Development Resource Centre: About Us

Development Resource Centre (DRC), was established as a training wing of Xavier Institute of Social Service (XISS), Ranchi in 1989. Academics and field work form an integral part of the Institute particularly the Rural Development Department. Both play complementary roles. With the growing need of the training of the NGO’s personnel, DRC emerged as a specialized wing. Today it has been recognized as a specialized training centre in the state, having both in-campus as well as field training programmes. Every year DRC brings out a training calendar on various topics that is drawn after an extensive need assessment exercise carried out specially keeping in mind the priorities of small and middle level NGOs and VOs working in Jharkhand. Apart from this DRC also conducts training programmes on requests from the state government, funding agencies and other organizations.

To build the capacity of grass-root and middle level NGOs for better project implementation.
To provide support and training resources to Government and relevant department’s personnel for better execution of the development projects.
To network among various NGOs on the issues related with tribal governance, forestry, co-operative, land development, watershed and health.
To create linkages between the national and state level NGOs.
To create platform for the intellectuals, social scientists, social workers, activists, media persons in order to reflect on the critical issues affecting the marginalized section of people.
To disseminate information through regular publication of magazine, wall paper, booklets and documentation.

A brief analysis of the development interventions made by XISS in the past can be graded into the progression of three decades. Towards the end of the 70s and the beginning of 80s several agencies, apart from government at the centre and the state level, started involving NGOs like XISS in different programmes. Though the community Development programmes were visualized already in the First Five-Year Plan, the partnership of the NGOs came much later. Support of the Ford foundation for a programme like community forestry project in Ormanjhi Block of Ranchi district (1978-82) is an expression of this initiative. Around the same period, Ministry of Education, Government of India, too involved an NGO like XISS for Integrated Rural Development Programme which had several components like Adult education programme focusing on illiterates, aged between 30 and 60 years, Total Literacy Programme to eradicate illiteracy, Health programme, Gram Didi Programme i.e. Lady animators working for the awareness generation of the villages, community Pond, Wells and cluster wells. These programmes were not only projected from the perspectives of the national programmes, but also there were inclusion of needs of the locality. For instance, Mahila Haat programme very specially tried to augment women entrepreneurship by successfully involving them into local markets. Programmes like community forest and Tasar (Silk) rearing tried to preserve and conserve the community forest on the one hand and at the same time induction of silk culture was promoted to make value addition of the forest activities.

Most of these development programmes on behalf of XISS were undertaken in the Development Blocks of Ranchi District, that too, which were in the vicinity of the district headquarter. Blocks like Bero, Angara, Ormanjhi, Arki, Namkum, Lapung, Tamar, Khunti, Kanke, Mandar, Murhu, Basia belong to Ranchi district. In each Block headquarter one sub centre of XISS was opened with a view to have a close monitoring of the ongoing programmes. Each sub centre had 2-3 Project officers who were deputed from the staff of XISS, who in turn had number of field workers and supervisors picked up from the community. Each sub centre thus had a separate team and was directly responsible for the ongoing projects with the accountability to the XISS headquarter.

In all the projects undertaken the tribes of rural area particularly the Munda ,Oraon, Kharia, Santhals and Ho tribes have been the key focus groups for bringing about well being. For all practical purposes different development data have shown their backwardness and vulnerability. Though the above tribal groups have remained special focus in all the projects undertaken, other tribals like Lohar, Baraiks, Turi and non trbals like, Sadan Sahus, Banias. Telis, Sundi, Kumhars and the like have also been part of beneficiaries.

In the course of implementing several Government and Donor aided Programmes, there had been numerous programmes which had training components, for instance, Adult Education programme, Tribal language and structural analysis, Action Research programme and the like. Such trainings involved the field level workers who honed their skills in different training programmes. Thus, series of training programmes were developed with special focus and approach. These training programmes had a place of their own.

Apart from these, the rural camps arranged for the students of Rural Development focused the need for training of the rural development professionals. Understanding the village dynamics and the undercurrents and thereby mobilizing them to be change catalyst remained an integral part of the training.

Introduction of Participatory Rural Appraisal, propagated under the able leadership of Robert chambers, opened up a new paradigm in the concept of training the development professionals. Axioms like 'Putting the last first' and 'handing over the sticks' ' Bottom-up approach' became new approach in the development school. Villages and villagers became new centres for learning and several PRA tools were discovered, rediscovered and developed for this paradigm shift.

The Development Resource Centre (DRC), XISS was first started in 1989 with the financial assistance from CEBEMO, a donor agency from The Netherlands. The establishment of DRC was the outcome of the discussion with the funding agency and the emerging needs of training across the field. After a sustained decade of development intervention new approach and skill development became a crying need of several organizations. Hence, new input became necessary.

CEBEMO's option for its co-financing development programmes in India was to stimulate networking/clustering/linkages among NGOs and grass root groups of a certain area under the professional guidance of a Resource and Supports Development Centre. Therefore, CEBEMO requested XISS to pay special attention to promoting voluntary action by increasing interaction with different groups, particularly with regard to capacity building, information sharing and networking. Special emphasis was also made on promoting role of women in the projects wherever possible.

The main objective of the DRC was to enable XISS to function as a support organization for the Voluntary Agencies in the Chotanagpur region of Bihar. More specifically the objectives were:-

To raise the capacity of NGOs personnel through training and information sharing.
To create a common platform for NGOs of the then South Bihar (Jharkhand) and unity and solidarity.
To support the small and needy NGOs through small project support.
To equip the documentation centre with documents/books/Magazines and necessary infrastructure related to the needs of NGOs.
To provide in-service training to related staffs for their orientation and upgrading of knowledge.

Keeping the objectives under consideration the activities of DRC can be grouped under the following:

- Assistance to NGOs in terms of capacity building and information sharing Identification of the key issues in development

Under networking, NGOs' Forum at the district level was created. Five such NGO’s Fora were set up in Ranchi, Dumka, Hazaribagh, Palamu, East Singhbhum and West Singhbhum. DRC was responsible to coordinate the coming together of NGOs to discuss development matters. Each District Forum had a separate responsible group. East Singhbhum District Forum had managed to put together 48 organisations and formed a "District Action Group" in which District Commissioner and UNICEF representatives were the members. West Singhbhum NGO forum took only the registered NGOs in its membership and combined its work in eight Development Blocks. Palamu district forum named itself as "ABAP" and involved itself with the district administration particularly in the cleansing drive for Sadar Hospital and repair of the hand pumps. Hazaribagh unit brought out the problem of marketing the products from their production units, particularly by the products of women and sought cooperation of the NGOs to promote the same.

Halchal, bimonthly magazine was published and circulated among the various NGOs. DRC also went for documentation on development subjects.

- Adult education and non-formal education training programme at Kereng Chainpur, Dist Gumla. (Don Bosco Centre).

- Non-formal education for women and tribal development, Chotanagpur Yuva Chetna, Village- Gorgram, Batgora, Singhbhum.

- Socio-economic development of rural women and children, Nav Bharat Jagriti Kendra, Chouparan.

The intention behind providing a small project support to a few small NGOs was to help them take off and thereby upscale the work of DRC. Though the guideline for providing funding was relatively detailed one, the focus was on the authenticity of the person in-charge and the issues undertaken. The sum itself was around Rupees. Forty thousand annually for which three organisations were beneficiaries. DRC also engaged itself in the monitoring aspect of the project. For instance, the monitoring report of the goat rearing activity indicates that in several cases the beneficiaries received goats for rearing as income generating activity, undertaken by the small NGO, but the endeavour suffered a set back as there was no proper back up for medical assistance, as the NGO was very small to do the necessary medical backup for the goat rearing. Some beneficiaries did take advantage, but the sustainability of such projects was not so easy.

DRC as a resource centre needed regular upgradation of the skills of its staff members. Accordingly, the staff members were sent for training inputs, particularly in some reputed organisations. Six-week NGO management training programme organized by SEARCH, Bangalore was attended by two members of DRCwhich gave a boost to their confidence, skill and approach to organize and conduct training programmes.

DRC was able to establish itself as a training centre, which would support the needs of the upcoming NGOs in the region.
DRC managed to create, atleast, a kind of network of NGOs, which shared together the development concern. District level of NGO forums came together to support one another as far as possible giving recognition to the concept of voluntarism in the development sector.
Training on NGO management brought about some clarity in drawing project proposals, at the same time NGOs were able to sharpen their focus in the development interventions.
Publication of 'Halchal' was an effort to fill the gap of communication among the NGOs of this region.

Phase II 1994-1996:

There was a gradual progress in terms of designing and conducting training programmes for the NGOs in the period. The table given below speaks of the progression of the training conducted in DRC.

Year	No. Of Programmes	No of Participants	No of NGOs
1994	3	49	33
1995	5	114	73
1996	10	218	117
Total	18	381	223

From the table it is clear that 18 training programmes were held (as against 10 programmes proposed in the project proposal) and 381 persons attended the training. Since a number of NGOs sent their staff for more than one training course the, the total number of NGOs which benefited from the training is less than 223. Accordingly, participants from 150 different NGOs attended the training programmes.

In addition to these regular training programmes there were requests from various NGOs where the DRC staff went to either conduct the entire training programme or as resource persons.

As the need for effective training programme grew, better infrastructure for training purpose became a must. So far, DRC lacked a good infrastructure for the residential training and therefore, construction of a new training wing started with the aid from CORDAID. The third floor of XISS building was renovated during this period and five residential rooms were added for the participants in addition to one conference room and a separate dinning hall for the trainees. Now DRC could accommodate 40 participants for the training programmes. The construction work started in 1994 and was completed in 1996. The new infrastructure redefined the training needs and objectives.

In the first phase DRC successfully took the initiative to bring together NGOs at five districts level. The move was a welcome one and the smaller NGOs got recognitions at their own levels and linkage with DRC, XISS. In the second phase there were two clear cut trends emerging i.e. the smaller NGOs became little more desperate to make use of this forum to seek funds either from outside funding agencies or from the government programme. Though some NGOs got government programmes for implementation level, but the step could not exclusively be associated with the networking at the district level. Giving programmes to NGOs for implementation also depended on the availability of the on-going development projects at the district or Block levels. Bigger NGOs on the other hand did not show much commitment to the group where fund seeking trend showed greater inclination, as they had no problem in this regard. Much also depended on the attitude of the officers in-charge who were responsible to take benefit out of such existing forum at the district level. Apart from this, not enough issues were picked up for the networking of NGOs where networking could be made use of. All the same the emergence of numerous NGOs at district levels did show the growing trend towards voluntarism, an objective, which DRC tried to promote.

Publication and distribution of ‘Halchal’ continued increasing outreach to 325 subscribers during this period. The feedback was quite positive too. Meanwhile DRC also went in for documentation like:

Project Planning and implementation
Women development and gender Issues.
People's organization.
Forest and People.
Panchayati Raj.
PRA
Environment.

A total of 16 Pre-funding evaluation reports were prepared and submitted. Good many NGOwere given funding on the basis of the reports. It was one of the major activities, which continued from phase one, the member requests to do pre-funding evaluation went down though.

Only three small projects were supported in this phase. All three NGOs have since then grown and proved themselves as established ones. They are 'Support for Sustainable Societies', PATRA and Bethany Social Welfare Centre, Mac Mandro.

From within, DRC received a definite recognition during this phase in terms of having a new infrastructure and the facilities.

In this phase training needs of the NGOs were more clearly identified and as the years grew, there was an increase in the number of training programmes organized as well as the member of participants from numerous NGOs.
The mere fact that additional number of training were conducted, apart from the planned ones, indicates that there was a growing need to have training for the upcoming NGOs.
During this phase there was initial set back where two of the DRC staff went away to join different organizations, but the new addition to the department did not take long and they too picked up the job in right earnestness.
In NGO networking, the initial response and enthusiasm at district level NGO networks saw a declining trend. One of the main reasons was related with the set back to the pivot person. For instance in Daltonganj when Alex Gabriel was transferred to Chandwa, the group could not come round together as it had done earlier. Since transfers and individual casualities are bound to come, networking based on issues would become more sustainable. This stand reflected in the approach of the next phase.

This phase was characterized by major change at DRC level. Fr. Beni Ekka, who joined XISS in 1994, took over as the Co-ordinator of DRC and apart from the other members two Lady Assistant Project Officers were inducted, since then they became permanent feature of DRC staff.

In order to identify new NGOs, intensive NGO-visits were carried out in which DRC teams took stock of various NGOs who were upcoming and active in different areas. In such visits training need assessment was made on behalf of each NGO and thereafter trainings were designed.

In this phase when DRC organised training programmes with a view to the capacity building of the NGOs, there was a clearcut option for the small and middle level NGOs. This option stood up due to the new drive for NGO visit which had thrown up services of NGOs that had shown promise. New areas like Khunti, Torpa, Simdega, Gumla, Sisai, Chainpur, Lohardaga, Bokaro, Deoghar, Godda, Mihirjam, Rajnagar, Kuchai and the like had come up where very few big and established NGOs had ventured out. DRC members took a deep delve into the smaller areas where the spirit of voluntarism was just budding. Training and capacity building then got a greater impact when the trainees had the opportunity of coming to the DRC wing of training and getting confidence and understanding in different spheres of voluntarism.

True to the character of DRC, secular spirit was maintained even here in approaching all kinds of NGOs either they were started and run by Hindu, Muslim or Christian organisation. Each received an equal opportunity in the promotion of voluntarism in alleviating poverty and empowerment of the people. Most of these small and middle level NGOs had tremendous amount of goodwill and a genuine enthusiasm to work for the deprived in their areas, what they lacked was trained personnel who could understand different dynamics of development work.

Training for high, middle and field level workers organized by DRC team did manage to focus the activities of several of these NGOs. Today good many of these NGOs who learnt their first steps with DRC are doing commendable jobs in their respective areas independently. Still they come to DRC to seek information, guidance and advice on several matters.

From 2001 onwards DRC has adopted a multi-prolonged approach of focusing on promotion and operationalisation of gram sabhas in the tribal villages as self-governance institutions under Panchayat Raj system in addition to its on going effort on management capacity building of small NGOs in Jharkhand. Because the promotion of gram sabhas in the villages has been taking place gradually and tribal communities have already started joining the process after initial apprehensions. In the beginning it was feared by different tribal communities that the tribal traditional system of governance would be replaced by a totally new system of local self-governance. Hence, in the present socio-political and cultural situation, the DRC’s interventions on gram sabha and Panchayat Raj system have been very strategically relevant. Apart from NGO capacity building initiatives, DRC has also been engaged in promoting network amongst NGOs, tribal activists and decision makers for generating momentum for a Panchayat Raj system suitable to tribal community. Further, a series of seminars and workshops have already been organised by DRC to highlight important nuances of policy matters. DRC’s strategy of capacity building of 50 NGOs in scheduled area has been in right direction to cover all four schedule area zones reasonably. The NGO participants have already started promoting gram sabhas in the tribal villages. But many of them have been in the early stage of setting their priorities on local self-governance.

In this phase DRC was given a new project, which had a special focus on promotion of local governance. Emergence of Jharkhand as a newly carved state in November 2000 had spelt out series of possibilities. Development sector was agog with enthusiasm. Long awaited demand of Jharkhand for which Jharkhandis particularly the poor had struggled for more then fifty years had raised the hopes and aspirations of the people.

While focusing on governance, DRC paid special attention to promotion of Panchayati Raj with special focus on Scheduled Areas. In Jharkhand 113 Development Blocks come under the jurisdiction of Fifth Scheduled area. Promotion of local self rule in the Scheduled Area by making people understand and implement the provision of Panchayat Raj Extension to Scheduled Areas (PESA 1996) became one of the key focuses for DRC.

DRC adopted the following key strategy to promote local self governance in Jharkhand and thereby divided its work in the following areas.

Scheduled area districts.
50 NGOs of the state.
2 Model blocks.

Dumka zone covering Santhal Parganas.
Ranchi zone.
East and West Singbhum zone.
Simdega and Gumla zone.

In each zone numbers of NGOs were contacted through NGO Visit programmes which had project on promotion of local self-governance. These NGOs thus formed a network of their own where DRC organized training programmes on various aspects of Panchayati Raj. Each NGO was also brought in the network of information sharing through the 'Halchal' magazine and ‘Hamara Vikas', the wallpaper. Specific common strategies were developed in each zone to promote Panchayati Raj with the zonal specifications. This was necessary as each zone has special tribe and population composition. Thus, West Singhbhum has Ho tribe as the dominant groups where as in the East Simghbhum Santhals and Ho’s have mixed composition with the doted presence of the Mahto communities. Since PESA 1996 strongly propagated the inclusion of tradition, self-understanding the tribal system of self-rule was a must. Non-recognition to the tribal system of rule and customary laws for such a long period of time gave added difficulties. On top of that, over a period of time, the population composition in the new State had changed significantly. The over all percentage of the tribal population had gone down to 27 percent only. In 1951 census Jharkhand area had recognition of having tribal domination where the tribal population was above 50 percent. In the changed circumstances implementation of the traditional system caused a lot of discomforts in good many areas. And yet local self-governance remained a very crucial agenda to empower people.

At the very inception, DRC had taken networking of NGOs as an important task, when it planned for propagation of self-governance, networking remained an important task. Apart from the NGOs networking in the scheduled areas, the question of self-governance in the non-scheduled areas was equally important. Networking and training at this level on Panchayati Raj was like achieving the same goal.

In additional to this, networking of 50 NGOs strategically aimed at generating advocacy for Panchayati level through a series of seminars and workshops which was to highlight important nuances of policy matters on the one hand, and best practices on the other.

In order to monitor the implementation of PESA 1996, DRC set two model Blocks, namely, Rajnagar in Saraikela-Kharsawan district and Lapung in Ranchi districts. Two grass-root NGOs- Sahyogi Mahila in the former and Gram Vikas Samiti in the latter were chosen as implementation agencies, for which DRC proposed to give a nominal financial help of Rs-5000/- each per month. Selection of these two NGOs was based on the previous record of their work in the area. While the former had done excellent work in the tree plantation in their areas, the latter had a credible record on promotions of Self Help Group in the Block. Practically all the training programmes conducted in different zones of the Scheduled Area districts, were also undertaken in the Model Block. Two Model Blocks also submitted the monthly report of the activities connected with the promotion of Gram Sabhas to DRC.

DRC took special care during this period to focus its documentation and publication of 'Halchal'. 'Hamara Vikas' and small booklets on the questions of self Governance. Apart from documentation three booklets were specially brought out relating to self governance. Such booklets became an integral part of the training conducted by DRC, and several NGOs used them as resource materials for their use.

DRC got more focused in her objective of capacity building of the NGOs with an objective of promoting self governance.
Training programmes became more focused and issue oriented.
There was a general increase in the demand of training for various NGOs.
Seminars and workshops in which NGO heads, experts, and activists, participated, consensus emerged, giving way to unified actions.
Greater opportunity appeared before DRC to put forward and backward linkages on the issue of self governance. As an institution, it had the opportunity to take the issue of self-governance with the concerned officials at the State Level, at the same time create a unifying point at the village level.
Many NGOs found the publication of the DRC more useful for the NGO level of work. Wall paper 'Hamara Vikas' became more popular amongst people. A few issues were in such a demand that two to three editions were required.
Within DRC the staff was required to put down their training experiences into writing and thereby enlarge the members of beneficiaries by publishing.
The strategy of sending the report of the seminars and workshop to the participants also created goodwill and DRC remained in touch with DRC and her programmes.

This phase continued with its on going effort on promotion of Gram Sabha and Panchayati Raj intervention as well as management capacity building of NGOs. Despite the biggest hindrance, namely not holding the Panchayat election, the spirit of local self-governance has been kept alive in several parts of the State. There is still a great amount of confusion amongst the villagers and there is no common agreement amongst NGOs with regard to the status of Panchayat Raj, particularly in the Scheduled Areas. Lack of political will to hold the election has compounded the problem. There are forces opposed to holding of election; instead, they propose promotion of traditional self governance. They apprehend that once the Panchayat elections are held, the traditional system of the tribals will die out, and with that the whole traditional hold of the tribals in the area. Since, the constitution has given provision to protect the traditional rule, this sanctity must be preserved. This view is not wrong either. Yet, as an alternative to elections, this group has very little concrete and practical suggestion which can match in the changed modern times.

In this context DRC’s initiatives are focused towards taking up the middle path, namely, introduction of democratic elements in the process of self rule while preserving the traditional form of governance.

The current project, in line with this context as well as the previous project’s initiative tries to fulfill and address the needs highlighted with a broader perspective on two components.

Component 1. Strengthening and Promotion of Gram Sabhas and PRIs in 12 Districts of Jharkhand -

11 Scheduled districts of Jharkhand where traditional form of governance is to be strengthened and one non scheduled district to demonstrate the process of strengthening grassroots governance in non scheduled districts.

The idea is to help the NGOs to facilitate the building up of inherent systems and processes regarding self-rule and traditional governance in their respective operational areas. All this would be facilitated in the light of promotion and adoption of an appropriate institutional framework (PRIs and Gram Sabhas in particular) conducive to decentralization and Local self-Governance.

The focus would be laid on development of more effective and participatory linkages and network with the local administration and other organizations, creating mechanisms for community participation in local level decision making and protecting their interests / stakes at all levels.

This would cater to the capacity building of small NGOs in Jharkhand to increase the proficiency on organization management and governance and in carrying out programs on different themes. DRCs intervention in capacity building of small NGOs has been towards helping them attain greater organizational effectiveness through professional approach in all their activities.

The present project has a more focused approach in coming to terms with seven such NGOs who would receive all inputs and agree to be accountable to themselves and to DRC in terms of demonstrating the use of inputs provided. This is closely monitored and accordingly need based support is provided by DRC.

The Trainings conducted is also open for other grassroots NGOs of Jharkhand to strengthen their capacity so that they carry out their programs more effectively.