KS Mobilisation v2

7/30/2019 KS Mobilisation v2

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Social Mobilization

History, Concepts, Background



SOCIAL MOBILISATION

Why social mobilisation? For Participation. Participation in abstract or real sense?

Participation for what? For Development

What are the barriers in development? & what are the approaches to over comethese barriers and ensure participation?

Different models and approaches to development

Raiffessen Cooperative model------- what are the assumptions, needs/problems What was the methodology to resolve these problems and constraints

Examples of Raiffessen model of different countries & projects

Concept of support organization for application of this model – AKRSP

Comparison of Raiffessen and AKRSP approaches for mobilisation

Why & what Mobilization -- a process ----internal & external factors influencing

process of Mob. What is SM -- Define -- Its importance in participatory development ?

What is organization? Prerequisites for organization

Why organization = for participatory development? Why participation?

Role of Community Org. & working cycle CO -----process & steps of SO

Characteristics of Sustainable organization. Who will organize??? SO. Who is SO

Tips on SM



Social MobilizationIs a process through which people are organized

and motivated to undertake their developmental

activities by themselves.

Social organizer identifies the potential, social capital,

and motivates community to explore common

interests and pursues them for the mobilization of their social and economic assets.



MobilizationIS A PROCESS THROUGH WHICH A CHANGE TAKES PLACE.

•COURSE OF ACTION

•SERIES OF

PROCEDURES

•A SHIFT FROM ONE STATUS

TO ANOTHER

•POSITIVE or NEGATIVE

AGENTS

INTERNAL EXTERNAL

COMMUNITY

CULTURE

NORMS AND VALUES

EVENTS

ENVIRONMENT

MEDIA

LEADER

ORGANIZATIONS

DONORS

ENVIRONMENT



ParticipationParticipation in Abstract

• People voluntarily contribute toprojects/ schemes in the form of

labour, cash or land.

Participation in real sense

• Problem identification andprioritization

• Analysis of potentials

• Decision making

• Planning

• Implementation includingmobilization of local resources

• Benefit sharing

• Monitoring and evaluation



Development and its Barriers• PSYCHOLOGICAL (Dependency)

• SOCIOLOGICAL (Collective work, womeninvolvement)

• ECONOMIC/FINANCIAL (Availability/Access)

• TECHNICAL (Know-how/Awareness)



Participatory Development

Approaches Timeline - Pakistan• Raiffessen‟s cooperative Model Late 19th Century

• F.L. Brayne Rural Reconstruction

• Programme (Dehat Sudhar) Before Partition: 1947

• Vill. Agri & Ind. Development 1953-1960

• Commilla /Daudzai Experiment Late „60s

• Integrated Rural Devel. Programme 1971-1979

• Foreign Assisted Programme KIDP – IRDP 1981-1988

• Water User Association Ordinance 1981

• AKRSP 1982

• OPP 1983

• RSPs (SRSP,NRSP,GBTI, PRSP, BRSP,SRSO) 1989-2003



Assumptions•Willingness of the Community•One for all, all for one (Motto)

•Presence of an activist•Democracy by identifying ademocratic person to lead

Needs / Problem•Overcome the handicaps of subsistence•Protect rights / privilegesfrom three giants•Landlord, Money Lenders,Shop Keepers

Methodology•Form cohesive groups• Accumulate capital through

savings (to introduce system of (internal lending)

Resource Mobilization•Savings of the members

Raiffessen’s Cooperative Model



Applied successfully in:

• Germany, Japan, and South Korea over 50

years

• Israel and Taiwan over 25 years

• Bangladesh: Commilla for10 years

• Pakistan: Daudzai for 5 years, AKRSP over 20years; NRSP over 10 years

Raiffessen’s Cooperative Model



COMILLA –

DAUDZAI Model Assumptions•Willingness of the Govt. tohelp the poor.•Willingness of thecommunity•Presence of an activist• Availability of Govt./ Donorresources

Needs / Problems• Access to Govt. Services /Supplies•Overcome handicaps of subsistence

Methodology•Identification of a viable unit fordevelopment administration•Decentralization of Govt. Services

matched with supplies•Fostering a cadre of villagespecialists• Accumulation of capital throughsavings

•Introduction of innovations•Increased productivity packages(NRM)•Two Tier Cooperatives

Resources•Mostly Govt. / Donor resources



AKRSP Support Organization Concept

Assumptions•Willingness of the communityto organize•Presence of activists• Accumulation of capitalthrough savings•Little or no support from Govt.

Needs

•Overcome handicaps of subsistence holders•Lack of services•Lack of facilities•Respond to needs identified by

the community

Methodology•Creation of support organization•Organizing (VOs / WOs)•

Fostering a cadre of village activists /specialist•Development of programme packages•PPI: Productive Physical Infrastructure•Credit: Savings & Loans•Increased productivity – NRM•Intermediate technology•Micro – enterprise

Resources• AKF / Donors



Comparison of Approaches –

Institution DevelopmentPrincipal are the same, Practices are different

MAIN FACTORS LEADING TOWARDS DIFFERENT PRACTICES

Socio – Cultural, Economic, Political, Environment, Races & Casts,Governance

Raiffessen’s CooperativeModel

• Economic Recession

• Political Problem

• Cooperative Oriented

AKRSP• Low Development Index• Isolation (Geographical)• Less communication

services• PPI - Approach



Basic Principles of

Participatory Development• Organization

• Capital formation

• Skill enhancement

• Strong and productive linkages



What is an Organization? A group of community members having

common concerns, needs and problems andthat group believes that they can have better

chance to achieve their objectives, if they

make their rules of business and act

collectively.



Prerequisites for Organization• Common Needs

• Willingness of Community

• Socially Viable Groups

• Geographical Proximity

• Human & Financial Resources



Participatory Development• Participatory problem/need identification

• Participatory decision making

• Sense of ownership

• Accountability

• Transparency

• Participatory Planning

• Participatory Monitoring



Role of Community Organization - 2• Distribute the benefits of development on an

equitable basis, mobilize local resources fordevelopment , create a sense of ownership,

create effective service mechanism at the locallevel.

• Enable disadvantaged segments of population (smallfarmers, tenants, small traders, artisans, and

disadvantaged members of the community) togenerate capital through savings and provideaccess to credit for improving their income level.

• Ensure sustainable development.



Communityorganization

General

Meeting

Situationanalysis

Identification

OfProblems

Prioritization

Of needs

Planning of

Development

Interventions

Pooling ofExternal &

Internalresources

Implementationmonitoring

and evaluation

Apex / Cluster Level

Village / Settlement Level

Dhok / Hamlet Level

Working Cycle of Community

Organization



IDENTIFICATION

IDENTIFICATION

INTRODUCTION

TRANSECT WALK

PROFILE

EMERGENCE OF

ORGANIZATION

SITUATION ANALYSIS

INTRODUCTION

SETTING OBJECTIVES

DEVELOPMENT OFPROFILE

TARGET AREA & POPULATION

CONTACT PERSON

CONCEPTUAL & PROG. PCKG.

DHOKE / VILLAGE

ORGANIZATION

SERIES OF DIALOGUE

COMMUNITYMEMBERS

COMMUNITY /

SUPPORT ORG.

IDENTIFICATION OF SOCIALCAPITAL

COMMUNITY

Process Steps – Social Organization



Sustainable Organization

Characteristics A development initiative will be sustainableONLY when the organization:

• helps the people to understand the vision of

development• bring about a change in the management system of

the village

• makes the services of the different agencies available

and accessible to the people• has its dynamic base to keep the organization alive

• makes itself acceptable to the society

• has achieved / acquired its financial independence



Sustainable Organization

Indicators

• Availability of social capital

• Self help

• Self responsibility

• Self administration / management

• Self driven resources for program activities

• Transparent mechanisms of accountability



• Devoted /Dedicated

• Assertive / Empathizer

• Hard Worker / Innovator

• Flexible / Friendly

• Good Communicator/ Listener

• Motivator /Social Animator

• Broad Vision / Knowledgeable

Social Organizer Characteristics



The role of Social Mobiliser To call community meetings to brief the community members

To stimulate community members to participate in their owndesired development actions

To engage in activities that promotes community effectiveness,self reliance and empowerment

To ensure that vulnerable are heard in CO decision making

To ensure that decisions are made with consensus

To assist the community in learning management skills andtechniques



Tips on Social Mobilisation - 1

• Maintain a sense of humour, and bepatient: you might have a deadline to keep, butothers may have other priorities.

• Open your mind and heart, and you’ll receive anopen and warm welcome; a mutually beneficialrelationship will develop.

• Build upon the positive aspects of the localculture, religion, knowledge andtraditions; brick by brick, work with the people

to build up their lives with dignity and honour.



Tips on Social Mobilisation -2• Initiate, but do not lead. You are a catalyst for

inspiring development activities, not the boss.

• Listen, listen and listen again. Learn from themen and the women: the whats, the whys, thewhens and the hows of their situation andpoverty.

• Identify the people’s needs; or, rather, facilitatethe people themselves to identify their basicneeds. Remember, awareness-raising is the firststep towards mobilisation.



Tips on Social Mobilisation -3• Sit together; share your ideas and

experience - this is a two-way process.

• Avoid talking in terms of money; rather, talk in terms of working together. Don’t beauthoritative, and don’t talk big.

• Talk simply - don’t use complexlanguage; your task is to communicateeffectively, so no one is excluded.



Tips on Social Mobilisation - 4• Involve the community from the very

beginning; don’t start a project, then try to bringin community ‘participation’ mid-way through.

• Organise the people to draw up their own plansfor their development: simple activities which canbe easily understood and realistically carried out.

• Never assume that you are right and ‘they’ arewrong; in most cases, you will discover that ‘they’ were, in fact right, but you had failed to listen!



MobilisationMaintain a sense of humour, and be patient.

Open your mind and heart.

Build on the positive aspects of culture, religion, knowledge, traditions.

Initiate, but do not lead.Listen, listen and listen again.

Identify the people’s needs.

Sit together; share your ideas and experience.

Avoid talking in terms of money.

Talk simply.Involve the community from the very beginning.

Organise the people to draw up their own plans for their development.

Never assume that you are right and ‘they’ are wrong; in most cases, youwill discover that ‘they’ were, in fact right, but you had failed to listen!



Go

to the people

live among them.Learn from them

Start from where they are

Work with them.

Build on what they have.But of the best leaders,

When the task is accomplished.

The people all remark:

“We have done it”

Lao Tsu

Documents

KS Mobilisation v2