1. PROD Lessons from its birth and death Presentation to IKS workshop : 30 th March, 2012 By: J P Misra, ED SHRC Chhattisgarh

2.  Sector Investment Programme  About the PROD  Lessons  Suggestions Outline of the presentation

3.  1998-2003-2005-2007)  Euro 200 million  Euro 40 million additional for PERP (Health) in Gujarat  Reforms oriented  MoU mechanism  Allocation pre-announced  Commitment to an agreed reform agenda with verifiable milestones  Flexible use of money ‘earned’ from milestones achieved  Dedicated TA Team  Multi-level engagement  Facilitators, not monitors The Sector Investment Programme The Sector Investment Programme

4.  Early documentation by TA Team  Search for reform ideas at work and their documentation  Sharing within team to ‘select’ what to share beyond the team  Sharing the ‘selected’ ideas with ‘partner’ Stakeholders to convince them for adoption /adaptation  2000 : Decision to organize documentation into a structured database  Policy Reforms Options Database  Early entries by the main TA Team  2003: Dedicated team for expanding the database- PROD became a project than a tool !  2006 :  130+ entries  Further addition and future maintenance handed over to CBHI The idea of PROD The idea of PROD

5.  Documentation had to fit into a common structure  Concise summary  Location and contact details of implementer  Duration / period  Advantages / disadvantages  Pre-requisites for implementation elsewhere  Feasibility of replication and sustainability  Documents and illustrations  Date of entry / last revision  Some criteria had to be laid down for screening  Does it seek to remedy a recurring underlying problem ?  Is it sustainable  Can it be replicated ?  Is it broadly in line with national policy ?  Does it comply with existing legislation ?  Is the initiative still relevant in current circumstances ? When it became a project…. When it became a project….

6.  Standardisation meant losing scope for contextualization  Main TA team ceased to be involved on a day-to-day basis  Documentation delegated to relatively inexperienced persons who were not the ‘practitioners’ / facilitators of reforms When it became a project…. (2)

7.  PROD handed over to CBHI in 2006 with 130 entries [ was it the right choice ?]  No addition to entries although resources were set aside  PROD is no longer on-line As a result ….

8.  Mistake # 1: Assumption that reforms would happen or good practices would get replicated if documentation were available; documentation is a tool to be used by facilitators of change  Mistake # 2: Assumption that documentation of reforms / good practices can be delegated to people exogenous to reforms /replication process Lessons from KM Perspective

9. Pre-conditions for success of community development initiatives in general : Lessons contained in the 9 th Plan Document Pre-conditions for success of any development programme. Derived from nearly 2400 evaluations The pre-conditions [para 5.26 to 5.40, Volume-I] ◦ in all success stories, people’s participation has been a critical factor. ◦ this (people’s participation), however, can not come about automatically; involvement of facilitators / animators is needed to remove the constraints and inertia of the people. ◦ development of the disadvantaged groups is not possible with focus on a single activity; without addressing the problem of illiteracy, ill-health, poverty and the forward and backward linkages of their primary activities simultaneously, the people could not be motivated to participate in the development process.

10. Mitanin Programme in Chhattisgarh : How well it reacted to the lessons ? Started in 2002 as a hamlet based women health volunteer programme as a link between health system and the community. Main emphasis on empowerment in terms of knowledge and skills; compensation left to the community served 27 point reduction in IMR during 2003-2004 versus 8 points on all-India Documented evidence of social activism in many fields.....

11. Suggestions for your consideration.... Huge number of schemes, all aimed at poverty reduction but no visible change: ◦ Lack of alignment between personal and organizational incentives – need to change the compensation package for managers of social sector programmes – bring in two-part payment that allows people to earn good, clean money Focus more on ‘producing’ facilitators of change than IT based resources; effective use of the latter is predicated on the former....

12. Thank You For Your Attention !