Situated on the banks of the Betwa river, this village typifies all the features of Bundelkhand’s ravine topography, with deep gullies and undulating land. During the rains, the water pooled around homes and created a morass of mud. Deep nullahs filled with swirling water made it dangerous for children to go to school; women and children would slip on the muddy paths. Mobility was made more difficult because this remote village is at least 25 km away from the district office.

But all that has changed. When we visited the village in June 2007, we saw cobbled brick streets (kharanjas) and cemented drains.

The scheme for the streets and improved drainage was sanctioned by the pradhan and brought about through the micro community planning initiatives of PACS Programme partner Bharat Gramudyog Vikas Samiti ( BGVS).

The initiatives are based on a platform of community-based groups.

Community groups

In the initial stages of the BGVS project, self-help groups (SHGs) for both men and women were set up. The chief objective of the SHGs was to bring the community together on a common platform and initiate discussions on livelihood issues. Also, to acquaint people with the basic concept of saving.

Says Abhishek of the BGVS: “It was clear that if we had to make an entry in Bundelkhand, we would also have to involve the men. The male SHGs could help keep records and accompany the women to banks and so on. This collaboration proved to be a success.”

The SHGs were set up in November 2004. Women who had never ventured into the bazaar or outside their village, and who could not even talk to strangers, began developing the confidence and skills to deal with administrative and bank officials.

Another community-based group, Rural Development Units (RDU) or Gram Vikas Ekais, was set up in March 2005. People who had evinced an interest in village development work were selected; the units comprised village elders, panchayat members and others.

RDUs were meant to:

• Identify the main problems of the village and conceptualise welfare schemes.
• Partner with the panchayat and other community welfare groups for development schemes.
• Mobilise local people in successful implementation of such schemes.
• Find ways to optimally use public utilities like land and waterbodies (tanks and ponds).
• Support local administrative efforts to resolve social problems.
• Inculcate a sense of self-sufficiency among groups, and disseminate information on various subjects that has been procured from gram suchna kendras (village information centres).

Another community group, set up in March 2005, was the Women’s Empowerment Unit (WEU) or Mahila Sashaktikaran Ekai. Meetings were held and capacity-building steps undertaken so that the women could themselves tackle issues of education, health and hygiene.

WEUs were meant to:

• Ensure that children and women received their inoculations from ANMs (Auxiliary Nurse Midwives).
• Ensure proper functioning of schools.
• Disseminate information on various development and welfare schemes through meetings.
• Identify problems and issues related to women.
• Partner with RDUs in development works.

Both RDU and WEU members received training so that they could hold meetings and raise issues with the district office.

Above the village level, a Bharat Prayas Manch (BPM) comprising 12 members from a cluster of three villages was set up. A total of 12 such BPMs, covering 36 villages, were formed.

Planning by the people

The BPM for the villages of Sikri Vyas, Takariya and Aiedha was established on August 15, 2006. Again, the members selected included enlightened individuals who were aware of various issues and who could guide the community. Members of the BPM, over the course of a series of meetings, identified and prioritised the main problems of the village.

Then, with some inputs from the BGVS, micro plans were drawn up. In the case of Sikri Vyas, members of the RDU and WEU held an awareness meeting to which the newly-elected pradhan was invited. It was agreed that the most urgent task at hand was to draw up a micro plan for the kharanjas and implement a rudimentary drainage system.

The pradhan was formally approached in October 2006 with a plan; by December 2006 the plan had been implemented.

The BPM has now decided to take up another issue. The undulating land makes it difficult for farmers to grow crops on the lower fields because of poor rainfall and lack of irrigation. Because of this, around 1,200 acres of land has been lying unused for four years. Since the village is close to the Betwa river, the villagers have drawn up a micro plan for an irrigation system with six check-dams and two canals.

The BPM believes the scheme will reduce soil erosion and make the land more productive. This, in turn, will help check migration. They have approached the authorities at the Block Development Office (BDO) and are pursuing the matter.

Another instance of micro planning was successfully initiated in Padua village, Dakor block. This village has a mixed population of six communities -- most of whom are Harijans or Thakurs.

During a meeting held in the village, a number of small and big problems were raised. These included irregular visits by ANMs to inoculate pregnant women and children, absence of a proper road to the school, no anganwadi, and a high level of unemployment among the youth.

The problems were evaluated and it was agreed that the most pressing and serious issue was that of unemployment.

Among the five communities, only the Joshis (Brahmins) were able to earn a livelihood through farming. The other communities owned plots (approximately 467 bighas) but could afford inputs only for a single rabi crop. They found it difficult to get work as labourers for the remaining six months.

Through the BMP, meetings were organised and a micro plan of how to access the National Rural Employment Guarantee Scheme (NREGS) and target the needy was drawn up on April 15, 2006.

From April 15 to April 30, 2006, a drive was undertaken to target the neediest families and help them fill in applications. Forty-one of the 49 families eligible for the NREGS agreed to apply for job cards and make a representation for work to be sanctioned and allotted.

Thereafter, from May 1 to June 15, efforts were directed at acquiring job cards. Work was undertaken from July 2006 to March 2007.

Other examples of successful implementation of micro plans include:

Improving educational standards in Muhammadabad, Dakor block

Muhammadabad has a mixed population of Lodhis, Muslims, Chamars, Mehtars, Nais and Brahmins.

When the BPM met to discuss the problems of the village, it decided that the issue of primary education should be given priority. It was observed that at least 50 children did not attend school, the teacher would come in late, the junior school was situated over a kilometre away, and girls found it difficult to attend the school that was located in the next village.

As a preliminary step, two SHGs that had been started in 2004 decided to take up the task of improving educational levels by setting up a proper school, in April 2005. The problem of accommodating 100 students was solved by requesting a lawyer to permit the holding of classes in the four rooms he owned; the plan was implemented by July 2005.

Children at the primary level started receiving quality education and those from the neighbouring village also began attending the school.

Ensuring proper access to a Harijan basti in Khadani village

Both Khadani and Vinora, which are part of one panchayat, have been designated ‘Ambedkar’ villages because Harijans form 75% of the population. The WEU and RDU agreed that the main problem was the poor condition of roads leading to the Harijan basti.

Despite several appeals, the panchayat had done nothing to remedy the situation. It was decided to mobilise the entire community. A signature drive was undertaken and a petition placed before the gram sabha by a male representative. A drive was organised to mount pressure on the pradhan. He was informed that if the problem was not solved the matter would be placed before higher levels of the administration.

The pradhan took up the matter and sanctioned a plan for laying kharanjas and opening up access to the Harijan basti. Furthermore, the work was allotted to SHG members who started work on August 15, 2006. They were paid for their labour, under the NREGA. Thus, people got their road and also received the benefits of employment.

Augmenting livelihoods through community agricultural enterprise in Muhammadabad village

The Jai Mai Kali women’s self-help group, set up in 2002, has 10 members who come from very poor and marginalised communities. Starting with an initial contribution of Rs 20 per member, per month, the SHG was able to save Rs 11,585 and a loan of Rs 31,000 was sanctioned by the State Bank of India at Orrai.

This was distributed to the various members who used the money to pursue livelihood options such as cattle rearing, starting small sewing enterprises, and running shops. In 2006, five members came together and drew up a micro plan for farming both kharif and rabi crops.

Since they were all landless, they contracted land for a year. After the first rains, the kharif crop of urad and til (sesame) was sown and, later, in the month of October, wheat was planted. After a detailed cost analysis was done, it was found that each member had earned a profit of Rs 15,350 per annum.

he galvanising of communities has meant that each person takes the initiative. For example, SHG members in one village starting holding classes themselves when there was a shortage of teachers. Another SHG took an advance from the bank to start a school, while another is drawing up a micro plan to open up a computer training centre.