GOVIND BALLABH PANT SOCIAL SCIENCE INSTITUTE

Report
On Action Research

Submitted to: Submitted by:

Sunit sir Waqas Ahmad Kidwai

Semester IInd MBA-RD

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 ACKNOWLEDGEMENTS

This report is based on the studies on the rural survey on the last" Rural stay” of one week.
The report is humble effort to understand the concept and the dynamics of NREGA, SHGs and
other associations working in the village.

I also want to thank my village stay partners SHIVEK, CHANDRA SHEKHAR and
ARPIT who helped me a lot and were very laborious and finished the work on time. I would
like to thanks all of my faculty members for their guidance and valuable support us during the
village stay programmed. I would like to give my special thanks to our Sunit sir who gave
valuable guidance to us, and made us familiar with all the

I am deeply indebted to all those who have given me the valuable support. I would like
to thank our facilitator Mr. Mishra and the pradhan of the village Piyri & her family member,
and also all of the hospitable and cooperative villagers.

Especially, I would like to give my special thank to my coordinator, MBA-RD, for his
continues support in study of issues related to the village and the thing necessary to have the
proper study during the stay programme micro-enterprise and entrepreneurship.

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 INTRODUCTION

After the workshop on Participatory Action Research, we went to apply the PAR
tool that we have learnt in the Jasra block of Allahabad .The report is focused on
“Action research”

We have visited to three organizations i.e. Block, All India Kisan

Mazdoor Sabha and an SHG of womens.Block are the governmental unit which are
concerned for the development of the villages. They play the facilitating role in the
developmental schemes of the government for the villages.AIKMS, which is a wing of
CPI (M&L), was a party which works at the grass root level for the down trodden
people. They motivates people and mobilizes them to raise their voices. The SHG was
run by the female member of the villages for self employment.SHG is the sector which
can provide financial assistance on large scale in rural areas.

The report is focused on our experience of the field visits and all that we have
learnt from it

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 OBJECTIVES

 To apply the PAR tools in the field.

 To understand the structure of the organizationand scanning its role in the rural
development.
 To understand the dynamics of SHGs and AIKMS
 know the impact of Block , SHGs and AIKMS scheme on –
– Rural life
– Rural economy
– Livelihood
– Infrastructural development

 Finding the solution & sharing with the villagers

 To know the participation of SHG, Panchyat, Former and Dalit.

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METHODOLOGY

General observation

One of the most under used data collection methods is observation. We can assess or
evaluate many physical aspects of an environment such as a child care facility or farm by using
a combination of observation and interview. For instance, in a walk-around interview, we can
ask about and then observe written instructions next to the phone for emergency response to an
accident on a farm.

Participatory rural appraisal (PRA) method

Participatory rural appraisal (PRA) is a label given to a growing family of participatory

approaches and methods that emphasize local knowledge and enable local people to make their
own appraisal, analysis, and plans. PRA uses group animation and exercises to facilitate
information sharing, analysis, and action among stakeholders. Although originally developed
for use in rural areas, PRA has been employed successfully in a variety of settings. The
purpose of PRA is to enable development practitioners, government officials, and local people
to work together to plan context appropriate programs
Key Tenets of PRA
Teamwork:
To the extent that the validity of PRA data relies on informal interaction and
brainstorming among those involved, it is best done by a team that includes local people
with perspective and knowledge of the area's conditions, traditions, and social structure
and either nationals or expatriates with a complementary mix of disciplinary
backgrounds and experience. A well-balanced team will represent the diversity of
socioeconomic, cultural, gender, and generational perspectives.

Flexibility:

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 PRA does not provide blueprints for its practitioners. The combination of techniques
that is appropriate in a particular development context will be determined by such variables as
the size and skill mix of the PRA team, the time and resources available, and the topic and
location of the work.

PRA Tools:

PRA is an exercise in communication and transfer of knowledge. Regardless of whether

it is carried out as part of project identification or appraisal or as part of country economic and
sector work, the learning by doing and teamwork spirit of PRA requires transparent
procedures. For that reason, a series of open meetings (an initial open meeting, final meeting,
and follow-up meeting) generally frame the sequence of PRA activities.

Other tools common in PRA are:

Semi structured interviewing
○ Focus group discussions
○ Preference ranking
○ Mapping and modeling
○ Seasonal and historical diagramming.

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2.2 BLOCK LEVEL
2.2.1 Intermediate Panchayat (IP): The Intermediate Panchayat will be responsible
for the
consolidation of the GP plans at the Block level into a Block Plan and for
monitoring
and supervision
2.2.2 Programme Officer (PO): The Programme Officer essentially acts as a
coordinator
for NREGA at the Block level. The chief responsibility of the Programme Officer
is
to ensure that anyone who applies for work gets employment within 15 days. A
Programme Officer’s other important functions are:
i) Scrutinizing the annual development plan proposed by the GPs
ii) Including the proposals of the Intermediate Panchayat
iii) Consolidating all proposals into the block plan and submitting it to the
Intermediate
Panchayat
iv) Matching employment opportunities with the demand for work at the Block
level;
v) Monitoring and supervising implementation
vi) Disposal of complaints
vii) Ensuring that social audits are conducted by the Gram Sabhas and following
up on
them
viii) Payment of unemployment allowance in case employment is not provided on
time
The Programme Officer is accountable to the District Programme Coordinator.

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scussed earlier there is no work site facility available. People also complained
about the partialities by the village Pradhan, he is making the job card of is nears
and dears. The People is dependent upon labour in other fields and on migration.
They never demand for work. The do not know that what are their rights in
NREGA, so they are working as usual traditionally. The
experience of PACS states during the NREGA Week shows that despite some
problems, there is a significant movement forward in employment, and the local
administration is beginning to give the

SUGGESTION

For the more effectiveness of NREGA it proper publicity and awareness of

it important provisions so thar the villager may get the proper benefit from it in
my. It is only possible through organizing a training camp. When they will know
their rights and produce of NREGA, they will not be exploited.

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 cience as we seen above corruption is a major problem in implementing
NREGA. That way I think the process of implementing committed the job card
holder also.

The two people were seriously injured in the stone backing so the stone
braking will stopped. When the stone braking will stopped many lives will save
and Job card holder will achieve their livelihood through NREGA.

Section:B

VISION AND MISSION STATEMENT FOR 'SHG'

What is a Self-Help Group (SHG) ?

A Self-Help Group (SHG) is a registered or unregistered group of micro

entrepreneurs having homogenous social and economic background voluntarily,
coming together to save small amounts regularly, to mutually agree to contribute to
a common fund and to meet their emergency needs on mutual help basis. The

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group members use collective wisdom and peer pressure to ensure proper end-use
of credit and timely repayment thereof. In fact, peer pressure has been recognized
as an effective substitute for collaterals.

Concept of SHGs

• SHG is a small group of rural poor, who have voluntarily come forward to
form a group for improvement of the social and economic status of the
members.

• It can be formal (registered) or informal.

• The concept underlines the principle of Thrift, Credit and Self Help.

• Members of SHG agree to save regularly and contribute to a common fund.

• The members agree to use this common fund and such other funds (like
grants and loans from banks), which they may receive as a group, to give
small loans to needy members as per the decision of the group.

Structure of SHGs

Size of SHG

• The ideal size of an SHG is 10 to 20 members. (Advantage: In a bigger

group, members cannot actively participate. Also, legally it is required that
an informal group should not be of more than 20 people).

• The group need not be registered.

Membership

• From one family, only one person can become a member of an SHG. (More
families can join SHGs this way).

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• The group normally consists of either only men or only women. (Mixed groups
are generally not preferred, since it may obstruct free and frank discussions,
opening up typical personal problems).

• Women’s groups are generally found to perform better. (They are better in
savings and they usually ensure better end use of loans).

• Members should be homogenous i.e. should have the same social and financial
background. (Advantage: This makes it easier for the members to interact freely
with each other, if members are both from rich as well as poor class, the poor
may hardly get an opportunity to express themselves).

• Members should be between the age group of 21-60 years.

• Members should be rural poor (By poor one should be guided by the living
conditions, as given herein before; and this has no relation to poverty line.
People living above poverty line (APL) can also form SHG like BPL.

Vision Statement

A vision is a dream .SHG is an informal organization, so its vision

includes the ideal condition for the community.

The vision is a compelling description of the state and function of

the organization once it had implemented the strategic plan, i.e.,
a very attractive image toward which the organization was
attracted and guided by the strategic plan. Recently, the vision
has become more of a motivational tool, too often including
highly idealistic phrasing and activities which the organization
cannot realistically aspire.

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 Visit with the participants how they might like to arrive at
description of their organizational vision.
Vision statements are short phrases or sentences that convey
your community hopes for the future. By developing a vision
statement, your organization clarifies the beliefs and governing
principles of the organization, first for yourselves and then for
the greater community.

It should be
.

• Understand and shared by members of the SHGs.

• Broad enough to include a diverse variety of local
perspectives.
• Inspiring and uplifting to everyone involved in your effort.
• Early to communicate, i.e. short and understandable

Your vision is your dream. It's what your organization believes are the ideal
conditions for your community; that is, how things would look if the issue
important to you were completely, perfectly addressed. It might be a world without
war, or a community in which all people are treated as equals, regardless of gender
or racial background.

Whatever your organization's dream is, it may be well articulated by one or more
vision statements. Vision statements are short phrases or sentences that convey
your community's hopes for the future. By developing a vision statement or
statements, your organization clarifies the beliefs and governing principles of your
organization, first for yourselves, and then for the greater community.

There are certain characteristics that most vision statements have in

common. In general, vision statements should be:

• Understood and shared by members of the community

• Broad enough to include a diverse variety of local perspectives

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 • Inspiring and uplifting to everyone involved in your effort

• Easy to communicate - for example, they are generally short enough to fit on
a T-shirt

Here are some examples of vision statements that meet the above criteria:

• Caring communities

• Healthy children

• Safe streets, safe neighborhoods

• Every house a home

• Education for all

• Peace on earth

The mission statement might refer to a problem, such as an inadequate

housing, or a goal, such as providing access to health care for everyone. And,
while they don't go into a lot of detail, they start to hint - very broadly - at how
your organization might fix these problems or reach these goals. Some general
guiding principles about mission statements are that they are:

• Concise. While not as short as vision statements, mission statements

generally still get their point across in one sentence.

• Outcome-oriented. Mission statements explain the fundamental outcomes

your organization is working to achieve.

• Inclusive. While mission statements do make statements about your group's

key goals, it's very important that they do so very broadly. Good mission
statements are not limiting in the strategies or sectors of the community that
may become involved in the project

CONCLUSION:

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 It was observed that the villagers had the will to teach their children but
they never had any guidance through PTA. They that from now onward they will
pay utmost importance to the education of their kids. The teachers also said to have
the PTA in every 1st week of the month. They also said that, they will assure the
parents that they will pay full attention to the education of the student and will be
regular, but even the students should be regular also. They also said that the
attitude of the parents should also be changed.

At last we gave thanks to the teachers and the parents and concluded the
meeting, with the assurance that this PTA will become the regular activity every
month.

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