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Integrated Approach to Dealing with Disability

Introduction

Interventions for the differently abled persons (DAPs) have been an important

component of the project in Mahabubnagar right from the early stages of the project

implementation. While the activities relating to health and disability are restricted to 3-5

mandals in all the DPIP districts, inMahabubnagar, they are extended to all the project

mandals. The decision to do so is justified by the fact that the proportion of the disabled

inMahabubnagar is relatively high. Adoption of a CBR approach and dealing with disability in a

holistic manner, make this to be one of the best practices in the district.

The interventions with the disabled not only focused on the preventive and curative

aspects, but also included activities directed towards building the potentialities of the

disabled for self-management. Organizations of the disabled were promoted and then

federated in order to facilitate peer support and collective strength. The disabled were

enabled to contribute to the household income through the special CIF-SPs, sanctioned to

them. This brought about a change in the attitude of the family towards the disabled, who

are now considered as productive individuals. Family members facilitate the process of group

formation and functioning, by ensuring membership and attendance at meetings. The key

factor to the best practice is the promotion of a cadre of social workers from among the

disabled who are responsible for the implementation of activities in their respective clusters.

This approach not only provided a livelihood to these social workers, but also developed their

self-esteem.

Adoption of an Integrated Approach

The adoption of an integrated approach to dealing with problems relating to disability,

has achieved the desired results and the DAPs in the district today function with more dignity

and respect, than before. The details of the intervention described in the sections to follow,

would explain the process adopted and the activities undertaken. What is of importance here

is the planning that took place to embrace all aspects relating to the disabled. Each of the

steps included in the process, is an indication of the project’s commitment towards the

disabled. It also speaks of the conviction of the staff involved in its planning and

implementation.

Introducing the component into the project

The decision to work with the disabled in the district was a result of two influencing

factors, namely, the higher incidence of disability prevalent in the district the work done by

NGO-COMMITMENTS which successfully adopted the CBR approach. Lessons drawn from the

experiences of this NGO formed the basis for the planning of interventions in the project. It

was at this stage that the SPMU also proposed to introduce the health, nutrition and disability

(HN&D) component into the project for implementation as a pilot in 3-5 mandals of all DPIP

districts. In Mahabubnagar too, the work with the disabled, was first initiated in 5 mandals in

collaboration with COMMITMENTS. It was later extended to all the project mandals in a

phased manner. The process of expansion to all the mandals, started with a survey to identify

the disabled.

Identification of People with Disabilities

The first step towards the empowerment of the disabled, was the identification of the

disabled in the project mandals through a household survey. To start with, it was the CCs and

the CRPs in the respective mandals who conducted the survey, as they were already working

in those villages and were familiar with the communities and the HHs. A seventeen column

format designed by the project, was used to conduct the survey. Analysis of the survey data

facilitated the disaggregation based on sex, age, type and extent of disability. As an activity

by itself, the survey had been considered as a value addition by the line department, in view

of the rich data based on the disabled that is now available in the district. The line

department used the data in planning its strategies and interventions. The yet another aspect

of the contribution of this activity is the convergence with the line department in all

activities that followed the survey.

Identification and Capacity Building of CDWs

The introduction of a cadre of grass root level workers was considered essential to

take the agenda forward. At this point of time, the survey in the first few mandals was

completed. During the analysis, it was noticed that there were a good number of young boys

and girls among the disabled who were educated up to 10th class and above. It struck the

DPM that some of these youngsters could be trained and involved in the implementation of

activities relating to the disabled. It was also expected that these DAPs would work with an

empathic understanding as they are themselves disabled. The expectation was not wrong as

these young people turned out to be a cadre of best workers in the project. The selection of

the Community Development Workers (CDWs) was done by the VOs and MMSs under the

guidance of the CCs and the APMs. One CDW was placed in each CC cluster and or which was

expected to work in co-ordination with the CCs and other project staff in the cluster.

The selection of the CDWs was followed by their capacity building through a well

planned training strategy. The twenty five day training provided by the DPM and the SPM did

the magic. They were inspired enough to feel highly motivated to work with the disabled. The

training consisted of both the classroom sessions and field placement. While the classroom

sessions focused on the knowledge base, roles and responsibilities, strategies to be adopted,

activities to be undertaken, the related processes etc., the field placement provided an

opportunity to put into practice all that was learnt in the classroom session. This was

considered by the CDWs as an important contribution to their success as development

workers. The trained CDWs conducted the survey in the next phase mandals and identified

DAPs for selection. The process continued until all the mandals were covered.

Organization of DAP-SHGs and MVSs

Once the survey was completed and the list of DAPs prepared, the next important task

of the CDWs was to organize the DAPs into SHGs. The purpose was to have a homogenous

group in order to access peer support. It was more of helping them with self-management

skills than promoting micro finance (savings and credit) as in the case of other SHGs of

women. The SHGs of the DAPs were, however, encouraged to save as much as they could as

this would be one of the motivating factors to keep the groups going. The one common aspect

that formed the basis for group formation was disability. The factors like, age and sex really

did not matter, and therefore, DAPs of all ages and of both sexes, were brought together in

the village and formed into one SHG of the DAPs. The need for separate DAP-SHGs was felt in

view of the special needs of the disabled and also to provide an opportunity for an overall

development, which would not be possible in an integrated group. The DAPs, it was felt,

would never be able to take up key roles and responsibilities in the common SHGs. Above all,

the SHG membership provided the DAPs an opportunity to come out from the closed

environment and interact with others on a regular basis. This is particularly true of the

mentally retarded.

The SHGs of DAPs were later motivated to join the VOs and MMSs and the process was

facilitated by the CDWs. It was later realized that the DAPs did not find place either in the EC

or any of the committees. It was, therefore, proposed to have a separate samakhya for the

DAPs at the mandal level. The same was facilitated in all the project mandals and called as

the Mandala Vikalangula Samakhya (MVS). Unlike the existing MMSs, the presidents of SHGs

were the members of the MVS. In view of the small number of SHGs in a given GP, no

separate VOs were promoted. The DAPs and their SHGs were, however, members of the

regular VOs in the GP. In order to build an organic linkage between the MVS and the MMS, the

office bearers of the MVS attended the monthly meeting of MMS. Further, the president of the

MMS was the ex-officio member of the MVS. The MVS had an independent budget and the

leaders were trained both in institution building and accounting systems. It appears that the

strategy of having separate institutions for the DAPs has in a great way, facilitated the

capacity building process of the DAPs.

Access to Services through Convergence

The developmental strategy planned for the DAPs, had a component built into it, to

address the various needs of the target group. It was planned that the services to address

these needs would be accessed through convergence with line departments and other related

institutions. The following three key areas were identified for a suitable intervention.

Aids and Appliances

Multi purpose health camps were conducted in convergence with the Department for

the Welfare of the Disabled. An assessment of the need for aids and appliances was also

undertaken during these camps. The needed appliances were provided free of cost to the

DAPs with the support of the Department of Disabled Welfare and a Hyderabad based NGO,

which conducts research in this area and makes light weight appliances. The DPM identified

the resource in this agency and developed the linkage. The NGO staff, all of whom are

technically trained, based themselves in the district for two weeks, assessed individual after

individual and provided the suitable aids and appliances to all the DAPs who were in need of

them. The staff trained the DAPs in the use of these appliances which enabled them to

overcome the initial teething problems. The intervention was well received and appreciated

by the DAPs and their families. A good number of DAPs with disability in the lower limbs,

could walk for the first time and the joy was immeasurable.

Surgical Corrections

The multipurpose health camps resulted in the identification of a larger number of

DAPs who required surgical corrections. By themselves, the DAPs were not in a position to get

the surgery done in view of the limited knowledge and resources available with them. Having

determined to do something about the problem, the DPM began its search for a suitable

institution that could provide the service. He had come to know about the BIRRD hospital in

Tirupati which provides free medical care and support. The DPMU approached the Director of

BIRRD, through the District Collector, who had readily agreed to provide the service. The

local SVS hospital was approached for the use of operation theatre and nursing facilities. A

local NGO called Rogi Sahayatha Trust, provided the medicines, while the DPMU met the

costs of the travel and food. The CDWs were trained for the post-operative care, and were

required to provide these services under the guidance of the PHC doctors. The entire process

is indeed the best example of a very successful convergent approach. For 500 plus DAPs who

went through the surgical corrections, the initial inconvenience was not at all a matter of

concern. The new life after the surgery was all that mattered.

Houses through IAY

The DAP identification survey revealed that a majority of the DAPs were dependants

on their parents, caregivers and siblings for their livelihood. The DPIP, as part of improving

the socio- economic status of the DAPs, decided to facilitate the sanction of houses for the

DAPs under the IAY. Accordingly, a resolution was passed in the ZP meeting. Following the

decision, the CDWs had identified the DAPs with house site but without a house and prepared

the list. The list had got the approval of the government for the construction of houses for

650 DAPs. Expenditure required for the construction of houses is to be met from both the IAY

and the project. While the expenditure for laying the foundation is given under the social

CIF-SP, the rest came from the IAY. Technical guidance and support were provided by the APM

(Engineering). The progress of the work was monitored by the local CBOs.

Promoting Livelihoods through CIF-SPs

Steps were initiated in the project to promote the livelihood opportunities for the

DAPs. A part of the CIF amount allocated to the VO, was set aside for the DAPs. Separate

sub-projects were sanctioned to DAPs on individual and group basis. The comprehensive strategy

adopted by the project has added to the self-esteem of the DAPs and their status within the

family and the outside. More significantly, the strategy opened up new livelihood

opportunities to the DAPs.

Replicability

The comprehensive approach adopted for the rehabilitation of the disabled

in Mahabubnagar district can be replicated in other districts as well. However, the

replicability critically hinges on the support of the local resource organizations and the

willingness of the line departments to support the intervention. As the DRDA enjoys good

rapport with other line departments/agencies, replicability of the comprehensive approach

should not pose any problem.

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Addressing Social Issues Through Kalajatha

Introduction

Over the years, the DPIP-Mahabubnagar made a name for itself for its work on social

issues which had adversely affected the poor and their livelihoods. Three issues of the kind

which were successfully handled, include the Jogini system, the practice of caste-based

discrimination and the prevalence of child labour. An analysis of the process adopted to work

on such deep rooted issues and a search for the identification of the factors contributing to

the same, suggest that the use of Kalajatha had a tremendous impact on the target

community. It was successful not only in generating an awareness about the ill effects of such

practices but also in mobilizing the target audience for collective action. The spread effect

was unimaginable. More and more areas were identified for coverage for generating an

awareness and for initiating action. The geographical area got expanded, and

the Kalajatha teams were in great demand. These agents of change were utilized by the line

departments to take their messages across the community. Kalajatha has also become an

important livelihood strategy to the local artists, who have been trained to use their talent

and potential effectively.

The Genesis

The DPMU, in its attempt to analyze the causes of poverty in the district, looked at

both income and social poverty and identified, certain social issues that were impacting on

the poverty situation. It was also felt that any attempt to attack poverty without addressing

the social issues, would amount to a half hearted approach and would not bring in the desired

results. The decision to work on three social issues was, therefore, taken by the DPMU. These

include the Jogini system, the practice of caste-based discrimination and the institution of

child labour.

Selection of a Strategy

Once the decision was taken to work on the identified social issues, the next step was

to select a suitable strategy. In view of the deep rooted nature of the issues identified, and

the strong action that is required, a strategy aimed at attitudinal and behavioural change was

all that was required. The one effective way of touching the hearts of the people was through

the local cultural medium – Kalajatha. It was expected that this would have a very strong

impact on the people affected by these practices. As a result, a DPM was appointed to work

exclusively on the social issues through the use of Kalajatha.

Identification and Training of Local Teams

The DPM, a very much talented person, worked initially on developing the material for

use through the local media. This included writing songs, developing suitable tunes, providing

musical background, conduct of dance and drama rehearsals and support for staging of street

plays etc. The outcome was superb. The message was clear, the music catchy and touched

the people concerned, at the right place. The DPM himself moved from one community to the

other with a small team of artists. However, when the DPMU decided to go about on a large

scale, this effort was not adequate. It required great number of artists to manage the scale

and facilitate a collective action. In response to this growing demand and also to ensure

sustainability of the intervention, it was decided to identify the local talented youth (boys

and girls) and train them in an effective use ofKalajatha as a medium of change. The decision

was put into practice immediately. Youth from the project area, were identified and trained.

The trained youth now undertake kalajatha in the communities.

Linking with Mandal Samakhyas

The trained Kalajatha teams are attached to the respective mandal samakhyas. Line

departments and organizations needing their services, are required to approach the MMS. The

youth teams prepare the Kalajatha items on the basis of the task assigned and the target

community to be addressed. This system has gradually led to the institutionalization of the

process. A large number of line departments are using the services of the teams. These

include the Departments of Social Welfare, Tribal Welfare, Health, Education, ICDS and

Panchayati Raj. The teams have been effective and the outcome are evident. The incidence

of dedication of girls into Jogini system was found to be on the decline. The instances of open

acts of caste based discrimination and the incidence of child labour, were also reported to be

on the decline. The teams also are enabled to earn a livelihood through the Kalajatha. LDs

and NGOs make an extensive use of their services, primarily because of their being effective.

Replicability

The practice of using trained and talented youth to eradicate and excommunicate

social evils can be replicated in other project districts. It is, however, important to note that

eradication of deep rooted social practices is a long process and Kalajatha campaign alone

would not be able to achieve the desired results. Effective Kalajatha campaign would

however, create the necessary sensitization and environment for change. Other instruments

would have to be used to achieve the desired change. This would include effective

enforcement legal provisions against the Joginisystem, the practice of caste-based

discrimination and the institution of child labour. The commitment with which line

departments work against the practices ultimately determines the success.

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Balanagar MMS Manages the Crisis to Emerge

As a Sustainable Institution

Introduction

The case study refers to the Balanagar MMS and the way in which the office bearers

and EC members managed the crisis and protected the institution from collapsing. The office

bearers and EC, having gradually freed the MMS from the clutches of the project staff,

manage its functioning independently. The MMS-EC members have developed keen interest

and worked with commitment to develop it into a sustainable self-managed institution of the

poor. They are able to undertake various activities and organize different programmes for the

benefit of the members. Their understanding of the MMS accounting systems, is notable. In

spite of being illiterate, these women having learnt the details of all the related systems

manage to keep the information at their fingertips. The MMS leaders have successfully

developed the AWFP for the Samakhya on their own. They have realized the importance of

monitoring which resulted in the preparation of an action plan to monitor the work of their

staff at different levels. Today, the Balangar MMS is capable of managing its own affairs with

little guidance and support from the APM, CCs and MBK.

The Rise and Fall of MS

The MMS of Balangar was one of the first mandal level federations to be formed in the

district under the DPIP. The four year old samakhya, has a membership of 36 VOs and 644

SHGs to its credit. The EC of the MMS meets on the 4

th

_{of every month, while the office}

bearers hold a review meeting for the benefit of all their staff on the 20

th

_{of every month.}

The fact that these systems have been in tact for years, is to be ascribed to the planned

effort of the then APM who had worked in the initial stages of formation of the MMS. The CCs

were very supportive and facilitated the capacity building of the samakhya. The VOs

functioned effectively and so also a large number of SHGs. The mandal was also in the

forefront in respect of the preparation, submission and sanction of CIF-SPs. A good number of

members benefited from the SPs, and the members acknowledged the impact on the

livelihoods.

That was the situation of the MMS until about a year ago, when certain changes took

place. There were certain changes in the CCs posted to the mandal. The older CCs were

promoted as APMs. The MMS leaders were also changed during this period as they completed

their term. The MMS, therefore, had new office bearers and new CCs and APM. This was a

turning point in the working of the Samakhya. The new CCs and APM found it difficult to cope

with the work. They did not exhibit the same enthusiasm as their predecessors. The staff did

not facilitate the regular conduct of the MS meetings. When meetings were held, attendance

declined drastically. The institution began its downslide. Very soon, it reached the lowest

ebb. At this stage, it was no longer one of the best samakhyas and did not have any lessons to

offer to the other institutions. The institution slowly started collapsing and forced the OBs

and EC to reflect on the situation.

The Mid-Way

The decline of MS had its impact on the functioning of the VOs and SHGs. The EC

members realized that the attendance at the MMS monthly meetings was gradually declining

which was also considered as a reflection of the ineffective functioning of the VOs in the

mandal. Some of them, therefore, decided to work towards strengthening them. As a first

step to the process, these members decided to review the monthly action plan submitted by

the CCs. The method that they adopted was, however, different. This time, they did not

restrict themselves to the office level review (as is the case always) but decided to go to the

field as per the action plan. The EC got itself divided into small teams and started visiting the

VOs and SHGs as per the advance work plan given by the CCs. The CCs were not found in the

field as per the action plan and this shocked the MMS members. The MMS members realized

that the CCs had been neglecting the VOs and SHGs. The poor functioning of the CCs was an

eye opener to the EC members. The members resolved to free the MMS from the control of

the CCs.

At this stage, the EC members consulted the former leaders of the MMS for advice and

guidance. The members realized that they relied quite heavily on the project staff for the day

to day functioning of the Samakhya. As the MMS was functioning well, they became

complacent enough to think that the situation would continue. Further, their being new to

the role as leaders, also allowed (though unconsciously), the deterioration to take place. Soon

after the field visits, the office bearers held a review meeting with all the staff (which

became irregular after the new leaders were elected) and conducted an enquiry into the

functioning of the CCs and MBKs. The staff were defensive and could not appreciate the

action of the MMS. The real trouble began in the form of non-cooperation from the staff.

Taking note of the situation, the MMS leaders decided to attend the MMS office on rotation.

The EC members worked out a roster duty schedule to ensure the availability of a few of

them in the MMS every day. The EC members stayed in the MMS overnight for a few days,

until the issue was settled. During their daily visit to the MMS, the MS-leaders looked into the

accounts and realized that these needed verification and rectification. They could not receive

funds from the DPMU as the utilization certificates were not sent regularly.

Unable to digest the process initiated by the MMS, the CCs stopped coming to the MMS.

At this stage, the MMS approached the DPMU and requested for support. The DPMU intervened

and reprimanded the CCs and insisted that they should abide by what the MS decides. The CCs

had no other go except to fall in line. The systems were back in place. The meetings of the

MMS were held regularly and the attendance of the CCs and the VO representatives at these

meetings was insisted upon. This indirectly facilitated the process of strengthening the VOs.

On the otherhand, the MMS-EC members gradually started participating in the monthly

meetings of the VOs with the intention of reviving and activating them. This turned out to be

a source of real strength for the Samakhya. The VO leaders, who are also members of the

MMS, started attending the MMS meetings and expressed their commitment to rebuild the

institution into a sustainable and self-managed organization of the poor women. Thus, by

Dec. ’05, the Balanagar MMS exhibited the features of a sustainable institution. By Nov. ’05,

the samakhya had received an amount of Rs.84.20 lakh as CIF. The amount was distributed to

93 VOs and 254 SHGs to benefit about 3,000 households. In addition, the SHGs were able to

access substantial amounts of bank loan to undertake several income generating activities.

The VOs were actively engaged in recycling the CIF for the benefit of a larger number of

households. The MS provided continuous support-supervision to the VOs. The institution has

virtually attained a take-off stage. It was made possible through the collective efforts of all

the members, though the EC members and office bearers understandably had a key role to

play.

The MMS Today

The current status of the MMS is what justified its selection as a best practice for the

district. The members have learnt their lessons from experience and these lessons would

guide their actions in future. The key lesson that the members have learnt and openly admit

is that, “they have to develop a sense of ownership of the institutions, if they really want

them to be sustainable and beneficial to the members and evince an abiding interest in the

growth of institutions. The Balanagar MMS, in its current form, exhibits the following

features:

Independent Functioning

The EC and the office bearers manage the day-to-day affairs of the samakhya by turns

without solely depending on the project staff. This has enhanced the control of the MS-EC

over the staff.

Good Understanding of the Accounting Systems

The office bearers of the MMS ensure that accounts are regularly maintained and the

utilization certificates sent on time. The office bearers enquire into the purpose of

expenditure before signing each cheque and go to the bank personally for drawing the money.

Their understanding of the financial transactions has vastly improved.

Crisis Management through Collective Action

The experience has enhanced the resolve and determination of the members. The

members do not run away from crisis as they are even prepared to face any critical situation.

The ability to withstand the crisis is the hallmark of good leadership.

Monitoring the Functioning of the VOs and SHGs

The MS sub-committees have been formed and are assigned specific area wise

responsibilities. The sub-committee members undertake regular visits to the VOs and SHGs

and the feedback is shared at the MMS meetings. The staff reviews are held regularly as per

schedule. The new CCs are briefed on the systems and are advised to adhere to the work

norms stipulated. This has facilitated the integration the CCs into the MS fold. The CCs and

MBKs now realize that they are employees of the MMS and answerable to it.

Sustainable and Self-Managed Institution of the Poor

The EC/OBs are committed to transforming the MS into a sustainable and self-managed

institution of the poor. The institution is slowly emerging as a self-managed institution. The

leaders have commitment, purpose and vision. The EC has full knowledge of the project

activities and their progress in the mandal. The EC has taken full control of the financial

administration of the MS. More significantly, it has made the project staff accountable.

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An Innovative Approach to Organization of the Chenchus

Introduction

The Chenchus are a primitive tribal group with a considerable presence in the district.

The community lives in conditions which are much below the acceptable minimum standards

of living. The Chenchu habitations are not only small but widely scattered. Known as ‘Pentas’,

there are 91 widely scattered habitations of Chenchus in the district. Located in interior

forest areas, the Pentas do not have minimum facilities. In view of their pathetic situation

and in order to provide sustainable livelihoods to these poorest of the poor sections, the

DPIP-Mahabubnagar decided to have a special focus on them.

To start with, the CCs were placed in these areas as it was done in other mandals and

were advised to organize the women into SHGs and facilitate their membership in the VOs. It

was indeed a tough job for the CCs. The Chenchus were away in the forest for days collecting

the NTFP. Even when they were available, they hardly spared time to listen and act upon the

strategy suggested by the CCs. The promotion of the SHGs proved to be a difficult task. The

CCs did not give up. The SHGs were formed and the SHG meetings were scheduled at times

convenient to the Chenchus to attend. The Chenchus were sanctioned a few CIF-SPs for

understanding the procurement and marketing of the NTFP collected by the Chenchus. As the

members started realizing the benefits, the Chenchus started gradually showing more and

more interest in the SHGs. Meetings were held regularly and the institutional functioning

recorded a steady progress. However, the process did not move beyond the SHGs. The SHG

leaders who were supposed to participate the VO-EC meetings, hardly attended the meetings

and not a single Chenchu became the leader of the VOs. They hardly attended any MMS

meeting and some of them had not even heard of MMS. It was at this stage that the DPMU felt

the need for a special strategy to build the capacities of the Chenchus and found an answer in

the form of separate institutions for the Chenchus i.e., VOs and MMS. The proposal was

supported by the SPMU which justified the stand by highlighting the special needs of these

poor tribals. The idea was put into action immediately and the institutions of

the Chenchus came into being.

Integrated Strategy Adopted

One of the major contributions of the project in Mahabubnagar DPIP is its contribution

to the livelihoods of the Chenchus. The DPMU had adopted an integrated strategy for the

overall development of the Chenchus. The strategy addressed the varied needs of

the Chenchus in an effective manner. The key interventions which had formed a part of this

special strategy include the following:

Enumeration of the Chenchus

In order to have a clear understanding of the situation of the Chenchus and the actual

number of them living in the three mandals, the DPMU undertook a household survey which

revealed that there were about 3,000 Chenchu households which need support. The capacities

of the Chenchutribals were limited as they hardly moved around. Their life was limited to the

village and the forest on which they depended for their livelihood. The analysis led to the

development of a special strategy by the DPMU.

Developing Local Human Resource

The situation of the Chenchus was such that it demanded that the exclusive attention

of the CCs. The normal responsibilities of a CC are so diverse that they could not devote

exclusive attention on the Chenchus. Further, as the Chenchu inhabited areas come under the

naxal influence, the CCs were not able to spend long hours in the ‘Pentas’. Given the

situation, a via media was looked for and it was decided to promote the local youth as

community activists and community organizers. About 40 such Chenchu youth were identified

in a participatory manner and trained for four days at SMELC, Oorvakal, Kurnool district. The

training focused on developing community organization and institution building skills. On

completion of the training, the youth were placed as community organizers (COs) and an

honorarium of Rs.1,500/- per month was paid to each. The COs seemed to have obtained the

clearance from the naxalites before they started organizing the Chenchus. The strategy

proved to be useful in mobilizing theChenchus and promoting their livelihoods. The CCs and

APMs extended the required support as and when necessary.

Provision of Basic Needs through Convergence with LDs

The survey revealed that a large number of Chenchus were deprived of basic amenities

and services such as houses, ration cards, electricity and street lights. The DPMU facilitated

the access of the Chenchus to some of the basic services in convergence with the line

departments, which not only served the purpose of meeting their needs but also won their

hearts and confidence. About 600 households, which never had a ration card before, now

received one and thus the problem of food insecurity was largely addressed. In addition, the

list of households without a house, was prepared and submitted to the housing corporation

which had agreed to sanction pucca houses to the houseless Chenchus on a priority basis. A

similar process was adopted to meet other needs. The Community Organizers were involved in

the process such that they could acquaint themselves with the programs and take the agenda

forward, even beyond the project.

Exclusive Institutions for the Chenchus

The DPIP has contributed a great deal to the development of the institutions of the

poor. The approach to institution building is well established and has provided a number of

successful stories. The project, however, has not had the same success with regard to the IB

of theChenchus. The membership in the SHGs and VOs hardly had an impact on the Chenchus.

The main factor responsible for this was the low participation of the Chenchus in the

institutions in which members other than Chenchus constitute the majority. The Chenchus are

a very shy people and do not mingle other communities. The leadership, which has a lot to do

in the institutional development process, rarely came to the Chenchus as the selection was

always in favour of more articulate members from other communities. The SHG leaders of

the Chenchu groups were reluctant to attend the meetings of the VOs. At this juncture, it was

decided that the only way of building the capacities of these people was by promoting

separate institutions and their federations. As a result SHGs, VOs and MMS meant exclusively

for the Chenchus, came into existence. The strategy paid off and yielded the desired results.

The Chenchu women openly acknowledged the change and the contribution that these

institutions have made to their livelihoods. They have realized that there are different ways

of earning livelihood and the collection of NTFP was only one among them. They also look at

the VOs and MMS as a platform for them to meet, interact, learn, grow and develop. These

women are not their old selves as they have marched ahead, realizing that there is a long way

to go.

Promoting Livelihoods through CIF-SPs

An important aspect of the integrated strategy was to promote livelihoods. Migration

was a common practice among these tribals during the summer as the district was caught in

the clutches of severe drought. A food security scheme was introduced through the sanction

of a VO level CIF-SP. A micro-plan was prepared at the household level to identify the needs

in terms of rice, dhal, oil etc. This was then consolidated for the SHG and then the VO. The

VO then made a bulk purchase of these commodities and distributed among the members.

The intervention not only addressed the food requirements but also supplied the commodities

at lower prices as a result of bulk purchase. The members were allowed to pay the amount

towards these provisions in three installments. As the purchases were made by a five member

committee formed in the VO, the members had faith and accepted the accounting system.

The Chenchus stopped pledging their ration cards, which was a common practice prior to the

intervention. The system was gradually institutionalized and was running smoothly.

The next area of livelihoods intervention was the establishment of the procurement

centers to purchase and market the NTFP, collected by theChenchus. As the centres were

established in their villages and managed by a committee formed with members from among

themselves, theChenchus from the surrounding villages readily accepted them. The multiple

benefits accruing in terms of grading of products, relatively better price, correct weighing,

immediate cash payment etc., were perceived and acknowledged by the members. These

have not only enhanced the income but also reinforced the faith of the poor in their

capacities and the potential it holds for a better future. The individual CIF-SPs sanctioned to

theChenchus as a special case, further strengthened the livelihoods. The Chenchus today look

towards a bright future for their younger ones and are committed to building their

institutions.

Annex - 1

Summary of Select Best Practices : Mahabubnagar DPIP

S.

No.

Project

Component/

Area of Best

Practice

Why Considered Best

Practice

What Made It

Happen

Replication

Scope for

1.

IHCB/MMS functions

as an effective

monitoring agency



MMS-OBs take over the

samakhya from the

CCs/APM and manage it

independently.



MMS office bearers

have clear

understanding of the

accounting systems.



MMS efficiently

manages crisis situation

on its own.



MMS conducts field

visits based on the CCs’

action plan to monitor



Gaps in the

functioning of

the CCs which

resulted in poor

functioning of

VOs.



Misappropriation

by project staff

leading to the

monitoring role

of MMS.



Systems

adopted

by MMSs

could be

replicate

d to

promote

strong

and

sustaina

ble

institutio

ns

irrespect

their work.



MMS independently

prepared the AWFP,

under the guidance of

the DPM.



Contributes to the

project goal of building

sustainable, self-reliant

institutions of the poor.

ive of

the staff

functioni

ng. MMSs

need not

wait

until

somethin

g goes

wrong.

2.

Disability/Integrated

approach to dealing

with disability



The strategy adopted,

effectively addresses

the varied needs of the

DAPs.



The development of a

cadre of grass root

level workers from

among the DAPs.



Promotion of separate

institutions of the

DAPs. The parental

training causes

attitudinal change and

increased care and

concern for the DAPs.



The surgical

intervention brings

mobility to a large

number of DAPs, who

were immobile for

years.



An integrated

approach

meticulously

planned and

implemented by

the DPM.



Capacity

building of the

social workers.



Use of a

convergent

approach to

facilitate the

surgical

intervention.



Highly

replicabl

e

through

the

adoption

of the

integrat

ed

approac

h.

S.

No.

Project

Component/

Area of Best

Practice

Why Considered Best

Practice

What Made It

Happen

Replication

Scope for

3.

Communication

and

documentation/

awareness

building

through Kalajatha



Locally trained youth take

messages relating to key

issues, to the target

community and then, by

increasing their awareness.



Awareness building

through the use of local

media causes collective

action on issues such

as‘Jogini’.



The

identification

of issues for

building an

awareness

through

the Kalajatha

felt needs of

the

community.



Replicable

under

conditions

where

talented

youth are

available.

The

strategy

per se is



Services of the trained

cultural team are accessed

by the line departments

and other NGOs in the

district.



The activity brings out the

talent of the local youth

and provides for their

livelihood.



The impact

on the target

community

through the

use of

effective

media.



The adoption

of a well

planned

strategy by

the DPM. His

talent in

reaching the

target

community.

replicable.

4.

IHCB/ An

integrated

approach to the

organization

of Chenchus



The POP and nomadic

tribes get organized into

institutions and their

federations at different

levels.



Separate institutions

for Chenchus develp their

organizational and

leadership capacities.



The NTFP and food

security related

interventions effectively

address the livelihood

needs of the

poor Chenchus.



System of differential

saving (as per the

members’ capacity)

facilitates more

membership in SHGs and

regularity in savings.



The

continued

backwardness

of Chenchus i

n spite of the

SHG

membership.



Irregularity

of Chenchus i

n attending

SHG/VO

meetings

which

resulted in

the search for

an alternative

strategy.



Capacity

building of

theChenchus.



The

approach

is highly

replicable

in similar

conditions.

Annex - 2

Best Practices Listed by DPMU Staff : Mahabubnagar DPIP

S.

No

.

Project

Compone

nt

Area/

Sub-Compone

nt

Best

Practice

Identifie

d/ Level/

Place

Why is it a

Best

Practice

What Made

it Happen

Persons

Responsib

le

Scope for

Replicatio

n/

Conditions

under

which it

could be

replicated

1.

IHCB

including

MF

Institution

al Building

and Micro

Finance

Balanagar

MS

Gopalpet

Institution

has

developed

and able

to

organize

different

programm

es of the

benefit of

POP

groups

Active

participati

on of

women

empowere

d with

village

activities

and para

professiona

ls skills

MMS/VO

Yes

Developing

the well

MMS & VO

members

has

knowledge

resource

persons to

other

area.

Book

Keeping

Antharam

VO of

Doultaba

d mandal

Regular

functionin

g of VO

with good

book

keeping

with

awareness

among

members

Give to

constant

training

given to VO

for

maintains

of accounts

and its

transparen

ce

MMS/VO

DO

-Bank

Linkage

MMS

Pangal

VO

financing

among

members

Prompt

repayment

by

members

loan raised

by them

MMS/VO

DO

-Recycling

Chennara

m VO of

Gopalpet

Mandal

100%

repayment

of CIF

amount

Prompt

repayment

by

members

loan raised

by them

Best effort

of VO

DO

-S. No

Compo-

Project

nent

Area/

Sub-Component

Best Practice

Identified/

Level/ Place

Why is it a

Best

Practice

What Made

it Happen

Responsible

Persons

Scope for

Replication/

Conditions

under which

it could be

replicated

2.

CIF-SPs

including

marketing

and NTFP

Agricultural

commodity

redgram

MMS, Doultabad

and Kosgi

Collective

marketing

Members risk

reduced in

going and

selling their

commodities

in marketing

resulting the

expenditure

savings

MMS/ VO

DO

-Mess center

MMS, Gattu

100% loan

repaid by the

group and

unit is

successfully

running till

to date.

Group

benefiting

directly and

increasing

their income

status

MMS/ VO

DO

-Food

Assurance

(Social)

Eklaspur, Chinna

Jatram and

Ammireddy pally

VOs of

Narayanpet

Providing

food

assurance

scheme for

poor from 5

months for

performing

civil

identified

works

Generated

employment

and also

reduced

from

migration

MMS/ VO

DO

-NTFP

Appaiapally, Sri

Rangapoor, Petral

cheru, Errapenta,

Vadderayavaram,

Surlapally villages

of Lingala,

Amrabad mandals

Self-managed

women

procurement

centers were

constituted

Women

drudgery

decreased.

The income

has been

increased

due to

selling of

NTFP items.

MMS/VO

DO

S.

N

o

Project

Componen

t

Area/

Sub-Component

Best

Practice

Identifie

d/

Why is it

a Best

Practice

What Made

it Happen

Persons

Respon-sible

Scope

for

Replicati

on/

Level/

Place

Conditio

ns under

which it

could be

replicat

ed

3.

Documenta

tion and

Communic

ation

Success

stories

Nagamm

a,

Pangal

Resource

trainer

and

singer

Selected as

resource

persons in

A.P.

network,

Hyderabad

MMS/VO

DO

-Case Studies

Screen

plays

and case

studies

on child

labour

at

Gattu,

Telkapal

ly,

Marrikal,

Jadcherl

a and

Pangal

Publishe

d various

articles

in well

known

daily

news

papers

and

eminent

telugu

channels

Prevented

child

marriages

andJogini sy

stem at

Bomraspet,

Maganoor,

Utkoor,

Narayanpet

and Makthal

Concerned

MMS

DO

-Press

Electronics

Media

Success

case

studies

and

intervie

ws

publishe

d in

various

telugu

daily

and

weekly

papers

and also

in well

known

telugu

channels

Gattu,

Telkapal

ly,

Marrikal

on child

labour

eradicati

on

Impressed

by child

labour and

come

forward for

taking

admission in

various RBC

centers and

other

schools

Bhaskar

Doc.

Asst., I/C

Communica

tions

Yes

CulturalKalaj

athas

Cultural

wing

perform

Publishe

d many

articles

Awareness

among

groups

Bhaskar

Doc.

Asst., I/C

Yes

ed vital

role in

Mannam

Konda,

Kurumur

thi,

Polepall

y

Jatharas

in news

papers

and also

telecast

the

program

mes of

Nagamm

a,

Balamm

a,

Yadamm

a,

Salamma

and

Bouram

ma

Communica

tions

S.

No

.

Project

Compon

ent

Area/

Sub-Compon

ent

Best

Practice

Identifie

d/ Level/

Place

Why is it a Best

Practice

What

Made it

Happen

Person

s

Respo

n-sible

Scope for

Replicati

on/

Condition

s under

which it

could be

replicate

d

4.

Health

Nutrition

&

Disability

Surgical

Camps

Surgical

correctio

ns was

made to

428

disabled

persons

428 disabled

persons were

benefited due to

surgical corrections

They can

gain their

livelihood

without

help of

others

DPMU

Yes

Tri-cycles

1,000

tricycles

were

distribute

d among

disabled

persons

1,000 persons were

benefited due to

giving tricycles

The

disabled

persons

can

perform

their

works by

own

DPMU

Yes

Neighbou

r-hood

center

Gundmal

village

Neighbourhood

center

Disabled

persons

rehabilita

ted

mentally

VO

Gundm

al

Yes

Disability

Bandagon

da

village,

Narayanp

et

mandal

Mangamma

disabled person.

Nagamma blind

disabled person

Became

resource

person to

aware the

disabled

persons

about

their

livelihood

VO

Yes

5.

Conver-gence

Ambulan

ce

Services

64

mandals

Providing medical

benefit to

members (women)

To benefit

rural

people in

case of

emergenc

y health

services

MMS

Yes

Surgical

Correctio

ns

428

disabled

persons

were

benefited

Free

accommodation,

doctors services

and free operation

theater given by

SVS Medical

College

Hospital, Mahabub

nagar

428

disabled

poor

beneficiar

ies were

benefited

without

any

expenditu

re

DPMU

Yes

S.

No

.

Project

Compone

nt

Area/

Sub-Compone

nt

Best

Practice

Identifie

d/ Level/

Place

Why is it a

Best

Practice

What Made

it Happen

Persons

Responsib

le

Scope for

Replicatio

n/

Conditions

under

which it

could be

replicated

Joginies

District

Rehabilitat

e

theJoginies

in develops

their lives

Awareness

among the

benefited

women

MMS

Yes

Rehabilitat

ed will be

RP

IAY

Houses

District

Rehabilitat

ed the

disabled by

providing

houses

Asset

create to

members

MMS

Yes

Rehabilitat

ed will be

RP

Bus

passes

and

medical

certificat

es

District

level

Concession

in traveling

to disabled

persons

Rehabilitati

on

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Practicing what we teach: using case studies from 9/11 to teach crisis

intervention from a generalist perspective.

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Abstract:

Populations traditionally served by social workers are experiencing increasingly severe psychosocial stressors, necessitating that students be trained in crisis intervention. This paper provides educators with a theoretical framework integrating generalist practice and crisis intervention, which is applied to compelling case studies from September 11 with individuals, families, groups, organizations, and communities. The authors provide guidelines for discussion and teaching points to structure didactic and collaborative problem-based learning and encourage instructors to use examples from their own and their students' practice. Students learn to intervene with their clients and to appreciate the vital role that social workers assume in responding to disasters.

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Subject:

Crisis intervention (Psychiatry) (Study and teaching) Social work education (Methods)

Education (Methods)

Authors:

Gelman, Caroline Rosenthal Mirabito, Diane M.

Pub Date:

09/22/2005

Publication:

Name: Journal of Social Work Education Publisher: Council On Social Work Education Audience: Academic; Professi onalFormat: Magazine/Journal Subject: Education; Sociology and social work Copyright: COPYRIGHT 2005 Council On Social Work EducationISSN:1043-7797

Issue:

Date: Fall, 2005 Source Volume: 41 Source Issue: 3

Topic:

Event Name: World Trade Center and Pentagon Attacks, 2001

Geographic:

Geographic Scope: United States Geographic Code: 1USA United States

Accession Number:

139433531

Full Text:

THE INCREASINGLY SIGNIFICANT LEVEL OF TRAUMA and

crisis in the populations traditionally served by social workers, coupled with the challenges we have faced from the events of September 11 and the subsequent war on terrorism (see, for example, Galea, Ahern, Resnick, Kilpatrick, Bucuvalas, Gold, & Vlakov, 2002), support the critical need for classroom instruction that prepares students to

respond immediately to multiple-client systems in crisis (Graziano, 2001; J. Miller, 2002a). Studies of social work field training concur that the growing challenges of contemporary practice require social workers to assume a variety of roles and intervene at multiple levels with people who are experiencing severe psychosocial stressors and crises (Bocage, Homonoff, & Riley, 1995; Jarman-Rohde, McFall, Kolar, & Strom, 1997; Plionis, Bailey-Etta, & Manning, 2002; Reisch & Jarman-Rohde, 2000).

This paper provides social work educators with both a conceptual framework and rich practice vignettes that integrate key theoretical aspects of generalist practice and crisis intervention for teaching social work students intervention with individuals, families, groups, organizations, and communities in situations of crisis and disaster. This framework will be applied to vignettes of social work practice undertaken by the authors, their students, and colleagues following the events of September 11, 2001, in New York City. The authors first present and explain how key elements of

generalist practice and crisis intervention are integrated. They then apply this integrated approach to vignettes with client systems of all sizes from diverse socioeconomic and ethnic groups--ranging from college students to disenfranchised immigrants and disempowered employees--all of whom were affected by the events of September 11. Through these vignettes, the authors illustrate how key elements of generalist practice and crisis intervention are brought together so that social work students learn a model of intervention that they can apply in work with their clients who experience crises.

The generalist approach, mandated by the Council on Social Work Education (2001), provides a highly relevant framework for social work intervention in dealing with situations of crisis and disaster because it addresses all systems and levels of intervention, integrates practice, policy, and research, and is based on the fundamental social work tenet of "starting where the client is." Crisis intervention is an equally essential practice approach in these situations because of its immediate, active, and directive focus on restoring client systems to their previous level of functioning by capitalizing on the heightened motivation, capacity, and opportunity engendered by crisis (Ripple, Alexander, & Polemis, 1964).

Social work practice undertaken in response to the events of September 11 was chosen to illustrate how to teach crisis intervention from a generalist perspective for several reasons. Because everyone in this country experienced the events of September 11 either directly or indirectly, the practice vignettes provide compelling examples of the diverse roles generalist practitioners assume across micro, mezzo, and macro levels of intervention. The illustration of all three levels of practice is especially important, because as noted by Abel and Kazmerski (1994), an increased focus on micro-level practice in social work education has eroded macro-level curriculum content. Moreover, the use of vivid and contemporary examples to illustrate fundamental social work concepts and skills renders the material highly relevant and accessible to students (Carter, 2000; Fellin & Brown, 1989; Whipple, 2001). Finally, the use of examples of practice undertaken by classroom instructors allows educators to model what they are teaching, highlights for students the importance of integrating theory with practice, and underscores the crucial roles that social workers have assumed and can continue to take in response to situations of crisis and disaster (Anderson, Ressler, & Wallace, 2002; Malekoff, 2001; J. Miller 2002b). Results of a recent survey indicate that students perceive instructors who have current practice experience as being more effective teachers and role models and report that these instructors engage in classroom behaviors that help students apply and integrate their classroom learning more successfully (Knight, 2002).

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