HOW WE WORK
Building Community Networks: Tanishka Foundation (www.tanishkafoundation.org)
Grassroots level transformations through the development of Women Community Network
- Tanishka Foundation
Grassroots level transformations - There have been over 5,000 transformation
initiatives since our inception. Various issues which made women feel vulnerable
were addressed by the Tanishka Foundation members. The forums have demonstrated that
when women unite for a cause that concerns their immediate community or administrative
division they disrupt existing structures, break all barriers and innovate to find
solutions which are transformative. The key areas under which we have seen some
of the highest impact are aligned with issues that are universal to most countries
in the developing world.
Land rights - The most critical area for creating economic mobility
for women. Several Tanishka Foundation groups have pursued and achieved great success
in getting women their rights to land by making sure there are mutation entries
in their name in the local administrative offices.
Health - There are several Tanishka Foundations in the marginalised, minority
or economically backward areas. In these areas health and hygiene are critical
components to a women’s well being and often a big issue due to poor infrastructure
or connectivity. By conducting health check-ups, awareness drives, creating access
to mobile medical facilities they have helped women gain access.
Empowerment - A universal construct for all things that have helped
women build resilience and reduce their vulnerability. Projects including women
making microcosmic changes to local governance structures, taking up local initiatives
to bridge systemic gaps are indeed empowering and inspiring coming from those forums.
Environment - Resilience against issue arising out of environment
climate change, natural hazards, poor governance and poor infrastructure lead to
transformative initiatives in areas such as cleaning rivers, developing check dams,
advocating water issues and the like. Environment is a universal impediment to development
and any initiatives in that direction become empowering for other groups in the
network especially those with similar or worse challenges.
Security - Crimes against women at the intra-household level and at the
extra-household level are very critical issues that needed to be addressed in India.
The gender inequality index and the patriarchal social structure make women vulnerable
to issues such as domestic violence, crimes and atrocities against women and their
children. The stories and episodes go unreported due to fear of being marginalised
or mistreated. The Tanishka Foundation has demonstrated that this can be addressed via alignment with the law and order machinery and empowering and supporting women undergoing such strife.
Emotional Connect Program: Pune Bus Day
DCF, along with its partner The Sakal Media Group, took the initiative to plan a
‘Pune Bus Day’ to highlight and publicize the need for a better bus service, bring
together a wide array of stakeholders to support the effort and run almost twice
the number of buses on November 1, 2012 with an appeal to people to use the city
bus instead of their own vehicle on that day. The whole event was planned in partnership
with PMPML, the city bus service provider. Parisar a civil society organization
working on lobbying and advocacy for sustainable development. conducted a couple
of independent surveys (user feedback survey and traffic count survey) to assess
the impact of the event. The results show an overall high level of satisfaction
with the concept.
PMPML gets advance from PMC and PCMC
For the first time in its history, PMPML got an advance of Rs 52 Crore from both
Pune and Pimpri-Chinchwad corporations for issuing passes. Pune and Pimpri-Chinchwad
municipal corporations directed the PMPML to issue free/concessional passes in various
categories for students, senior citizens, visually and physically challenged, staff
of the two civic bodies, etc. Unlike previous years, this year the civic bodies
released Rs 52 crore as advance payment for passes.
It was a long pending demand to rationalize the fares in proportion of Rs 5, Rs
10, Rs 15, Rs 20, Rs 25 and Rs 30. It has helped to solve the problem of change
faced by the people and conductors of the PMPML. This will also help reduce the
arguments between commuters and conductors and facilitate speedy ticket selling,
especially during peak hours.
Six more CNG pumps
The PMPML has handed over land to Maharashtra Natural Gas Limited (MNGL) to erect
six more Compressed Natural Gas (CNG) stations to refill the buses that run on the
green fuel. There is an urgent need to increase the number of CNG pumps. Another
four CNG stations have been proposed. Even other vehicles running on CNG will be
able to use these stations.
With the help of Pune Municipal Corporation, PMPML has started the e-tendering system
unlike the earlier method of traditional system of tenders, where things were easy
to manipulate. This will speed up the tendering process and help prevent manipulation.
The e-tendering process is a good step ahead by the PMPML to improve the efficiency
of the public transport system in the city.
Overall The Pune Bus Day was a resounding success and an example of mobilizing people
power in an urban area to greatly optimize and improve its transportation system
and act as a paradigm of Big Fast Results achieved in Urban Development.
Emotional Connect Program: Sarva Jal Abhiyan
“Sarva Jal Abhiyan” (SJA) was launched as an endeavour to create, facilitate and
implement a holistic platform to enable availability of “Sarva Jal Abhiyan”. It reinforces
a very basic idea-“Water is Precious”. Value It.
Sarva Jal Abhiyan” (SJA) was Launched under The aegis of The Delivering Change Foundation
as a catalyst for quick, large scale social and economic change.
- It was designed to thereby act as a powerful socio- economic driver of change across
Maharashtra to begin with
- It will now be extrapolated as a synergistic model across multiple states and countries
to deliver a “Drought Free World”
- Corporates, Government bodies, NGOs’, Domain Experts and most importantly the common
people themselves were key drivers of this initiative
Maharashtra is the 2nd most populous state in India with over 112 million population.
Both urban and rural areas are facing inadequate and sub-standard quality of water
service and supply based on current requirements.
To deliver a Drought Free Maharashtra by 2019 by ensuring the adequate and consistent
supply of water
- Optimizing storage, conservation and recycling of surface water
- Ensuring efficient distribution of surface water
- Optimizing ground water availability and recharge
- 50% increase in water use efficiency for agriculture production (baseline of 47.9Mm3/lakh
MT to 24 Mm3/lakh MT)
- 135 LPCD for all urban households (211 ULBs to 135 LPCD)
- 55 LPCD for all rural households (61 talukas out of critical level, receiving <
- Industries: To make water recycling compulsory (by a minimum of 10% consumption)
- Increase efficiency of delivery in 3 levels – water sources, supply and water usage.
- Aim to identify path-finder projects and replicable models to be scaled up across the state of Maharashtra.
Sarva Jal Abhiyan - Program
- Holy Water Blessed at sacred places such as Ashtavinayak Temples and transported
via multiple intersecting routes , stopping at small towns and villages as well
as urban areas
- Branded Tanker carries Holy Water and distributes to followers
- Truck behind carries Blessed Bottled water that is sold
- Donations accepted under 80G
- Emotional-People Connect
- Festive Atmosphere with entertainment such Lokgeet, Bharud, Ganesh & Gauri Geet
- Online engagements – interactive infographics
- Print & Online Media Coverage
- Extensive Print & Offline Branding & Sponsorship opportunities
Emotional Connect Program: MAHARASHTRA’S EXPECTATIONS (APEKSHA MAHARASHTRACHYA)
DCF has through its initiative 'Maharashtra's Expectations' made a structured attempt
to understand the expectations of the people of Maharashtra about development in
different sectors. The discussions not only brought out the issues in various sectors,
but also gave the hope that these can be addressed.
It was the first attempt in the State and also the first attempt by the media to
understand what the people want. While this brainstorming was on, many people wanted
to know, 'what next?'
At a time when everyone only talks about problems rather than solutions, the answer
to this question was obvious. DCF’s focus was on finding solutions. Via the 'Delivering
Change Program' consisting of structured , extensive research through Call
Centre and Online feedback and then an implementation model based on the same.
The Following is a synopsis of the findings of “Maharashtra’s Expectations” In a
DCF was the first Organization to identify the same in detail and is actively engaged
in initiatives to address each one of the above issues.
Unique Model for Nation Transformation: Nation Transformation of Malaysia
BIG & FAST RESULT methodology in Malaysia
Malaysia launched a transformation program in 2009 –known as “Big Fast Results”
(BFR) to realize its vision of becoming a high-income country by 2020.
The approach was centred around ‘delivery labs’ for priority areas and the Performance
Management and Delivery Unit (PEMANDU) was established to run and monitor the programme.
The delivery lab methodology has delivered significant results in less than 3 years
in Malaysia on
18 national key economic areas.
Performance Management & Delivery Unit (PEMANDU) was formally established on
the 16th of September, 2009 and is a unit under the Prime Minister's Department.
PEMANDU's main role and objective is to oversee the implementation, assess the progress,
well as support the delivery and drive the progress of the Government Transformation
Programme (GTP) and the Economic Transformation Programme (ETP).
Chairman of the PEMANDU board is the Prime Minister of Malaysia, YAB Dato' Sri Mohd
Najib Bin Tun Abdul Razak. The post of Deputy Chairman and Chief Executive Officer
of PEMANDU is held by Minister in the Prime Minister's Department, YB Senator Dato'
Sri Idris Jala.
While the responsibility for end-to-end delivery of National Key Results Areas (NKRAs)
and Ministerial Key Results Areas (MKRAs) outcomes ultimately rests with the respective
ministries, and the success of the National Key Economic Areas (NKEAs) rests with
the private sector, PEMANDU has been mandated to catalyse bold changes in public
and private sector delivery, support the ministries in the delivery planning process
and provide an independent view of performance and progress to the PM and ministers.
In relation to the ETP, PEMANDU has been tasked with facilitating the implementation
of the Entry Point Projects (EPPs) and Business Opportunities (BOs) that have been
identified to ensure that Malaysia is transformed into a high-income nation by 2020.
To allow PEMANDU to carry out its responsibilities effectively, it combines the
best talent from both the civil service and private sector.
Unique Model for Nation Transformation : Planning and Implementing
Nation Transformation in Tanzania
Strategic interventions with the BIG & FAST
RESULTS Methodology to ensure fast track inclusive growth in Tanzania
Using the Nation Transformation Model in Tanzania, the country has witnessed
unprecedented success in the planning and implementation of various programs and
‘President’s Delivery Bureau’ (PDB) was created as a department to implement BIG
and FAST Results in Tanzania.
Big Results Now! (BRN) Initiative
Initiative of the government aimed at establishing a strong and effective system
to oversee, monitor and evaluate the implementation of its development plans (particularly
the FYDP I) and programmes based on Malaysia’s Big Fast Results approach, which
hinges on: prioritization; detailed monitoring tools; and accountability for performance.
The impact of the Big Results Now initiative will be felt as resulting initiatives
are implemented through the Annual Development Plans for the years 2013/14, 2014/15
and 2015/16 which are the channels through which FYDP I is also being implemented.
The government of Tanzania decided to use the BIG & FAST RESULT methodology
to achieve the “Tanzania Development Vision (TDV) 2025".
Unique Model for Nation Transformation: Integrating DCF Lab inputs into a State transformation program - Water Sector Transformation
The state of Maharashtra in India aims become a drought-free State by 2019 with the Government kick-starting a new programme called ‘Jalyukta Shivar Abhiyan’(literally meaning ‘Water Secure Regions Initiative’ as a part of the “Water For All” endeavour.) This Abhiyan aims at initiating permanent measures to make the state drought-free by 2019 and to harvest rainwater within the village boundaries, thereby increasing ground water levels.
True to his promise to farmers in the State, the Chief Minister (CM), Mr. Devendra Fadnavis gave a call for ‘Per Drop-More Crop’ at the launch of the ‘Jalyukta Shivar Abhiyan’, to make Maharashtra a drought-free. The Delivering Change Foundation (DCF) through its Water Lab, has done extensive study on the issue of water scarcity in the State. During a conclave organized by DCF and the State Government, the CM made an announcement that the target is to make 25,000 villages in Maharashtra drought-free by 2019.
DCF has received an official acknowledgement for initiation and involvement via the Chief Minister’s Transformation Office (CMTO) for the State of Maharashtra. The CMTO will function with the assistance from the water conservation department and the Delivering Change Foundation in coordination with PEMANDU (Performance Management and Delivery Unit), an independent department of the Malaysian Prime Minister's office in the ongoing implementation of Jalyukta Shivar Abhiyan (JSA), an initiative towards a drought free Maharashtra.
The Government is also planning to set up a Delivery Management Office (DMO) under the CMTO, headed by the Chief Minister, to keep a close watch on the programme. The Chief Minister’s Transformation Office (CMTO) will monitor the scheme, while the Delivering Change Foundation will supervise the functioning and effectiveness of this scheme and post progress updates of each geographical area in the public domain before and after completion of the project.
DCF’s Participative Approach:
DCF conducted 32 high impact initiatives to solve the existing water problems, that were transformative in nature.
The Government of India has envisaged the “Smart Cities Mission” considering the need for an all-round, socio economic development of the country. Nagpur city has been shortlisted among the top 100 cities in the first stage of challenge under Smart Cities Mission. For second stage of the competition i.e. Challenge Round 2, each of the potential cities have to prepare their Smart Cities Proposal (SCP).
Nagpur is the second capital and the third largest city of Maharashtra after Mumbai and Pune. It is the 9th largest urban agglomeration in India and the largest city in Vidarbha Region. Nagpur has been identified as the best city in India by topping the liveability, greenery, public transport and health care indices. It has the best literacy rate of 93.13% and the current population of the city is 24, 05,421.
Mr. Pravin Datke, Mayor, Nagpur asks the citizens to share their views and suggestions on making Nagpur a Smart City
Mr. Shravan Hardikar, Municial Commissioner, Nagpur speaks about the significance of Citizen Engagement Campaign in making Nagpur a Smart City
Nashik emerged as one of the 98 cities which were to become a part of the Smart City Challenge. The proposal to be submitted by the Nashik Municipal Corporation (NMC) included a mandatory section for Citizen Engagement which had an exclusive weightage of 16% of the proposal.The Nashik Municipal Corporation found itself under the gravity of simultaneously executing an all-inclusive citizen engagement campaign for the proposal and building a technical proposal for the city of Nashik. They required assistance and consultation in reaching out inclusively to the citizens of Nashik, penetrating all strata of society throughout the city to understand their issues, opinions, solutions and vision for the smart city of Nashik.
DCF Advisory Serviceswas approached by the NMC for consultation and assistance in executing their citizen engagement plan for the smart city proposal. In a period of one month, DCF Advisory Services provided an array of services to the NMC not only for the citizen engagement execution but also for its analysis and incorporation in the final SCP, as well as deciding on solutions for the smart city based on the responses from the citizens.The three fold approach used by DCF Advisory Services for this engagement is as follows.
- Reach: To use a mix of an Online and Offline reach out to approach the citizens of Nashik with a greater emphasis on the latter keeping in mind the demographics of the City of Nashik, which made it a necessity
- Inclusion: Ensuring every zone of the city, all gender, all age groups are reached out to for giving their inputs during various stages of citizen Engagement to ensure Inclusion.
- Efficient & Effective Methodology: To create a strategy that ensures maximum reach to all demographic segments in the smallest time frame possible to deliver on the SCP submission deadline.
Listed below are the services provided by DCF Advisory Services to the Nashik Municipal Corporation in this period.
Requirements of Smart City Proposal for Nashik w.r.t. to Citizen Engagement
DCF advisory services studied the demographics, geography, culture and people of Nashik City in order to understand its precise requirements for Citizen Engagement and provided the best possible tactics to the NMC to go about the program
Strategy for Citizen Engagement to deliver on the objective as specified by SCP guidelines
The Strategy for Citizen Engagement was provided by DCF Advisory Services and the three fold approach mentioned above was suggested
Micro activity plan with role matrix, timelines and budgets required
The detailed planning, execution, budgeting, resource planning for the Zonal Day activities was provided by DCF advisory services.
Ensuring stakeholder training to deliver on the specified roles
They also helped NMC employees understand the roles they would play in different phases of the program. Various, educationalists, citizens and Corporators too were trained for the upcoming Citizen Engagement Program
- Strategy execution related on ground support through volunteers from DCF and its community networks (YIN & Taniskha)
- Comprehensive response & data analysis on Pan City as well as Area Based Citizen Engagement Exercise
Pan City Citizen Engagement
- Response Management: DCF Advisory Services managed and analyzed the response received from the Pan City Survey
- Data Analysis and Reporting: DCF Advisory Services provided a detailed data analysis and report for the Pan City Survey which helped determine the Vison and top issues for the city.
Area Based Development Citizen Engagement Data’s analysis and reporting
- Response Analysis: DCF Advisory Services analyzed the response received from the Area Based Survey
- Data Analysis: DCF Advisory Services provided a detailed data analysis and report for the Area Survey which helped determine the Area of Nashik is to be developed under the Smart City Initiative and also the type of development it shall be (Greenfield, Retrofitting or Redevelopment)
- Guidance on Citizen Engagement related questions in the Smart City Proposal as well as on deciding on technical solutions for the city based on the analysis of the responses by the citizens
- Prepared acomprehensive citizen engagement program document which outlines the above
The SCP for the City of Nashik was finalized by the NMC in the 2nd week of December. The Citizen Engagement was a success and a large section of the population of Nashik was enabled to contribute to transform its future as a smart city.The outcomes of the Nashik Smart City Citizen Engagement Exercisewere also aligned to the 3 fold approach taken by DCF advisory services and are added below.