In Pursuit of Dignity and Social Justice: Changing Lives Through 100 % Inclusion—How Gram Vikas Fosters Sustainable Rural Development

Abstract

This case study investigates Gram Vikas’ innovative social entrepreneurial approach to sustainable rural development through its ‘Water and Sanitation Programme’. We explore its key innovation of 100 % inclusion and the process of creating democratic, self-governing management systems. This allows us to demonstrate how a social enterprise tries to realize its vision of “an equitable and sustainable society where people live in peace with dignity”, and ultimately, how it contributes to the United Nations Millennium Goals of improving health, empowering women and breaking the vicious circle of poverty. We also discuss the management challenges that the organisation faces in the area of finance, personnel management and scaling up.

Appendices

Appendices

Appendix 1: Methodology

To study Gram Vikas we applied a case study methodology (Yin, 2003) with the primary goal of describing Gram Vikas’ unique approach of changing society for the better while improving people’s lives and bringing them dignity. The sources of evidence for our study are many-fold and were gathered via desk research (existing reports and papers on Gram Vikas both by external and internal authors of annual reports, assessments, case studies and information from the website) and primary data collection (workshops, personal interviews and a 6-week field visit to Gram Vikas by one of the authors).

Both the 5-week visit to Gram Vikas’ headquarters in Mohuda and the 5-day visit to one of its 16 regional office in Gajapati took place in August and September 2006. The aim of the visits was to gain a broad understanding of the design and implementation of Gram Vikas’ water and sanitation program as well as the particular features of the 100 % inclusion concept. The research visit formed an important basis for the data collection. During this time, 34 interviews were conducted and a workshop with 45 regional managers was facilitated on the topic of success factors of Gram Vikas’ work and challenges in the implementation process. At Gram Vikas’ headquarters, 12 semi-structured exploratory interviews (lasting between 45 and 90 min) were conducted with senior management and other staff members. Another 11 semi-structured interviews were conducted with Gram Vikas’ local village level staff during visits to village sites. The villages visited were selected by Gram Vikas and involved villages at different stages in the water and sanitation program. The selection was based on accessibility and the possibility to travel alongside Gram Vikas’ staff on their scheduled visits. This non-random sample can be seen as a limitation, but was necessary due to matters of feasibility. Also during the village visits 11 group interviews were conducted with the assistance of a local interpreter. Interviews lasted between 60 and 180 min. Additionally, informal open-ended discussions were held with villagers during the village tours. A trained anthropologist accompanied the researcher and took extensive notes on site during the interviews and conversations. Detailed accounts were written up after each visit and kept in a research diary.

We conducted four additional interviews between 2008 and 2012; two with Gram Vikas (with Joe Madiath, the Executive Director of Gram Vikas, and one senior manager) and two with external stakeholders. The external interviews were conducted with two partners from PricewaterhouseCoopers (PWC) who had worked for 2 months on a service project with Gram Vikas (see Pless et al. 2011). Interviews were semi-structured and lasted between 30 min and 1 h. The interviews with Joe Madiath and the senior managers were conducted via phone, while the interviews with the PWC partners were conducted in person. We also collected and screened internal and external electronic material on an ongoing basis.

To ensure consistency and accuracy of the data we used a repeated comparison strategy and compared the responses from different people at Gram Vikas against each other and with field records and archival material. We also triangulated these findings with written reports and interview data from the external PWC partners to ensure greater rigour in the findings.

Appendix 2: Teaching—Questions for Discussion on Leadership

The case can be used on different courses, for instance in the area of CSR, business-in-society and social entrepreneurship. Due to the fact that the case outlines multiple challenges, it can also be used in courses on strategy, human resource management and finance. It is suitable for teaching at bachelor and master levels and also on executive training programs (e.g. for non-governmental organisations).

The objectives of the case are:

• 1. To exemplify a social entrepreneurial effort that brings “about new economic, social, institutional and cultural environments through the actions of an individual or a group of individuals” (Rindova et al. 2009, p. 477) and thereby contributes to implementing social change (Mair and Martí 2006; Zahra et al. 2009) at the individual level, community level and ultimately societal level.

• 2. To provide insights into fundamental live challenges at the bottom of the pyramid and the interrelatedness of social problems (water, health, poverty, lack of education).

• 3. To show how local context and culture matters and needs to be understood in order to develop an entrepreneurial and sustainable approach to community development.

• 4. To examine how a social entrepreneurial approach can contribute to tackling UN Millennium goals.

• 5. To demonstrate the power of responsible leadership and of a systemic and principled approach to development.

• 6. To examine managerial options to resolve strategic, personnel and financial challenges and to scale up a social venture.

Suggested Questions and Assignment

Case discussions can be facilitated around the following blocks of questions:

For CSR and social entrepreneurship courses

• What are the characteristics of GV’s approach?

• What is Gram Vikas’ vision and mission?

• What do they try to achieve?

• What mechanisms, systems and processes are applied to achieve 100 % inclusion?

• To which of the UN Millennium Goals does Gram Vikas contribute?

• How does Gram Vikas contribute to achieving these goals?

• What kind of solutions are produced? (e.g. first-order solutions or second-order solutions)

For strategy courses

• Case discussion:

  • What challenges is Joe Madiath currently facing?

  • What would you recommend Gram Vikas in order to overcome those challenges?

  • What are Gram Vikas’ strengths and weakness in moving forward and scaling up?

• Case assignment:

  • Develop a strategic plan for scaling up GV.

  • In the light of the strategic plan, think about ways of tackling the HR and finance challenges.

For human resource management course

• What options are there in terms of hiring new management talent?

• How could qualified management talent be retained?

• What options can you identify in terms of increasing the number of females in management positions?

For finance course

• Looking at Gram Vikas from a financial point of view, what challenges does the organisation face?

• What approaches can you identify in terms of tackling the challenge?

• What would you suggest to the Executive Director as a solution?

Appendix 3: Geographical Information

Map of India

Copyright: India-in-your-home.com (June 8, 2012, retrieved from http://www.google.es/imgres?imgurl=http://www.india-in-your-home.com/images/map-of-india.gif&imgrefurl=http://www.india-in-your-home.com/physical-map-of-india.html&h=394&w=397&sz=23&tbnid=joXYj2ysKMsTbM:&tbnh=86&tbnw=87&prev=/search%3Fq%3Dmap%2Bof%2Bindia%26tbm%3Disch%26tbo%3Du&zoom=1&q=map+of+india&usg=_ToTzJNQMeTYv0GQ_ke-Mm_gRrm0=&docid=d1XHxx1ptZMZaM&hl=es&sa=X&ei=LijTT5K9COi00QXxqtWhBA&sqi=2&ved=0CJsBEPUBMAs&dur=468)

Districts in Which Gram Vikas Operates

Copyright Gram Vikas, http://gramvikas.org/index.php?act_id=2&page_id=13

Gram Vikas Campus Map

Copyright Gram Vikas, http://gramvikas.org/uploads/file/Campus%20Map.jpg

Appendix 4: Information About Gram Vikas

Organisational Chart

Copyright Gram Vikas, http://gramvikas.org/uploads/file/Organogram-Oct-2010.jpg

Vision, Mission and Core Values

Vision Statement

An equitable and sustainable society where people live in peace with dignity.

Mission Statement

Gram Vikas’ Mission is to promote processes which are sustainable, socially inclusive and gender equitable to enable critical masses of poor and marginalised rural people or communities to achieve a dignified quality of life.

Core Values

• Inclusion: All households must be involved in the development process and must benefit equitably. Participation of all households in the settlement is a non-negotiable condition of the program.

• Social Equity: Representation of all sections of the community in decision-making processes across caste, economic status and other barriers to ensure that a level playing field is created.

• Gender Equity: Equal representation and participation of men and women in community level decision-making and control.

• Sustainability: Development processes have built-in institutional and financial mechanisms for sustainability, and are necessarily based on sound environmental values.

• Cost Sharing: Poor people can and will pay for beneficial development services but there are some social costs which society at large must meet.

List of Donors and Partners

Previous donors	General partners	Partnering organisations to replicate Gram Vikas’ approach
Blue Planet Run Foundation Bonita Trust Charity Global Inc. Christian Aid, UK CTxGreEn, Canada Department For International Development, UK Ekistica Pty Ltd., Australia European Union French Environment and Energy Management Agency—ADEME Indian Government (DRDA, ITDA, RSVY, RWSS, WORLP. OTELP) Interchurch Co-operation, The Netherlands Jeevan Dhara Foundation Karl Kubel Stiftung (KKS) Korean Pioneers in Overseas NGOs (KOPION) Orissa Development Action Forum—ODAF Prayas Energy Group Rajiv Gandhi Foundation Schwab Foundation Scottish Catholic International Aid Fund, UK Skoll Foundation Society for Participatory Research in Asia (PRIA) Swiss Agency for Development Cooperation Tata Social Welfare Trust WaterAid London	Andheri Hilfe Ashoka Changemakers Australian Volunteers International Asha for Education BASIX BHP Billiton CAPART Centre for Science and Environment Development Alternatives FAVONA S.A. Ford Foundation Freshwater Action Network—FAN Global Development Network Global Giving, USA INHAF Institute of Rural Management, Anand Massachusetts Institute of Technology (MIT), Boston National Centre for Advocacy Studies NFI Peer Water Exchange Practical Action PRADAN Resource Alliance Riders for Health Seva Mandir South Indian Federation of Fishermen’s Societies SPARC FAVONA S.A. TNO VANI Voluntary Services Organisation WASH Forum WSSCC	ASSART, Orissa BISWA, Orissa Helpline, Orissa MDDPPA, Orissa OPDSC, Orissa RAD, Orissa Samajik Seva Sadan, Orissa SWORD, Orissa WIDA, Orissa Haritika, Jhansi Maganlal Sangrahalaya Samity, Maharashtra Sramajivi Unnayan Samity, Jharkhand

Recognition

(excerpt, for full list of awards received, visit Gram Vikas’ website)

• Top 100 Best NGOs 2012: Gram Vikas is selected as one of the Top 100 Best NGOs ranked by The Global Journal 2012, recognizing the significant role of NGOs as influential agents of change on a global scale, 2012

• Best Social Worker Award 2011: Vivekananda Institute of Social Work and Social Sciences (VISWASS), Bhuabneswar awarded Dr. Madiath with Best Social Worker Award—2011, 2011

• Lok Mitra 2009–2010: The common people of Orissa, conferred their LOK SAMMAN for the year 2009 on Sri. Joe Madiath, Executive Director, Gram Vikas for his long 40 Years of dedicated service in Socio-economic Development of the Rural Poor, 2010

• Water Award 2009–2010, “Best Water NGO—Water Supply”, 2010

• JISSR Award for Lifetime Achievement in the field of Social Entrepreneurship and Empowering the poor from Jayadev Institute of Social Sciences and Research (to Joe Madiath), 2007

• Skoll Award, one of 10 organisations who have received the 2007 Skoll Award for Social Entrepreneurship, 2007

• India NGO Award, “NGO of the Year—2006”, 2007

• Ashoka Change Makers Innovation Award Competition: one of the 3 winners in category “How to Provide Affordable Housing” and category “How to Improve Health for All”, 2006

• The Kyoto World Water Grand Prize (awarded at the 4th World Water Forum at Mexico) for addressing critical water needs of communities and regions of Orissa, 2006

• Social Lifetime Achievement Award at the Godfrey Philips Red & White National Bravery Awards 2004–05 (to Joe Madiath), 2005

• World Bank Development Marketplace 2003 funding in collaboration with CTx GreEn, Canada for a project for development of carbon–neutral biodiesel-fuelled energy systems to enable the delivery of new energy services to remote Adivasi villages, 2004

• World Habitat Award 2003 for the Rural Health and Environment Program awarded by the Building and Social Housing Foundation, UK, 2003

• Most Innovative Project Award 2001 from the Global Development Network of the World Bank for the Rural Health and Environment Program, 2001

• Outstanding Social Entrepreneur 2001 by the Schwab Foundation for Social Entrepreneurship, Geneva (to Joe Madiath) 2001

• Dr. K. S. Rao Memorial National Award for outstanding Lifetime contribution to the Development of New and Renewable Sources from Solar Energy Society of India (to Joe Madiath), 1998

• Award from DNES, Government of India for contribution towards popularisation of biogas in the voluntary sector, 1990

Financial Statements

Copyright Gram Vikas, http://gramvikas.org/uploads/file/Audit%20Report%202010-2011.pdf

Gram Vikas Impact on Households in Each of Those Areas

District	No. of block	No. of GP	No. of village	No. of HH	Category					Population
					BPL	APL	SC	ST	GEN	Male	Female	Total
Angul	4	13	18	1,339	556	783	293	272	774	3,477	3,352	6,829
Bargarh	7	33	53	3,898	1,737	2,161	633	701	2,564	10,931	10,612	21,543
Bolangir	9	41	85	10,735	6,859	3,876	2,266	2,585	5,884	27,200	26,768	53,968
Boudh	1	3	4	257	236	21	70	16	171	804	700	1,504
Cuttack	1	2	2	150	88	62	1	26	123	424	382	806
Deogarh	3	6	11	612	439	173	59	375	178	1,719	1,596	3,315
Dhenkanal	5	12	15	861	333	528	99	272	490	2,986	2,656	5,642
Gajapati	7	59	262	10,163	5,632	4,531	1,059	8,527	577	26,189	26,520	52,709
Ganjam	22	86	244	15,910	8,253	7,657	1,854	3,197	10,859	43,747	41,468	85,215
Jagatsinghpur	1	1	1	63	33	30	9	0	54	282	243	525
Jharsuguda	1	9	17	1,164	513	651	95	534	535	3,596	3,540	7,136
Kalahandi	7	26	143	6,109	4,171	1,938	1,164	3,618	1,327	15,048	15,339	30,387
Keonjhar	6	32	60	4,402	2,557	1,845	210	1,394	2,798	12,121	11,892	24,013
Koraput	4	6	7	394	310	84	40	317	37	964	994	1,958
Malkangiri	1	1	1	70	46	24	0	70	0	197	182	379
Mayurbhanj	17	37	57	4,340	3,318	1,022	313	2,084	1,943	12,863	12,211	25,074
Nawarangpur	2	3	3	240	216	24	115	107	18	763	667	1,430
Nayagarh	6	18	59	2,363	1,733	630	184	813	1,366	6,787	6,376	13,163
Nuapada	3	3	3	265	218	47	45	92	128	702	728	1,430
Puri	1	2	2	217	152	65	1	0	216	627	587	1,214
Rayagada	3	6	16	836	351	485	15	783	38	1,926	1,955	3,881
Sambalpur	2	6	10	677	231	446	156	199	322	1,841	1,744	3,585
Subarnapur	2	7	10	765	395	370	139	102	524	2,161	1,983	4,144
Sundargarh	6	7	7	430	184	246	16	401	13	1,302	1,301	2,603
Chhatarpur (MP)	1	3	4	100	49	51	51	0	49	271	276	547
Sareikela Kharsuan (Jharkhand)	1	1	2	132	108	24	0	109	23	366	399	765
Srikakulam (AP)	1	1	3	72	72	0	0	72	0	188	1,78|	366
Grand total	124	424	1,099	66,564	38,790	27,774	8,887	26,666	31,011	179,482	174,649	354,131
Percentage					58.27	41.73	13.35	40.06	46.59	50.68	49.32

1. Copyright Gram Vikas, http://gramvikas.org/index.php?act_id=2&page_id=13
2. Data as of March 31, 2011
3. GP Gram Panchayat, HH Household, BPL Below Poverty Line, APL Above Poverty Line, SC Scheduled Caste, ST Scheduled Tribe, GEN General Caste