1. Owning Her Future Sarathi Development Foundation
Project Saloni: Reflections on the Past Three Years and Way Forward
September 2015

2. Contents Particulars Introduction
Section 1 : Overview of Program Activities
Slum Mapping & Clustering
Integrated Slum Planning
Behavior Change through Community Resource Centers (CRC)
Behavior Change through Saloni Mitras (Community Volunteers)
Behavior Change through Adolescent Girls Groups (AGG)
Behavior Change through Women’s Groups (WG)
Convergence, Documentation and Capacity Building
Section 2: Human Resources, Financials and Impact Assessment
Human Resource Structure
Financial Snapshot
Impact Assessment
Section 3: Challenges, Dasra Capacity Building, and Way Forward
Challenges
Capacity Building Support by Dasra
Way Forward
Stories of Change
Firdaus
Renu
Archana
Glossary
Page Number 3
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12-17 13
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16-17
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19-21
22-25
26-27
28-29 28 29 30 31 2

3. Introduction An Overview of the Basics Initial Strategy
Sep’15 marks the end of the three year Dasra Giving Circle (DGC) engagement. Over the past few months, Sarathi has worked towards developing a future strategy for Project Saloni. This document sheds light on future plans, while also capturing highlights and successes of Project Saloni’s past three years.
Sarathi was profiled in Dasra’s research report Owning Her Future, which sought to understand the most effective ways to empower adolescent girls in India’s most backward states. Engaging youth, mobilizing communities, tracking adolescents and building networks were some of the high impact interventions identified by our research and were used in assessing Sarathi’s program.
Sarathi Development Foundation’s Project Saloni was selected by the DGC in 2012, to help empower adolescent girls in 700 urban slums in Lucknow, Uttar Pradesh, amongst three of India’s least developed states with respect to health, education and safety of adolescent girls aged years.
Initial Strategy
Project’s Saloni’s initial strategy was directed at engaging adolescent girls across 700 urban slums in Lucknow, by leveraging Sarathi’s past experiences in mobilizing communities using tried and tested participatory tools from existing programs Bal Bandhu, SAKAR and Garima Abhiyaan.
The core intervention involved (1) behaviour change counselling, targeted at influential stakeholders, such as peer groups, family members and local community institutions, and (2) skill development of vulnerable girls through Community Resource Centers (CRC) established within slums.
Project Saloni’s focus was on empowering adolescent girls by increasing their awareness on education, gender and sexuality, lifeskills, reproductive health and prevention of violence against women.
Revision of Strategy
Towards the end of the first year, Dasra facilitated conversations on the strategic direction of Project Saloni and its focus on adolescent girls. As an outcome of these conversations, Dasra and Sarathi agreed to reduce the number of slums committed in the original three year plan from 700 to 400. This decision incorporated feedback from program beneficiaries, who demanded additional support from behavior change agents trained by Sarathi. The organization was keen to reduce the program’s scale, allowing more time for trainings to enhance the capacity and involvement of these change agents.
In the short-term, the shift in focus was intended to help set clearer and more ambitious output and outcome indicators on adolescent girl empowerment, and introduce an externally conducted evaluation of impact on adolescent girls
While we have had mixed-success on the short-term goal, the longer-term effect on Sarathi’s organizational culture and priorities, which are clearly moving towards more adolescent girl programming and towards strengthening sustainability of the program, are very exciting
Future Strategy
Sarathi will extend Project Saloni for 18 months in the existing 400 slums with the aim of serving unmet needs of adolescent girls and strengthening community mechanisms for an eventual transition
This extension will cost INR 65 lakhs. Sarathi is actively engaging funders to support not only the current 400 slums, but expansion in the remaining 300 slums. Sarathi’s commitment towards adolescent girl empowerment is increasing as it integrates similar interventions into new programs 3

4. Overview of Program Activities
Behavioral maps with 8 indicators for each household.
The Slum Action Plan, with the issue, solution and next action points
Section 1
Overview of Program Activities

5. Actual Implementation Next Steps: Oct’15 to Mar’17
Project Saloni: Overview of Program Activities (1/7)
I. Slum Mapping & Clustering
Original Plan
Actual Implementation
Next Steps: Oct’15 to Mar’17
In 2012, Sarathi planned to map 700 slums and divide them into :
7 Sectors.
28 Clusters (25 slums per cluster).
140 Micro Cluster (5 slums per micro cluster).
Mapping all of Lucknow’s slums was necessary to enable effective control over such a large area of operation.
Prior to implementation, Sarathi realised that certain slums identified during the census were not considered slums by the Government. Hence, Sarathi took upon this process to segregate slums into Government notified and non-notified ones.
The plan consisted of:
Landscaping by visiting the various locations and understanding the regions and number of slums
Building initial rapport with communities through multiple meetings.
Including other stakeholders in interactions, such as anganwadi workers, Government staff at Health Posts, Mohalla committees, existing women’s groups, groups working on ‘DWCUA’ (Development of Women and Children in Urban Areas) and schools.
As planned, 700 slums were mapped and divided into:
28 Clusters (15 slums per cluster).
90 Micro Cluster (5 slums per micro cluster).
Sarathi’s relationship building process during mapping enabled them to recognize adoption friendly slums and those that were not open to Sarathi’s intervention. The team further segregated slums by this criterion
Sarathi’s team conducted ‘entry point’ activities, such as health camps, to gain buy in from communities. Other activities included transact walks, community meetings and household and supervision visits to assist girls groups that were beginning to form organically due to early engagement in slums.
The team developed various maps during this stage, including:
Slum overview maps to identify the number of slums and households in the area and profile the status of basic services such as condition of roads.
Sector specific maps to detail clusters, micro clusters and slums, enabling smoother planning, execution and monitoring of the program.
Social maps to capture household level data
Social behaviour maps to plot and then monitor 8 critical behaviours in household with the help of symbols. These included HIV, hand washing, child marriage etc.
No further mapping will be done as the same had been completed for all 700 slums.
However, some data collection is still going on. This includes mapping of girls who were left out of the initial mapping as the initial CRCs had included 30 girls each, whereas in some of the slums the total number of out of school girls was more than 30. Hence, the balance girls were left out at the time.
Slum Action Plans have proved their effectiveness as a tool for self advocacy and engaging stakeholders such as schools, anganwadis, and elected ward members. AGGs will be oriented for its use as a communication tool to escalate their issues and engage with government service providers independently. 5

6. Actual Implementation Next Steps: Oct’15 to Mar’17
Project Saloni: Overview of Program Activities (2/7)
II. Integrated Slum Planning
Original Plan
Actual Implementation
Next Steps: Oct’15 to Mar’17
Create Slum action plans (SAP) and maps for 700 slums.
Induct 2,800 Saloni Mitras (SM), 4 per slum.
Form 2,100 Adolescent Girl Groups 3 per slum.
Sarathi needed to assess the number of women and children (including out of school children) to be covered. ICDS coverage was used for the assessment including engagement with the anganwadis and ward members.
This process would encompass:
Understanding the demographic layout of the region in detail.
Developing a database that was useful not only to Sarathi but also for the Government and other NGOs that could use this data for planning policies and programs.
Developing an internal baseline on key program indicators.
During Q4 (end of year one), a strategic decision was taken to reduce the number of slums covered from 700 slums to 400 slums . This was done with the aim of deepening the focus on adolescent girls by reducing the breadth of the program.
The revised strategy was implemented Q5 onwards. Revised targets and achievements were as follows:
400 Slum Action Plans (SAP) and maps created.
1,600 Saloni Mitras 4 per slum inducted .
1,200 Adolescent Girl Groups (AGGs) @ 3 per slum formed.
Documentation: A weekly reporting system was developed wherein sector coordinators would collect field-level data and send the same to the project co-ordinator who would then compile all the information in one document, which would be sent in the form a monthly update to Dasra.
Various issues related to adolescent girls were recognized after Sarathi began its intervention: including sanitation, nutrition, safety, vocational training, menstrual hygiene, immunization, and decision making, and the importance of secondary and not only primary education. These matters were updated in the SAPs and noted as matters of discussion in AGG meetings.
The ownership of SAPs will pass on to Saloni Mitras who have already been diligently updating the maps and taking ownership of the same. The role of the cluster coordinators, previously managing clusters and SAPs, is already being transitioned to one of monitoring and mentoring Saloni Mitras to take responsibility for the same.
These SAPs will be used as tools for advocacy by girls, as they document the current problems with probable solutions that can be achieved through one of the following 3 types of solutions:
Community action
Individual/Family action
Service delivery action
A meeting calendar will be provided to the cluster coordinators to coordinate meetings between intermediaries, such as anganwadis, ICDS and other ward committee members and the Saloni Mitras. The focus of these meetings will be issues recognised by Saloni Mitras and adolescent girls. 6

7. Actual Implementation Next Steps: Oct’15 to Mar’17
Project Saloni: Overview of Program Activities (3/7)
III (a). Behavior Change through Community Resource Centers (CRC)
Original Plan
Actual Implementation
Next Steps: Oct’15 to Mar’17
Establish 28 1 per cluster (25 slums) to cover all 700 slums.
CRCs would run for 4 months at a time, with 30 girls each attending 4 hour sessions over 6 days a week.
CRCs would be run by CRC counselors who would be engaged for a period of 20 months.
Apart from the 4 hour sessions, CRC counselors would also conduct household visits as well as community behavior change sessions.
CRCs would serve as the highest level of intervention with out of school girls/ drop outs.
Sarathi implemented 4 months long life skills courses at the CRCs in five cycles ; first cycle in 7 micro clusters in January 2013, second cycle in 14 micro clusters in August 2013, third cycle in 28 micro clusters in January 2014, fourth cycle in 28 micro clusters in May 2014 and fifth cycle in 3 micro clusters in December Micro clusters were revisited due reasons given in second column.
Initial plan to open 28 CRCs was followed through for 400 slums (80 micro clusters)
These CRCs served as high touch engagement points for not only out of school girls but also school going girls left during initial mapping process who could not be enrolled due to limited space in centers. They were covered through open sessions on life skills.
4 hour sessions were held 6 days a week, over a span of 4 months, a comprehensive guide book on lifeskills, participatory tools and educational material (I am Girl, mobility matrix, role plays, flash cards, facts for life) were used to facilitate learning, participation and communication processes.
Frontline workers like school teachers, ICDS workers were invited for interactive sessions on government service provisions.
Before and after the sessions, counsellors visited parents for their feedback and to invite them to CRSs and motivate them to support girls.
For 25 micro clusters, the CRC counsellors conducted repeat sessions to bridge learning gaps identified through pre post CRC sessions and provide opportunity to those who could not participate in first round of CRCs due to various reasons such as lack of family cooperation ,low motivation
6 CRCs are still running and will continue to do so till end-Sept’15. These centers were started in the slums where adolescent girls participation was low.
Sarathi’s focus will be on providing lifeskills training to girls who attend the CRCs.
As part of Saloni legacy, Sarathi aims to have 400 CRCs functioning post Sept’15, one per slum
These would be referred to as information centers.
Information centers will be run by Saloni Mitras and AGGs.
Sarathi will play the role of a facilitator.
Information centers will provide a safe space for SMs and AGs to discuss their issues as well as serve as a center where all relevant information for the community, especially AGs, will be available.
Examples include providing necessary forms for registration, such as Aadhar cards, opening bank accounts, housing & toilet facility from DUDA, important contact numbers of service providers – ward members, senior government officials, women helpline, hospital help line etc. 7

8. Actual Implementation Next Steps: Oct’15 to Mar’17
Project Saloni: Overview of Program Activities (4/7)
III (b). Behavior Change through Saloni Mitras (Community Volunteers)
Original Plan
Actual Implementation
Next Steps: Oct’15 to Mar’17
Induct 2,800 Saloni Mitras 4 per slum across 700 slums.
SMs to be nominated by the community during slum mapping.
Train 1 SM per slum, who would then train the other 3 SMs.
Train and build the capacity of SMs as change agents in communities, capable of sustaining the intervention without Sarathi’s support in the future.
The role envisioned for SMs included:
Help in conducting the baseline, data analysis, and household visits
Updating Slum Action Plans
Support in facilitating behavior change through participatory tools led by CRC counselors and Sarathi’s full time team of cluster coordinators and sector coordinators.
Post the plan for deceleration to 400 slums, 1,600 SMs were per slum for 400 slums.
A total of 400 SMs 1 per slum.
Beyond the role envisioned for them, SMs assumed more responsibility than had been planned for them. From taking ownership of the SAPs to escalating community issues such as water& sanitation. SMs are also emerging as local entrepreneurs setting up beauty parlours, tailoring centers.
They are recognised as behaviour change communicators and support providers to the community and front line functionaries. Attending government forums like ICDS sector meetings coupled with their work is enabling them earn respect and recognition within the community.
Listed below are significant additional activities that took place, beyond the original plan:
Saloni Sabhas: An additional platform for AGs to voice their concerns and issues, and for SMs to take ownership for their slums. These involved meetings between SMs and AGGs across slums, often during mohalla committee meetings. SMs would give a brief of SAP and their updation
Saloni Mitra networking meetings: These meetings were held on a quarterly basis at a micro cluster level
Saloni Stalls: These are set up as information centers for adolescent girls by SMs to disseminate information
Build the capacity and provide needs based training to SMs so that they function as the feedback mechanism instead of the cluster coordinators.
SMs have shown exemplary initiative and Sarathi believes that with the right support they can add more value and take on more responsibility than initially planned.
SMs will also be used to train AGGs, easing the burden on cluster coordinators.
SMs will also take ownership of the SAPs as well as management of the information centers (see the previous page for more on information centers).
A recent example: SMs recognised primary schools where classes did not have any teachers and took it upon themselves to take classes for the children by consulting with the authorities in the area. 8

9. Actual Implementation Next Steps: Oct’15 to Mar’17
Project Saloni: Overview of Program Activities (5/7)
III (c). Behavior Change through Adolescent Girls Groups (AGG)
Original Plan
Actual Implementation
Next Steps: Oct’15 to Mar’17
2,100 groups per slum for 700 slums.
10 girls per group.
1 group leader per group.
AGGs to conduct monthly meetings where they identify problems girls face, take ownership and find solutions to these problems as a collective.
These meetings would be facilitated by cluster coordinators and Saloni Mitras.
The AGGs would be mixed groups with girls attending school and those out of school, as opposed to CRCs which only comprised of out of school girls.
Post the plan for deceleration to 400 slums, 1,200 AGGs were 3 groups per slum.
Number of girls per group varied from
Facilitation of meetings was done by the group leader on a rotational basis.
From Jan’15, an initiative called Saloni Sanchar Manch was established, where meetings were done at the micro cluster level each quarter. AGG leaders meet anganwadi staff, school teachers, ANMs, and shared success stories. Thematic information on vocational training, for example, was also shared with the AGG leaders
Various agencies collaborated with Sarathi to train AGs in skills that enhance employability skills, distinct from the lifeskills taught in CRC sessions:
Bank of Baroda: 210 girls trained in computer literacy, making artificial jewelry and garments
District Urban Development Authority: 4,526 girls trained in computer literacy and making garments
Ganna Anusandhan Kendra: 84 girls trained in making candles and incense sticks
Welfare Society: 115 girls trained in making garments
ICIC Academy: 105 girls trained in being office executives
Integrated Child Development Services (ICDS): 4,677 girls trained in making garments, embroidery, beautician courses
Out of the 9,717 girls trained, 1,516 have secured employment.
Sarathi’s focus for adolescent girls moving forward is to conduct Participatory Learning and action (PLA) sessions – a method developed by Ekjut.
These sessions will be held in the AGGs on a monthly basis.
Sarathi has identified 4 key areas directed at AG empowerment to be discussed during PLA sessions in an open community setting:
Legal literacy
Financial literacy
Reproductive health
5 basic hygiene behaviors: menstrual hygiene management, toilet use, water and food handling and hand-washing. 9

10. Actual Implementation Next Steps: Oct’15 to Mar’17
Project Saloni: Overview of Program Activities (6/7)
III (d). Behavior Change through Women’s Groups (WG)
Original Plan
Actual Implementation
Next Steps: Oct’15 to Mar’17
No women’s groups were envisaged during the PPM stage.
For Sarathi to be able to approach and work with AGs, it was necessary for them to establish relationships with older women in the communities. This is because women were initially weary of their daughters being inducted in the intervention.
As the program commenced, Sarathi decided to form :
400 Women’s 1 per slum
10-12 women per group
1 group leader appointed per group
WGs met on a monthly basis, with meetings facilitated by cluster coordinators.
This intervention was a route for Sarathi to approach women and explain their work and gain their trust. It was understood that Sarathi will be unable to reach girls unless women were reached.
At the same time, issues specific to women such as institutional delivery, ANCs, immunisation, financial inclusion were discovered and worked on.
Certain AG related outcomes that were noted include: reduction in home births, spreading education about the negative impact of child marriage, new born nutrition.
Women ‘s Groups will be encouraged to develop their own credit source to meet domestic and livelihood related requirements.
As experienced in Sarathi’s other project, SAKAR, WGs also provide support to adolescent girls for starting their own business activities. 10

11. Actual Implementation Next Steps: Oct’15 to Mar’17
Project Saloni: Overview of Program Activities (7/7)
IV. Convergence, Documentation and Capacity Building
Original Plan
Actual Implementation
Next Steps: Oct’15 to Mar’17
Form linkages with the Government, through platforms such as convergence workshops, to enable provision of services to improve the conditions of adolescent girls especially in the sectors of education, health and nutrition.
Conduct quarterly meetings with the District Urban Development Authority (DUDA) to build their awareness about the program and to ensure buy in.
Develop ‘Saloni Road Map’, a document that will codify processes, protocol and outcome/ impact of the model, into replicable modules and work as a product for wider dissemination and use.
Institutionalise the program by building community systems , facilitating community based micro planning systems and engaging government service providers.
Since Q9, monthly meets held with sector level departments of the Government to discuss integrated slum planning , demand generation for services, engagement of AGGs and SMs.
Areas of convergence expanded to include water, sanitation , vocational training and financial inclusion.
Frontline service providers such as school teachers, ICDS centre workers, ANMs encouraged to participate in group meetings, BCC and implementation of SAPs.
Sarathi adopted a three pronged strategy to build capacities of AGs, SMs and Women Groups
Foundational training of AGGs leaders and Saloni Mitras
Field demonstration and engagement in grassroots situations
Supportive supervisions through gap bridging approaches across 400 slums
Developed functionality indicators of AGGs, SMs, and WGs and comprehensive slum level training programme (330 AGGs covering 3,000 AGG members have been oriented on functionality indicators).
Meetings organized at a sector and cluster level with local authorities, such as anganwadi workers and ANMs, to help facilitate cooperation and linkages between the community and government personnel
20,000+ AGs oriented on lifeskills through a 4 month long curriculum administered through counsellors and PLA sessions integrated with AGGs and out of school girls.
Movement from convergence to include integration in terms of modelling and creating a space for resources (AGGs, SMs, WGs) evolved during Project Saloni.
Sarathi will upscale convergence planning and review meets from sector to district level.
Sarathi will continue working on building linkages by interacting with anganwadis, ICDS and other ward committee members.
Sarathi is working on the road map to document
Project Saloni’s processes to be used for future internal reference as well as sharing with stakeholders who are directly or indirectly related to adolescent girl empowerment. These stakeholders will include ICDS workers , Health System, Education System, SUDA, DUDA, UP Skill Development Mission, NGOs and Development Agencies 11

12. Section 2
Human Resources, Financials and Impact Assessment

13. Human Resource Structure
Current and Future Structure for Project Saloni
The chart illustrates the organizational structure of Project Saloni for the three year funding period. Roles in ‘light blue’ were paid positions whereas roles in ‘dark blue’ were unpaid positions
Project Coordinator (PC): 1 PC managed and oversaw the work of the 7 Sector coordinators and provided overall guidance to the various teams. Also, worked on building government linkages
Sector Coordinators: 7 SCs supervised the work of cluster coordinators and teams on the field. They were also instrumental in convergence with Government
Cluster Coordinator: 28 CCs guided the CRC counselors and developed systems and processes for the SMs, AGGs and WGs. They facilitated engagement in the community and took ownership of Slum Action Plans
CRC Counselors: 28 CRC Counselors were responsible for administering the 4 month lifeskills curriculum at the CRCs. They also conducted household visits and engaged with families, delivering behavior change communication and collecting feedback
Saloni Mitras and AGGs: 1,600 SMs and 1,200 AGGs, respectively, took responsibility for being both beneficiaries and last mile reach in delivering the program
Executive Director
(1)
Project Coordinator (1)
BCC Specialist
(1)
Sector Coordinators (7)
MIS Specialist
(1)
Cluster Coordinators (28)
CRC Counselors (28)
Saloni Mitras
(1,600)
Adolescent Girls Groups
(1,200)
From Oct’15 onwards, Project Saloni’s human resource structure will become leaner, reducing from 67 to 15 team members. A Project Manager(PM) will be responsible for overseeing the program as a whole and strategizing next steps.
The PM will directly supervise three employees:
Monitoring & Convergence Coordinators responsible for work on the field. They will mentor and monitor the 10 Cluster Coordinators and coach SMs and AGGs. They will also closely monitor slum action plans and take action to ensure the quality of work on the field is maintained. They will also escalate issues to the Government and relevant third parties
An MIS Associate will be responsible for data entry and documentation as well as planning the monitoring and evaluation work of the program. S/he will also document the work at the information centers
Cluster Coordinators will serve as coaches to the SMs and AGGs. Their role will be facilitative rather than to provide active monitoring and implementation of the program as in the past
Saloni Mitras and AGGs will continue as change agents, mobilizing the community and taking more responsibility of the work done
Executive Director (1)
Project Manager (1)
Monitoring & Convergence Coordinators (2)
MIS Associate (1)
Cluster Coordinators (10)
Saloni Mitras
(1,600)
Adolescent Girls Groups
(1,200)

14. Financial Snapshot (1/2)
Financial Utilization and Financial Health: Year 1-3
Financial Utilization: Budget vs. Actual
In year one, Sarathi’s fund utilization was approximately 78%. This underutilization was attributed to the slow commencement of the program in earlier quarters. Additionally, Sarathi‘s plan to establish seven sector offices (one per sector) was revised downwards to four, based on the geographic layout of sectors
In year two, utilization increased to a healthy 88%. Underutilization in this period can be attributed to the following:
Decrease in the target number of slums from 700 to 400 led to a reduction in program costs
Efficient utilization of funds by Sarathi as the team was able to translate learnings and modules from past community led programs
Underspend on personnel costs arising out of staff dropouts and late hires to the program team
In year three, utilization was up to 96% as the program gained full momentum. The decrease in expense projections initially arising due to a decrease in scope from 700 to 400 slums was partially offset by the additional cost of the external evaluation study conducted by Praxis
Financial Health
While the chart above illustrates actual vs. budgeted spend, the table to the left gives the reader a sense of actual spend vs. funds available
Over the past three years, Sarathi received INR 288 lakhs towards Project Saloni from the Dasra Giving Circle, 11 lakhs of which came from IBM India in year two
One DGC member dropped out of the circle in year two. While IBM replaced these funds in year two, in year three Sarathi received the equivalent of 9 not 10 DGC member funds
As the note below the table explains, we’ve assumed actual spend equals budgeted spend in the last quarter. However, we expect there will be slight underutilization in year three, leaving no real deficit at the end
Figures in INR Lakhs
Year 1
Year 2
Year 3
Total
(Year 1-3)
Opening Balance 16 4
Funds Available (DGC) 98
101 89
288
Expenses* 82
113 97
292
Surplus/Deficit
(4)
*As this document was written before the end of the last quarter (Jul’15-Sep’15) in year 3, actual expenses for this period are assumed equal to budgeted expenses, leading to a four lakh deficit. 14

15. Financial Snapshot (2/2)
Future Financial Position and Fundraising Needs: Years 4-5
Financials for Future of Project Saloni
As described in previous sections, Sarathi plans on continuing Project Saloni in the existing 400 slums for an additional year-and-a-half (18 months), at which point it believes program learnings will be fully transitioned to the large group of community change agents developed over the past three years, namely Saloni Mitras, Adolescent Girls Groups and Women’s groups
Sarathi estimates this will cost roughly INR 65 lakhs over the next 18 months. To compare this 18 month figure with annual figures from previous years, the charts below extrapolate it down to 12 months. This puts the figure at roughly 43 lakhs, 55% lower than the average amount spent annually during the course of the funding period (years 1-3)
As slide 13 on the HR structure illustrates, Sarathi will decrease full-time Saloni staff from 67 to 15. In line with this decrease, we see personnel costs decrease substantially, by 58% from 57 lakhs in year 3 to 24 lakhs in year 4 (12 months out of the 18 month extension)
Fundraising Plan for Future
As described above, the cost of running Saloni for the next 18 months is 65 lakhs. Sarathi is actively engaging with funders to support not only the current 400 slums, but expansion in the 300 slums that were not engaged with during the deceleration plan as discussed previously
Sarathi achieved ‘Super Star’ status with Global Giving on the basis of organizational effectiveness and engagement in partnership processes. This makes Sarathi eligible for corporate and institutional funding. Sarathi has submitted a proposal for roughly 20 lakhs of funding towards the existing 400 slums
Following up on promising conversations with United Way Mumbai, Sarathi recently submitted a proposal to them for 200 new slums in Lucknow
Empower has expressed an interest in exploring a partnership with Sarathi to scale the Saloni model 15

16. Impact Assessment (1/2) Key Highlights of the PRAXIS Evaluation Study
Early in year 1, a critical focus area identified by Dasra for Sarathi’s capacity building was Impact Assessment.
Dasra worked with Sarathi’s senior management team on their logic model and helped evaluate their indicators
Dasra identified various third party M&E organizations to support the baseline assessment
In July, 2014, Praxis was commissioned to conduct an assessment of Project Saloni. The objectives of the study included:
Explore the initial impact of Project Saloni
Identify key elements creating impact on girls and other beneficiaries
Identify sustainable aspects of the programme with respect to community ownership
Identify key challenges, barriers and gaps in achieving impact
Praxis Interactions
70 adolescent girls (70% from the AGGs and 30% from the CRCs, none of whom were part of the any other processes in this study)
7 AGGs (one from each sector)
Saloni Mitras and counselors and women’s groups representatives
4 government functionaries who have engaged with and supported Project Saloni’s work and the senior project team at Sarathi
Results and Findings:
Till August’14, Project Saloni had directly impacted the lives of approximately 14,000 adolescent girls through formation of AGGs and by conducting CRC sessions. Changes in the following four key stakeholders are as follows:
Individual girls who were members of AGGs cited: content of modules discussed, awareness of topics (health, hygiene and rights )and having a place for collectivization as the three most popular aspects of the project.
During interviews, the AGs were asked a series of questions about each of the four aspects of mobility, mensuration, marriage and decision making, and their knowledge related responses were graded on a three-point scale of A (surpasses Project Saloni yardsticks), B (as desired by Project Saloni) and C (below par with Project Saloni). They were asked to score themselves on a scale of 1-4 (1-lowest and 4-highest) depending on how empowered they felt and these scores were reviewed and superimposed on a scale of A (most preferred) to C (least preferred).
Data shows that 70-90% of the girls who have been part of AGG sessions are in the A or B bands for the four aspects noted above, which is a commendable achievement for the project.
Girls in the A category tend to be those who have been associated with AGGs for 5 months or longer
Most girls in the A category mentioned parental support (especially empathetic fathers) as the key reason for the ability to action their superior knowledge. Some also mentioned a restrictive environment of gate keeping and rule making by male members that they were unable to negotiate with.
The performance among the CRC attendees (21 girls) is not as high. Among the CRC attendees, there are no girls across all four themes who were in the A category, barring one in decision-making.
Girls in the C category shared that they felt stifled and unsure of how to act upon certain knowledge, given their conservative home environment. 16

17. Impact Assessment (2/2) Key Highlights of the PRAXIS Evaluation Study
Adolescent Girls Groups: Discussions with 7 AGGs were guided by indicators evolved by the project team as part of this assessment process, ranging from Stages 1 (worst) to 4 (best) depending upon their awareness of issues, their own roles, independence in taking an initiative and organizing meetings. Three groups perceived themselves as best stage (Stage 4), three as Stage 3and one as Stage 2. None of the groups perceived themselves as being in stage 1.
Women’s Groups: The women's groups who worked on various aspects of adolescent girl empowerment in the community were unable to carve a niche for themselves in the larger Project Saloni landscape. They saw a complete overlap in their role with the Saloni Mitras and seemed unsure of the value addition that they brought to the process.
Government Functionaries: Project Saloni works with local government bodies and functionaries to ensure strong linkages between them and the communities with the long-term goal of sustainability. It was seen that the Project had selected very approachable and empathetic functionaries from various departments who do their best to help on a need basis, even if they are unable to attend convergence meetings regularly.
Changes Aspired for in Project Saloni:
When asked for suggestions for improvement, most responses from the girls were towards the need for skill-building courses that would link girls with livelihood opportunities. Women sought support in building linkages with the health service providers and impart awareness to men and boys.
Sarathi’s Response:
In reviewing the PRAXIS report, what Sarathi found most useful were field responses on the effectiveness of Saloni strategies, including the role of SMs, AGGs, WGs, CRCs, behavior change content and integrated slum planning. Sarathi is revisiting these aspects of its model to understand the scale of scope of changes they would like to make. Sarathi believes the report is helping refine indicators, especially in monitoring the impact through CRCs.
An illustration of action taken by Sarathi through feedback from girls (as highlighted in the PRAXIS report) is to provide greater opportunities for vocational training by collaborating with banks to provide financial literacy to AGs. 17

18. Section 3
Challenges, Dasra Capacity Building Support, and Way Forward

19. How They Were Addressed
Challenges (1/3)
Working with Community
Challenge Faced
How They Were Addressed
During the slum mapping and planning phases, there was reluctance from the communities in speaking about or sharing information about adolescent girls in their houses. Also, involvement of adolescent girls in decision making during slum planning was lower than expected, due to lack of adequate adolescent girl specific tools
Sarathi gradually built relations in the community, with the Sarathi team first introducing themselves and speaking about their work, and then asking about adolescent girls specific questions. Sarathi held multiple and established entry-point activities to gain the confidence of the community
This was instrumental in certain groups such as the AGGs emerging during the slum planning stage though this had not been planned. The ‘I AM GIRL’ tool was instrumental in making this happen. Hence, diligently engaging with the communities helped form these groups earlier than planned as many girls were engaged during the slum mapping stage
Language barriers faced when encountered with residents from other states
When faced with language barriers, local residents were helpful in translating the Sarathi’s messages to the wider community.
In the past, Sarathi had worked in rural areas where mapping activities could be conducted till late in the day. This was not possible in urban areas where activities had to be completed by 5-6 pm. The communication channels and service delivery structure were also different in the urban areas
The presence of trained community volunteers and the rapport built up with the community, adolescent girls and front-line workers in the slums helped to address this issue
Adolescent girls empowerment and service seeking behaviors related to education, nutrition, hygiene were not perceived as development by the community and hence, there was lesser buy in at the community level
Integrated slum planning facilitated in bringing together issues and solutions related to adolescent girls, their families, schools and communities. Behavior change communication, localized community facilitation through community volunteers and convergence meeting with government service providers helped make Project Saloni a community friendly intervention 19

20. How They Were Addressed How They Were Addressed
Challenges (2/3)
Working with Government | Human Resources
Working with Government
Challenge Faced
How They Were Addressed
Organizing convergence meetings with government personnel across 110 wards of Lucknow was challenging
Sarathi organized meetings at a sector level and cluster level with local authorities such as anganwadi staff and ANMs, which served as a strong mechanism to build cooperation and linkages between the community and government personnel
Unlike the set-up in rural villages, a system for escalating issues to public service providers in Lucknow’s slums was non-existent. This affected the effectiveness of slum action plans in addressing service delivery issues
Convergence meetings and engagement with frontline service providers contributed in addressing this issue significantly
Human Resources
Challenge Faced
How They Were Addressed
There was need to build expertise of core team on adolescent girl empowerment related issues. While a majority of Sarathi’s core team was very well-versed with community mobilization, their experience with adolescent girl empowerment was low
This was realized by the team internally and trainings were conducted to enhance the exposure of these team members to tools and processes specific to girl empowerment
Field level demonstrations and inductions were conducted by senior team members and experienced members from Bal Bandhu (an older Sarathi program) were brought in to coach Project Saloni staff
Keeping up the spirit of Saloni Mitras is an important consideration that Sarathi has recognized and will continue working on since SMs have no monetary incentives and hence it is extremely important to keep up them motivated and engaged
Sarathi’s work has enabled empowerment of the AGs in the community and there exists a strong buy in from the SMs who see themselves as change agents and recognise the value they bring as well as their recognition in the community. Sarathi will continue coaching and mentoring them and facilitating opportunities for their growth 20

21. How They Were Addressed
Challenges (3/3)
Conducting M&E
Challenge Faced
How They Were Addressed
There was lack of data available on government services and programs. Also, Sarathi’s data collection and M&E process was manual which made it a very resource intensive and time consuming process. This also led to delay in identification of program and process level outcomes and hence, a time gap in administering solutions
Quantitative and qualitative data was generated, processed and used at slum level during the five day planning exercises engaging adolescent girls, community volunteers, youths and wider community members. Thus community engagement made the processes easier
The entire process of identifying and selecting third-party M&E organizations required significant time investment, including time spent on negotiations and work plan finalization with all stakeholders involved. There was initial resistance from the Project Saloni team to change their processes as a result of these engagements
Dasra worked with Sarathi’s senior management, who in turn worked with the project team to explain the need for these changes, ensuring strong buy-in from them
Dasra and Sarathi spent time building trust between us and the external evaluators. Dasra continued to strongly cement this partnership between the implementers and evaluators 21

22. Outcomes of Dasra Support
Capacity Building Support by Dasra 1/4
Organizational Structure & Human Resources
Inputs
Outcomes of Dasra Support
Dasra initially conducted weekly meetings with the Project Saloni team to ensure that all core members were aware of their roles and responsibilities
The Dasra Portfolio team (Vishal Kapoor and Amira Shah) continued to visit Sarathi on a quarterly basis, to keep up to date with developments on the program as well as mentor and facilitate the Project Saloni team
Dasra nominated Akhilesh to attend the Dasra Strategy for Scale (SFS) and Social Impact Leadership Programs (DSILP). SFS is a feeder for DSILP, which in turn is a leadership development initiative for social organizations, conducted by Dasra in partnership with Harvard Business Publishing
Akhilesh was invited to attend Dasra Philanthropy week each year over the past three years, giving him an opportunity to hear experts, meet peers and network with existing and new funders
Members from various Dasra teams, apart from Portfolio, visited Sarathi at different stages of the program to facilitate progress on areas of capacity building support:
Dasra consultant for on-field support, Vanarajan Swamidoss, spent 5 days with Sarathi, observing field processes and community engagement, and supporting roll-out
Arjav Chakravarti (then Manager, now Associate Director of Impact Assessment) spent 3 days at Sarathi conducting logic model sessions and brainstorming indicators on adolescent girl empowerment
Mandvi Dubey, from the Dasra Girl Alliance team, accompanied the portfolio team on their site visit in Q5, to understand better how the program impacts adolescent girls
Through Vodafone’s ‘World of Difference’ program, Dasra helped place an employees on a six week volunteer placements at Sarathi. He focused on developing a plan for their ‘Knowledge Management and Resource Center’
We believe Dasra’s support has contributed towards Akhilesh becoming a stronger and more strategic leader. He was an active participant in several leadership development programs and has taken back several best practices to Sarathi. For example, right after attending his first Dasra Social Impact program two years ago, Akhilesh replicated the structure and facilitation techniques he experienced at Dasra in Lucknow
Exposure to strategic givers, frequent and thought-provoking donor calls, robust proposal processes, and new networking techniques have helped Akhilesh become a stronger networker and fundraiser for Sarathi
Participation by Sarathi’s core team on rigorous exercises, like Theory of Change and Logic Model, and constant reiteration of adolescent girls’ issues by Dasra helped in bringing about a greater sensitivity and focus on adolescent girl empowerment, which today is a fundamental component of Sarathi’s programming
Frequent calls and meetings helped establish a regular system of reporting between Dasra and Sarathi, giving secondline management and program team members a platform to engage with Dasra
Based on frequent discussions with Akhilesh to build the strength of his secondline management, we saw significant improvements in their confidence and accountability 22

23. Outcomes of Dasra Support
Capacity Building Support by Dasra 2/4
Monitoring, Evaluation and Reporting
Inputs
Outcomes of Dasra Support
Dasra worked closely with Sarathi in developing adolescent girl specific indicators by carrying out a thorough theory of change and logic model session, and through several brainstorming meetings and calls
Dasra worked with Akhilesh and the core team at Sarathi to build a case for an externally conducted evaluation of the Saloni. This was new to the organization
Dasra leveraged previous experiences with portfolio organizations like SNEHA in thinking through Saloni’s evaluation plan
Evaluated six M&E organizations and three independent consultants as candidate vendors for Saloni’s evaluation study
Facilitated a site visit and four-way dialogue on evaluation thinking, adolescent girl empowerment, and impact assessment best practices with Sarathi, PRAXS, ICRW and Dasra
Worked with Project Saloni’s senior team in finalizing output indicators linked with the integrated slum planning process, which were tracked on a monthly, quarterly and annual basis
Dasra supported Sarathi patiently in building the team’s comfort with a third-party evaluation study. Dasra and the chosen vendor, PRAXIS, worked through numerous rounds of questions and concerns remotely and on-site during two site visits to ensure preparedness for the study on Sarathi’s end
The study, ultimately carried out in year two, was a first for Sarathi, and the exposure to evaluation thinking, adolescent girl specific issues and best practices on impact assessment has contributed towards a change within the organization. We see much more openness and internal thinking on these issues at Sarathi 23

24. Outcomes of Dasra Support
Capacity Building Support by Dasra 3/4
Strategic, Operational and Financial Planning
Inputs
Outcomes of Dasra Support
The Dasra team, led by Neera Nundy, Vishal Kapoor and Amira Shah, facilitated conversations on the strategic direction of Project Saloni and its focus on adolescent girls towards the end of the first year
Carried out site visits to Sarathi office and several rounds of discussion on the back-end to revise the three year plan, and consequentially the operational targets, KPIs, and financial projections on Project Saloni. Facilitated a conversation around the revised plan and targets with the Dasra Giving Circle during a quarterly call
The Dasra team spent time with the finance and accounting team at Sarathi addressing questions about the budget and developing a financial reporting template in Tally linked with the Excel budget
Conducted weekly, then fortnightly, and finally monthly calls to review the workplan and ensure strong operations management on Saloni
Established a Excel based format for capturing Key Performance Indicators monthly. This data fed seamlessly into the Quarterly Balanced Scorecards shared with the DGC
As an outcome of strategy conversations, Dasra and Sarathi agreed to reduce the number of slums committed in the original three year plan from 700 to 400
Dasra and Sarathi agreed to build a stronger emphasis on adolescent girl empowerment vs. general empowerment and integrated community development for women, children and adolescent girls
In the short-term, this shift in focus was intended to help us set clearer and more ambitious output and outcome indicators on adolescent girl empowerment, and introduce an externally conducted evaluation of impact on adolescent girls. While we have had mixed-success of this short-term goal, we are excited by the longer-term effect on Sarathi’s organizational culture and priority, which are clearly moving towards more adolescent girl programming – refer to the slide titled ‘Way Forward’ for more information
Dasra’s efforts in ensuring operational review meeting and phone calls follow industry best practices, including agendas, note-takers and clear templates for illustrating plan vs. progress, contributed towards Sarathi’s core team adopting these practices across the organization 24

25. Outcomes of Dasra Support
Capacity Building Support by Dasra 4/4
Fundraising & Outreach
Inputs
Outcomes of Dasra Support
Dasra met with a Sarathi board member and other legacy donors like UNICEF and Catholic Relief Services in the early phase of support
Conducted research on pipeline donors, like Vidya Grants, a sponsor for primary education of children from low-income communities, as a potential funder for Sarathi’s education related work in Lucknow’s slums
Presented Sarathi and its current programs to the British Asian Trust
Helped raise INR 11 lakhs through a grant from IBM India Pvt. Ltd. in year two
Reviewed and helped with proposals to United Way Mumbai to fund Sarathi’s work in implementing Project Saloni (named Project Saloni Vistar) in 200 slums of Lucknow
Dasra is supporting Sarathi in registering on the SAMMAAN platform, set up jointly by the Bombay Stock Exchange (BSE), Confederation of Indian Industries (CII) and the Indian Institute of Corporate Affairs (IICA) as the world’s first CSR exchange, to leverage CSR opportunities. This comes in light of the recent amendment in the Companies Act that mandates certain corporates to spend 2% of their profits on CSR activities
The volunteer from Vodafone helped raise INR 6 lakhs from individual donors
Akhilesh presented Sarathi’s work at the Dasra-Social Impact workshop, which was attended by several investors and donors
Arif Mohammed (a Project Saloni volunteer) presented a field perspective and his personal story as a Saloni Mitra on Day I of Dasra Philanthropy Week, 2014 to an audience of over 200 people
Dasra’s efforts resulted in a number stronger proposals sent out by Sarathi to United Way, Vidya Grants and Global Giving among others. Some of these translated into additional funding for Saloni
Sarathi’s core team has started using best practices on proposal and business plan structure and formats
Dasra has established a relationship with Sarathi’s leadership where Akhilesh is comfortable using us as a strategic resource in thinking through their future fundraising strategy on different programs and Sarathi overall 25

26. Way Forward (1/2)
The learnings and experiences from the three year engagement with the Dasra Giving Circle have helped Sarathi and its senior management think more strategically about their work and leverage various opportunities to help strengthen Project Saloni and the organization as a whole.
Holistic Approach towards Adolescent Girl Empowerment in Urban Slums
Saloni has evolved into a powerful model in creating a fertile environment for the empowerment of adolescent girls in an urban slum context. It has achieved this by placing adolescent girl sensitive topics at the heart of ground-level development processes like micro-planning and integrated slum planning, and by establishing community-based resources for adolescent girls, like SMs, CRCs, AGGs and WGs.
In the future, Sarathi will focus on streamlining and replicating the model for wider outreach and impact on adolescent girls. Sarathi is in the process of developing a ‘road map’ document which captures salient features and participatory tools integral to the model, with evidence of impact generated.
Sarathi has identified various stakeholders who are interested in learning more about the Saloni model and partnering for greater coverage of adolescent girls. This includes regional science centres, women’s help-lines, public schools, the Family Planning Association of India (FPAI) and district level banks. These linkages are already providing platforms for girls to learn, lead and realize their potential. Gong ahead, Sarathi will upscale and institutionalise such linkages.
Multi-Stakeholder Collaboration for Adolescent Girl Empowerment
Sarathi’s field experience in urban slums and work with adolescent girls is being recognized by other organizations, and Sarathi is being looked upon as a knowledge and implementation partner .
Sarathi is a strategic partner on GIRLS NOT BRIDES, a global partnership of 500+ organizations committed to ending child marriage.
Corporates are engaging AGs through Sarathi to educate and train them. For example, Sun Pharma (India’s largest pharmaceutical company) conducted a session on various types of cancer affecting women, and their causes and symptoms. 70 AGs and women from Sarathi attended.
Saloni’s team organized a session where members from 1090, a women’s hotline started by the Uttar Pradesh Government to protect women and girls from violence, educated SMs and AGs on avenues for safety at their disposal, as many girls cite safety and harassment as an area of concern.
Sarathi recently won a global level feedback challenge announced by Global Giving and FeedbackLabs, USA. The award will help Sarathi strengthen its feedback mechanism from the community, especially adolescent girls, on quality, effectiveness and engagement of programs and services related to them. Sarathi will pilot this in three programs, including Saloni.
Sarathi collaborated with CRS (Catholic Relief Services) and the Government health system (ASHA workers, ASHA sanginis and Health Education Officers) in implementing ReMind (reduce maternal and newborn health), a program where mobile technology is being used to improve maternal and new-born child health in rural Uttar Pradesh
Sarathi is deepening its work on school and community WASH through a partnership with Water Aid. Sarathi integrated adolescent girls as a key beneficiary group in this program by focusing on topics like menstrual hygiene management, sanitary depots etc. 26

27. Way Forward (2/2)
Opportunities for Employable and Vocational Skills Development of AGs through Collaboration
Sarathi is currently engaging with United Way Mumbai, which is bringing together corporate, employee and leadership capabilities for community development. In Oct’15, 20 adolescent girls from Project Saloni will be sponsored 3,000 per AG) to attend a training on financial literacy by Standard Chartered Bank through this initiative. This is an example of an engagement that will provide livelihood opportunities for adolescent girls and is aligned with Sarathi’s plans for meeting the aspirations of adolescent girls in slum communities as highlighted in the PRAXIS report.
Saloni Vistar: Applying Project Saloni’s Learning towards Project Expansion to the Remaining 300 slums
Sarathi is developing the plan for Saloni Vistar, an endeavor to work in the remaining 300 slums of Lucknow left out from the revised DGC plan. Sarathi has submitted a proposal to United Way Mumbai to fund 200 of these slums and is raising funds through Global Giving (an organization that provides a global crowd funding platform for grassroots charitable projects), for the balance 100 slums. Sarathi is keen on expanding the reach of Project Saloni, building on the success of the 400 existing slums while continuing to improve its performance. This is also a testament to Sarathi’s interest in furthering the cause of adolescent girl empowerment in India.
Past Programs and Sustainability
As Sarathi strengthens mechanisms that will ensure its full-time team can transition out of daily operations on the ground in Lucknow’s slums, the organization can draw comfort from the experience of past programs like Bal Bandhu and SAKAR.
On Bal Bandhu, a program where several tools like integrated slum planning, and community agents like saloni mitras were first envisaged by Sarathi, saloni mitras are carrying out key processes towards integrated community development independent of a Sarathi field presence.
Sarathi has also successfully transformed its role on SAKAR, which focuses on the empowerment of adolescents in Fatehpur district. AGGs, WGs and SAKAR mitras are playing a lead role in community development and acting as real agents of change they were intended to be.
Sarathi has developed a district-level SHG Federation, a Brick-Kiln Workers Association and a WASH forum to help women sustain processes, structures and systems established in Fatehpur district. Sarathi is strengthening their capabilities at district level to play leadership role. 27

28. Stories of Change 1/3 Firdaus’ Story Background Current Scenario
Firdaus belongs to a minority group and lives in a small kachha house with her family. She and her siblings dropped out of school because of financial problems. She desired to study further but it was not possible for her to manage paying fees.
Current Scenario
Today, Firdaus is working at a private hospital named Aman and earning INR 3,000 per month. She also enrolled two of her brothers, who had dropped out and is helping her family in every possible way.
She dreams to study further and wants to become a nurse and help the poor.
She is also encouraging and motivating her friends to study further and helps them in their enrolment.
Sarathi’s Role
When CRCs started functioning in her locality, she started attending a few sessions. She was very happy with the inputs she was getting there.
She was already willing to study but lacked the money, hence, she talked to the CRC Counselor and under a vocational training programme organized by Sarathi, she received training on vaccination and patient care.
When she started working, she also joined a school and now she is happily studying as well as working.
She believes this was only possible because of the support she got from the Saloni counselor and whole Sarathi team. 28

29. Stories of Change 2/3 Renu’s Story Background Current Scenario
Renu Verma lived in Kasaila Slum, Lucknow, in a family with four siblings. The financial condition in her house was dire and to support the family, all members took upon some work. Renu did stitching work and took tuition classes to earn. She already had a BA but had little knowledge about computers. She volunteered as a Saloni Mitra.
Current Scenario
Before appointing her as a Saloni Mitra, Sarathi trained her. This training included making her aware of various opportunities including different types of government schemes. This project impacted her life positively and she is now working as a computer teacher in a school where she earns INR 3,500 per month. She is continuing the tuitions and stitching work with this so that she can manager her own expenses as well as support her family.
Sarathi’s Role
Project Saloni helped boost Renu’s moral to a new height and enabled her to be less shy and more assertive. She is confident in speaking to anyone about her rights now. She says, “I share all information which I got in Saloni project and my family is very happy and satisfied with these changes.” 29

30. Stories of Change 3/3 Archana’s Story Background Current Scenario
Archana belongs to a poor family. She passed standard eight and was keen to study further but the poor financial condition of her family deterred her. People around her would always say that there is no worth in a girl studying further, because she only has to do household work in her house or at her in laws home.
All this talk weakened her resolve and will to study further and she dropped the idea to study and decided to abide by the will of her parents.
Current Scenario
Today, Archana is extremely aware of her surrounding and is creating awareness among other girls in her the society.
She gives all this credit to Sarathi Development Foundation and the Saloni programme which served as a platform for this major change in her life.
She wishes to be in touch with the Sarathi and Saloni for the rest of her life.
Sarathi’s Role
Community Resource Centres were instrumental in Archana’s empowerment. The CRC Counselor would visit the community and educate girls about HIV/AIDS, health, hygiene and a lot of other information related to useful government schemes. Archana said that she was very motivated by her counselor Miss Monika and this led her to make the decision to study again.
Her sister, a teacher in a private school, also helped her in paying the school fee and she finished passed high school and intermediate.
Archana also received three days vocational training organized by Sarathi and was equipped with further information and skill.
Now she is sharing all the information she has gathered and learnt with her friends and participating in events in her society’s primary school.
She now takes care of the cleanliness in her society; she recently talked to the sabhasad about her area and informed him about the dirty roads and poor drainage. She quickly got a response from the sabhasad and the problem was resolved.
She is very thankful to Sarathi for bringing these changes in her life. 30

31. Glossary Sangini Kachha Sabhasad SM Saloni Mitra AG Adolescent Girl
AGG
Adolescent Girls Group WG
Women’s Group
CRC
Community Resource Center
ANM
Auxiliary Nurse and Midwife
BCC
Behavior Change Communication
SAP
Slum Action Plan
ISP
Integrated Slum Planning
SUDA
State Urban Development Authority
DUDA
District Urban Development Authority
ASHA
Accredited Social Health Activist
Sangini
ASHA Supervisor
Anganwadi
Government Day Care Center for Children Aged 0-6 years
SHG
Self-Help Group
Kachha
Informal, using natural material, like mud
Sabhasad
Municipal Officer 31

32. Thank You Illustrations from Community Resource Centers.
The first diagram depicts ‘Main ek ladki hoon/ I am a girl’. The second picture depicts ‘Smart Kishori/ Smart Adolescent Girl’. The characteristics in the smaller boxes depict the belief of what these girls consider important: education, self defence, health, integrity, independence, hygiene, to name a few.
Thank You