certain lead sectors are identified during the district visioning exercise then the visions at lower levels should ideally be in the direction of further detailing of those sectors, rather than emerging with altogether different priorities
4. Visioning for special needs and priorities: special need of dealing with issues relating to HIV/AIDS, domestic violence, prevention of discriminatory practices, prevention of child labour etc., which require intervention from local governments
5. Envisioning at the intermediate and village or ward levels: As the visioning exercise proceeds closer to the grassroots, it tends to telescope into the practical planning process
6. Preparing a 5-15-year perspective plan: The development of such a long-term perspective is very useful, because it steps beyond the four corners of implementation and looks at the far horizon
Building a vision for basic human development indicators would essentially cover health, education, women and child welfare, social justice and availability of basic minimum services
The vision for the production sector would correspond to the lead sector vision 7. Ideally, the perspective vision development should be undertaken by each local government.
For instance, each local government could propose that they will achieve the levels specified for each such aspect within a particular period of time (e.g. 90% literacy within two years, 100% immunization within one year, coverage of 90% habitations by a clean drinking water facility within one year, etc.)
8. Focus on sustainability in the vision: This would mean that aspects that are related to sustainability would need to be considered separately and addressed
9. Some of the important aspects that need to be part of the envisioning process are:
Preparing a vision plan for disaster management
Sustainable use of natural resources, particularly of water sources, forest wealth, soil conservation, biodiversity etc.
Sustainability of initiatives on improving livelihood opportunities, which include concentrating on the employment perspective
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 35
Handout: Planning and Budgeting at Panchayat level
Visioning
Vision must be formulated through intensive participation of stakeholders. It is especially important to ensure participation of women in general and those from the disadvantaged sections in particular
Visioning at a lower level should highlight local level priorities in concrete and practical terms and link them to local institutions, such as Primary Health Centers (PHCs), schools etc. which are accountable regarding those priorities
Preparing a 5-15 year perspective plan
Focus on sustainability in the vision
Responsive Planning and Budgeting in PRIs
Gram Panchayat has the primary responsibility of planning for economic development and social justice. In order to enable GPs to do so, Schedule 11 of the Constitution has listed 29 items. Any GP plan requires budget (resources) to achieve the targets fixed in the plan in all sectors. Budget tells about the planned/committed expenditure and the possible revenue generation from various sources. Once budget proposals are passed in Gram Sabha, it becomes the handbook for expenditure for one complete financial year.
Steps of Planning
Situation analysis
(i) Sectoral situation analysis for major sectors like: o Education o Health and Family Welfare o Food and Nutrition Security o Natural Resource Management and water security o Livelihoods o Energy o Infrastructure that includes: Housing and road
(ii) Analyzing the current status of women and marginalized sections of the village in each sectoral areas mentioned above
(iii) Funding available under various current central and state schemes and programmes
(iv) Finally the stocktaking exercise must answer few key questions such as: o what are the key development sectors o within sectors what are the strengths and challenges o what are the opportunities exist to address challenges
Developing sector and gender specific vision for development
Each GP is unique in its own way and conscious efforts are required to identify and optimise relative strengths and advantages. Identifying needs and priorities of the ward and village emerge from a rigorous visioning exercise, based on key questions such as: (a) Where do we want to see the village in next 5-15 years (b) Can that be achieved in next 5-15 years (c) Why do we want to achieve a certain level in subjects specified in goals (d) What changes will be required to achieve the stated goals and objectives (e) What kind of resources and efforts will be required to achieve these goals and objectives
Activity What to be done Responsibility Target Audience
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 36
Resource Mapping or Resource Calculation
Mapping resources coming from outside sources and institutions
Mapping Internal Resources such as income from taxes, cess, fees etc.
Visioning
o Process of sharing the sector wise stock taking
o Identification of Lead Sectors for development
o Analyzing each lead sector with ‘gender lens’ to identify specific needs of women and men
o Examining resources for potential lead sector
o 5-15 year vision/ year perspective plan
o Presentation of Vision and
Perspective Plan
Standing Committees and officials of GP Standing Committees and officials of GP Standing Committees
and officials of GP
GP Members and Gram Sabha GP Members and
Gram Sabha
Budget Preparation
At the level of Gram Panchayats the process of budget depends on o Tentative knowledge of sources of receipts and o Proposed expenditure in next plan and financial year
Majority of the Gram Panchayats have following sources of receipts: o Receipts from own sources such as tax, cess on tax, fees and user charges o Receipts from Centrally Sponsored schemes o Receipts from state sponsored schemes o Receipts on the basis of State Finance Commission’s recommendations and o Receipts through Central Finance Commission
Calculating receipts of Gram Panchayat is critical for stocktaking, visioning and preparing perspective plan and budget. The resources envelop presents the capacity of the institutions in terms of financial and other resources.
Step What to be done
Responsibility Target Audience
Example
Receipts Calculation of Receipts
Concerned Panchayat and Block level Panchayat
Gram Sabha and Panchayat Members
Panchayat will calculate its own receipts and CBOs such forest committee, health committee etc. will also inform GP about tentative flow of resources to GP for next financial year
There may be different types of resources that need to be mapped. It is important to remember that calculation of resources envelop does not mean calculating resources flowing to the Panchayat from centre or state or from any other agency. Resource mapping is much more than mapping the availability of funds.
Mapping External Resources: External Resources are basically coming from different known sources such as: (a) Central government funds (b) State government funds (c) Bank credit (d) Private sector funds
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 37
After identification of sources, of external funds, it is necessary to identify who spends resources under each source. The Panchayat should - (a) First identify and calculate resources spent by the institutions itself (b) Map the fund spend by institution working in the geographical and administrative
jurisdiction of the Panchayat (c) The exercise of mapping resources need to calculate the amount flowing to the area through
banks, CBOs, NGOs and other institutions
Mapping Internal Resources: Panchayats are institutions of local governance and they have their own sources of revenue mobilisation. These include - (a) Taxes imposed by Panchayat (b) Fees charged for providing services (c) User charges (d) Cess and Penalties (e) Royalty or share of royalty received from state government
It is important to calculate average annual receipts from all such sources. The internal sources provide untied funds and hence ensure the autonomy of the Panchayat. It is important to mention that the resource mapping should jointly be done by Panchayat and other institutions operating in the area. It is important for the Panchayat to - (a) Organise a meeting at Panchayat level to share the idea and importance of participatory
and gender based planning with all important stakeholders (b) Define the role of all institutions in the process of planning (c) Identify the tier-wise linkages of all institutions including line departments and banks
Taking stock of all funding streams and schemes: A census must be taken of all budget heads under which funds flow to the Panchayat. No single document contains all the basic information for budget analysis.
Breaking up scheme information planning unit-wise: The Panchayat should put together the budget, by culling out and listing its budget allocation for the year from each scheme/source -
Statement of budget allocations for each planning unit
Planning unit name and description
Financial year
A: Funds being credited to Panchayat account and directly spent by them
B: Funds being credited to other institutions below the Panchayat, but functioning in the same area
C: Funds being spent in the Panchayat jurisdiction by outside agencies, such as missions, line departments etc.
Scheme Allocation Scheme Allocation Scheme Allocation
1. 1. 1.
2. 2. 2.
3. 3. 3. Columns B and C are particularly relevant for Panchayats
Planning unit name and description XY Gram Panchayat Financial Year
A: Funds credited to Panchayats account and directly spent by it
B: Funds being credited to other institutions below the Panchayat, but functioning in the same area
C: Funds being spent in the Panchayat jurisdiction by outside agencies, such as missions, line departments etc.
Scheme Allocation Scheme Allocation Scheme Allocation
MGNREGS SSA (managed by VEC)
Electricity board/ distribution companies
Twelfth Finance Commission
Mid-day Meals Programme (managed by VEC)
State irrigation department, CADA
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 38
State Finance Commission
NRHM (Managed by Village Health Committee)
WCD, ICDS/ Anganwadi
Own revenues
Watershed Committee/ User Group
Public Health Engineering/PHED
NRLM/SHGs PMGSY Note 1: There are 3 kinds of inflows – funds directly into GP’s account and spent by it; funds credited to institutions working in the GP; and funds spent by outside agencies in a GP like NGOs. Note 2: Similarly planning and budgeting at Block level is done by consolidating all the GP plans and District level planning and budgeting is done by consolidating all the Block plans.
Based on this budget availability, community level planning in ward Sabha and consolidation of habitation/ward plans into village level plan in Gram Sabha emerges. These village plans would be developed into technical and financial proposals of GP for implementation.
Implementation
Implementation of development plans should be done by Gram Panchayat. If it is not possible then
take help of local organizations prevailing in the village. If these two are not able to do then one can
opt for private contractors.
Monitoring and Evaluation
Monitoring should be done by the Gram Panchayat to check whether the development process is going on in accordance to the plan or not
Social Audit: Auditing the progress of development plan and approval by Gram Sabha Evaluation of the outcome as per plan should be done by Gram Panchayat. Here they look at the
achievement and utilization of allocated budget.
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 39
Handout: Budget and Special Groups
Budget for SC and ST: Government of India adopted a new policy to ensure budgetary allocations to SC and ST from 1975 onwards which is followed by all state governments as well. Every rupee, of budget is divided into three components namely SC, ST and General. This division is made on the basis of share of population of SC and ST to total population. Thus, all the schemes of state and centre follow this pattern. This provision is made to ensure that financial resources reach to all section of society.
Gender Budget: A process of gender budget is adopted, both at the level of the Centre and the State, to ensure that both men and women get their due share in budgetary allocation as well as in expenditure of resources through various schemes and programmes. Governments have categorized all the schemes into two categories, which are:
Schemes where 100 percent allocation is for women e.g. Janani Suraksha Yojna (JSY)
Schemes where minimum 33 percent allocation is for women e.g. MGNREGA, IAY
How to Use Special Budgetary Provisions: The budgetary allocation for SC, ST and provisions of Gender budget will remain on paper unless it is used right from the planning to implementation. During the process of finalizing guidelines for decentralized district planning government of India made it clear that the local governments should also follow this pattern of budget, which is closely linked planning, and implementation.
Planning: It needs special care because budgetary division related to SC and ST together with gender budget is linked with including issues and problems of SC, ST and women in overall planning process. It is important to use following matrix while initiating planning -
Process of Inclusive Planning
Sectors for Planning
Dimensions of Planning
Issues of SC Community
Issues of ST Community
Issues of Minorities
Issues of Other Communities
Common
Issues
Issues Specific
to women
Common
Issues
Issues specific
to women
Common
Issues
Issues specific
to women
Common
Issues
Issues specific
to women
Education
Health and Nutrition
Livelihood
Management of Natural Resources
Infrastructure
Energy
Rights and Entitlements
The matrix presented in above table makes space and provision for identifying specific issues of SC, ST, minority and other communities separately. It also makes separate space for identifying and planning issues pertaining to each of the communities.
Allocation of Budget for issues identified: Once issues are identified class wise and within class gender wise, then it is important for the Gram Panchayat or any other planning unit to allocate resources accordingly. One way of doing it is to -
Calculate tentative availability of resources and share of gender budget under each schemes for each social group and Share this information with Elected members of each social group
Encourage the social groups and women SHGs to plan on the basis of resources calculated for each group and Integrate plan of different social groups into village plan
Allocate resources on the basis of comprehensive plan prepared by ensuring the participation of all groups
Communicate back to all social groups about possibility of budget availability in next financial year
After Planning it is important to develop a mechanism of monitoring there process of plan implementation.
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 40
Visioning: What can be done by PRIs?
Sectors What can be done by PRIs Education 1. Ensure 100% attendance of school going children in the village
2. Provide facility of education up to HSC for girls in the village 3. Partnership with private schools to provide qualitative
education to the children 4. Motivate parents of poor children to allow their children to go
to school
Health 1. Ensure availability of public health center at village level 2. Ensure regular check up of pregnant women and provide them
required supplements 3. Availability of a hospital for emergency situation
Sanitation and Drinking Water
1. Awareness among people about cleanliness and its benefits 2. Construction of public latrines in SC/ST colonies 3. Provide subsidy for construction of toilet in every house of the
village 4. Supply of drinking water from a community owned tank at
village level
Livelihoods 1. Promote collective farming among small and marginal farmers 2. Develop dairy and poultry sector 3. Ensure accessibility of credit at the time of requirement 4. Forming SHGs and Farmers co-operative for sustainable
livelihood
Infrastructure 1. Construction of water tank at village level to conserve rain water and fishing
2. Construction of the village roads 3. Construction of community hall for villagers 4. Opening a library for villagers 5. Watershed development for irrigation of agricultural Land
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 41
Module 11: Leadership (5 hours + 5 hours) Session Ssn. Title Sub-Topics Expected Outcomes Methodology Material Resource
Persons
1 Decision-making (90 min)
Dynamics of decision-making.
Women in decision- making.
Increased awareness of strategies to increase participation of women in decision- making in the household and in local governance.
Interactive discussion;
Experience sharing;
Game (Win As Much As You Can Win).
Handouts
Flip Charts
Posters
Markers
2 Self-confidence and Leadership (90 min)
Self-confidence/ Self-esteem
Effective Public Speaking
Good Leadership traits/styles
Leading a Group
Stress Management
Increased ablility to speak with confidence; develop leadership skills and take decisions; to articulate their views and deliver speech in the public.
Warm up exercises
Games
Brainstorming
Discussions
Role play
Q –A sessions
Demonstration
Practice
Charts
Handouts
Note books
Pencils
Brown Sheets
Marker Pens
Pinup Boards
3 Conflict management, Problem solving Negotiation and Persuasion
(90 min)
Conflict Management, Problem Solving, Negotiation and Persuasion
Increased ability to handle conflict with ease and negotiate effectively for problem solving, to describe the steps for effective community mobilization and networking.
Warm up exercises
Games
Brainstorming
Discussions
Role play
Q –A sessions
Video demo
Charts
Handouts
Note books
Pencils
Brown Sheets
Marker Pens
Pinup Boards
Daily Exercises/Yoga
Practice Demonstration
Practice
Note: This module is to be distributed on all the five days. Stress Management (Yoga) practice is on all days.
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 42
Handout: Steps for Decision-making
The most difficult and critical step in the decision-making process is to identify and clarify the problem or issue. Without proper attention paid to this step, boards may come up with a solution that fails to address the etiology of the problem.
The classic decision-making cycle looks like this:
The following is a list of healthy ways one can take better control on their life.
Improve your self-confidence. Believing in yourself is an important aspect on making decisions as you are able to feel confident that you are making the appropriate decisions
Analyze the situation you are dealing with so that you can make a decision
Know what you want to accomplish and what steps need to be taken to get things done
Do not worry so much about the end results as the most important thing is that you tried your best
Avoid over thinking or rationalizing and not doing things as it will keep you from even giving it a try
After making a decision, try acting out on it as soon as you can to avoid changing your mind or doubting yourself
Avoid leaving what can be done today for tomorrow as it might not ever come
Do not be afraid to make a quick decision as it does not necessarily mean it is irresponsible or will not work out. When you know, what you want there should never be any doubts
Consider all alternatives before making a final decision to assure you are doing the best thing possible for your situation
Avoid letting others make decisions for you as this can be crippling and keep you from being comfortable enough to make your own decisions. It is all right if you want to take others opinions into consideration
Avoid the blame game or guilt trip with yourself. Once you have made a decision, stick by it because you feel you made the right choice. This can also impact your ability to make decisions in the future
Try to always be realistic about the situation that you are presented with even if it means recognizing your faults
Ask for opinions from people you can trust as this can help you make a decision you are not sure about
Think before acting out on a decision. Remember to only act on a decision that has been finalized
If necessary, brainstorm so that you can evaluate the situation and decide
Provide Inputs and
Outside Knowledge
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 43
Handout: Way to develop Self-confidence
What is Self-Confidence?
Self- confidence is an inner state or feeling that may be demonstrated in posture (e.g. hesitant steps
vs. brisk walking), Voice (e.g. quivering vs. flowing), facial expression (e.g. worried frown or shaky
smiles vs. interested alert expression) and gestures (e.g. unnecessary hand movements vs. dignified
and purposeful body language).
Fig.1: The Ways to Improve Self-confidence
High aspiration
Developing Skills
Setting optimum Goals
Good Public speaking skills
Effective Communication skills
Interest to learn skills
Good Negotiating skills
Team spirit and Networking skills
Acquiring experience Avoiding Frustration
Good performance
Common behaviours associated with self-confidence
Having faith in oneself Doing things that one believes in and being responsive to others concerns Willing to take risk and not being hesitant to handle new situations Admitting one’s mistakes and be willing to learn from them Accepting compliments warmly from others Believing in living life to the fullest
Balanced Self-confidence/Correct Projection of Self
Self-confidence is about balance. At one extreme, we have people with low self-confidence.
At the other end, we have people who may be over-confident.
If you are under-confident/low self-confident, you will avoid taking risks and stretching
yourself; and you might not try at all. And if you are over-confident, you may take on too
much risk, stretch yourself beyond your capabilities, and crash badly. You may also find that
you are so optimistic that you do not try hard enough to truly succeed.
Getting this right is a matter of having the right amount of confidence, founded in reality and
on your true ability. With the right amount of self-confidence, you will take informed risks,
stretch yourself (but not beyond your abilities) and try hard.
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 44
Good Leadership
Styles of leadership Traits/Skills
Autocratic - focused on the task; hard on
followers; there is little or no allowance
for co-operation or collaboration.
Laissez-faire - allows participants
perform at their will and pace; s/he does
not exercise any control but values only
the relationship with others.
Detached - neither concerned about the
task nor the relationships.
Democratic – seeks consensus for
decision-making and implements the
majority decision.
Responsible Team Leader - encourages
the team to reach goals effectively, while
strengthening the bonds among the
members. S/he changes the methods of
leading based on the situation and
context. Also, s/he is high on mentoring
followers into future leaders.
Good communicator
Realistic and have transparency in operations
Fight worries/issues rather than people
Sensitive to the needs of women and other
vulnerable
Understand problems
Avoid hasty judgements
Good listener
An optimistic outlook
Innovative & creative
Planning based on people’s needs
Effective organization of functional activities
Identifying correct person for a job
Facilitate team work
Coordination of activities
Transparency and accountability
Networking skills
Public speaking skills
Ability to employ multiple leadership styles
based on the need and the context
Leading a Group
Take Initiative
Talk to each members individually and understand the motives
Set a goal which motivate most of them to participate
Brainstorm with group members to plan the activities to achieve the goal
Treat everyone equally, delegate responsibilities
Stress Management
Leaders often feel stress. Women leaders are particularly vulnerable because they often carry heavy workloads both at workplace and at home also.
Use the following "stress busters" whenever you feel your stress level rising- o Be present. Live in the moment. Worrying about the past or future is not productive.
When you concentrate on the present, you do have time for stressful fretting. o Grow, or let go. When you are criticized, do not take it personally. Analyze it. o Is the same repeat criticism being repeated? If so, perhaps it is valid and points out an
area that needs work. If not, and if you believe the criticism is unjust, let it go. You can't change some people's minds if they choose to be unfair.
o Do your personal best and don't compare your performance with others o Trust yourself and your abilities o Don't let tensions build up inside until you feel like bursting. Get another person's
opinion to help you put the situation in perspective o Meditate and Practice Yoga
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 45
Handout: Conflict Management
What is a conflict?
A conflict is the expression of disagreement between individuals or groups that differ in attitudes, beliefs, values or needs, through which the parties involved perceive a threat to their needs, interests or concerns. It can also originate from past rivalries and personality differences. Other causes of conflict include trying to negotiate before the timing is right or at a time before the needed information is available.
A conflict has the following components:
It is a situation in which people perceive a threat to their well-being
A conflict is caused by the differences and clash of personalities, attitudes, values and needs.
A conflict arises when people try to make others change their actions
Participants in conflict tend to respond on the basis of their perceptions of the situation, rather than an objective review of it
It is also important to understand the underlying differences that distinguish the concepts of conflict prevention, conflict management and conflict resolution.
1. Conflict Prevention implies anticipation of a possible conflict and taking measures beforehand to ensure that the conflict does not arise.
2. Conflict Management means limitation or mitigation of a conflict, without necessarily solving it, so that the work-process is not disrupted.
3. Conflict Resolution means eliminating the conflict by arriving at a mutually beneficial outcome. In other words, conflict resolution refers to the resolution of the underlying causes of conflict and mutual acceptance of each of the contending parties.
Conflict Resolution
STYLE CHARACTERISTIC BEHAVIOUR USER JUSTIFICATION Avoidance Non-confrontational. Ignores
or passes over issues. Denies issues are a problem.
Differences too minor or too great to resolve. Attempts might damage relationships or create even greater problems.
Accommodating Agreeable, non-assertive behavior. Cooperative even at the expense of personal goals
Not worth risking damage to relationships or general disharmony.
Compete: Win/Lose Confrontational, assertive and aggressive. Must win at any cost.
Survival of the fittest. Must prove superiority. Most ethically or professionally, correct.
Compromising Importance for all parties to achieve basic goals and maintain good relationships. Aggressive but cooperative.
No one person or idea is perfect. There is more than one good way to do anything. You must give to get.
Problem Solving or Collaborating
Needs of both parties are legitimate and important. High respect for mutual support. Assertive and cooperative.
When parties will openly discuss issues, a mutually beneficial solution can be found without anyone making a major concession.
Conflict Resolution Skills
Occasionally as a leader, you will be in a position where you will need to deal with conflict between two or more people. When that occurs, you will need some skills/knowledge to deal with it effectively. Below are a few simple ideas -
Do not take sides
Do not allow yourself to become emotionally involved
Trainers’ Manual: Promoting Women’s Political Leadership and Livelihoods Page 46
Assume from the beginning that all participants have legitimate positions
Listen quietly no matter how unreasonable or violent the remarks are
Judging is not your task, so avoid “I’m right, you’re wrong”
Allow all expression and emotions to be voiced without any interference or negative
reaction on the listener’s part
Listen with all your senses to understand whether a person is really conveying one message
but meaning to convey something else
Avoid interrupting or arguing
Remember the importance of individual differences
Be wary of telling your own personal experiences— listen instead
Being told “everyone feels that way” makes it seem that you think this “immediate and
crucial catastrophic predicament” is rather common and insignificant
Be aware of your biases and/or prejudices in relating to groups or individuals whose
personalities may clash with your own
If the participants can’t possibly talk with each other, have they talked separately with you?
Don’t be afraid to clarify a point