MENARID: Turning Impossible into I’MPossible

Have you ever pondered about little postage stamp? Inconspicuously stuck on the corner of the envelope, it provides the impetus to keep moving until its job is finished and envelop is reached to its destination. The tiny, insignificant postage stamp demonstrates us what is possible to achieve if we stick with our job with conviction, commitment and perseverance.

This was reiterated on 14^th April, 2014 when Mr. Hossein Tavakoli, local community representative from Asfij village in Bahabad, Iran informed Provincial Governor’s office in the meeting that how the MENARID project made his dream true which he saw long before.

I remembered the difficult time two years back on 28^th February, 2012 when I was trying vigorously to defend the project at the same hall/venue. There was a serious concern on the MENARID success, and I was asked to convince the provincial officials on why the project should continue. Nobody, including the then National Project Manager (NPM) was convinced that MENARID concept of integrating bottom-up and top down approaches can be possible in Iranian context. The onus to prove this came on me as I had led the Project Design. The MENARID project team made it possible with their perseverance, patience and commitment. 

I am jotting down what Mr. Hossein and other people said in that meeting to the decision makers:

“I believe the success in community centred approach. Raising awareness and empowering community – this is what MENARID project is doing. It is following my dream which I saw 35 years before (during Islamic revolution)” (Mr. Hossain Tavakoli, Community Leader, Asfij Village, Bahabad, Yazd province)

“We believe that MENARID project has been able to create confidence among us that “we can stay”. Young people had been deserting the villages, earlier” (Mr. Sheikh Nadar, Community Leader, Kamkuiyeh village, Bahabad, Yazd)

“It was first time that locals are taken seriously and involved in the project management. In previous, we were always told by the government what to do. Now, they trust and work with us” (Ms. Sultana Panal, Vahdabada village, Bahabad, Yazd province)

The provincial government in Yazd and Kermanshah are now proposing to replicate MENARID project learning to other townships in their province as well as to other provinces in Iran. When they asked me I shared my vision in the meeting that MENARID aims not only to make their provinces as leader in government led community development approach in Iran, but putting Iran as a leader in MENA (Middle East and North Africa) region for government led community centred development.

I know this time people will believe me.The steps have already been taken in this regard. Recently, representative from ICARDA (International Centre for Agricultural Research in the Dry Areas) visited MENARID project sites in Iran, and was very impressed with its progress. He has put a team to collect best practices which can be replicated in other MENARID countries (Algeria, Egypt, Jordan, Morocco, Tunisia and Yemen. More information on MENARID is available at https://menarid.icarda.org/Pages/About-MENARID.aspx)

Long way to go, but the journey has started and we have taken the baby step. There will be more ups and down, but the team has confidence and definiteness of purpose of achieving the vision.

I see my role as that of postage stamp, giving impetus to ensure MENARID project is on the way to achieve the vision, and then dissociate myself, once it is ensured that it will continue to move towards demonstrating and supporting other countries in following its approach.

Jitendra Sinha (15^th April, 2014)

MENARID: Inspirational Experience

I am in Kermanshah (Iran-Iraq Border). Yesterday (2^nd October, 2012) was a great day in my life when one of my dreams came true. I have been working with Iranian government to design and implement an integrated natural resources management project on institutional strengthening and coherence. 

Yesterday, the first project kicked off: perfectly planned where NGO facilitated community to analyze issues and find solutions; government technical staff assisted them to prepare technical design of the project; government, UNDP/GEF (Global Environment Facility) and communities contributed the fund and village committee took charge to implement the activity. It may seem easy in Indian context, but in Iran this was probably the first experience.

There were many challenges: to name a few – government official’s mentality of working in isolation; no such policy in Iran to have inter-sectoral coordination; no culture of community participation; and dependence of communities on government to do all work for them. In the project UNDP/GEF (Global Environment Fund) contributed US$4.3 million where US$14.0 millions had to come from the Iranian government.

I am called Chief Architect of the MENARID project as I led in designing and now guiding its implementation as International Chief Technical Adviser (CTA). 

Iranian policy makers and officials were always suspicious that this kind of project may not ever be implemented. The month of June in 2012 was very difficult when half of my team left (3 out of 6 local experts) after internal conflict and criticism from others when project performance was well below expectations. On 8^th July, 2012, Project Board meeting was conducted in which it was clearly told that if project performance does not improve and delivery is not 90% Iran may not get further UN support. The National Project Manager was replaced and I was asked to stay back and bring the project back on the track. Though I agreed but requested them to allow the team to take a last effort under new management.

In last three months, project performance improved which I can call MIRACLE. Everything started happening in right way. Yesterday I had a meeting with provincial Governor (Iran has a Presidential system, and Governor is head of the province/state) which was attended by high level empowered committee. The Governor directed his team to actively contribute in the project and make Kermanshah (project is working in four provinces) a model in participatory development which MENARID is following. Later his team visited the village where we had taken the first pilot to observe how the project was conceptualized and implemented.

Somebody said that ‘success is one step away when defeat has come. Those who persist are successful, those who accept (defeat), perish’. That is law of nature; it has its filtering process.

Not to say that my team members were very excited and did not sleep yesterday night. We had a great party and they kept talking all night.

Jitendra Sinha (3^rd October, 2012)

MENARID: Visualization and Realization

Today (9th August, 2013) is holy festival of Eid-ul-fitr. I am looking out from my window to the mosque at Vali-e-Asr square, Tehran listening to the Azaan and reflecting on MENARID project. Last few years have been hectic but fulfilling. 

When I first landed in Tehran on 23^rd September, 2009 I felt that I have returned to the history: the people, the culture looked very familiar. India and Iran are similar in so many ways. 

I remember when the project was designed (aiming at policy towards people centered development on Integrated Natural Resources Management, INRM), majority of people said that the project is very ambitious, and may be difficult to achieve its objectives but some people had faith. I remember Late Ghandhari, Dr. Farvor, Dr. Razavi, Mr. Mogadassi, Dr. Sharifi and Mr. Garshasbi were among them.

I had many meetings during evenings and late nights with Late Ghandhari (whom I fondly remember today). Despite his deteriorating health due to cancer he actively contributed in project design. Sometimes, he used to visit me at government guest house; few times I visited his home at Lavason. We had our last meeting in October, 2010 when we discussed on project implementation modality. He passed away soon after that. When I joined as Chief Technical Adviser in January, 2011 I visited his grave to pay homage to him; it was raining. I also met his son and other family members. Though I visited and interacted with other senior personnel too, but I was more closed to Late Ghandhari.

The visualization of our dream was simple: through MENARID we aimed to demonstrate people centered approach (using both bottom-up and top-down), and disseminate the knowledge & learning to policy makers in Iran, convince them and assist them in changing/developing the policy and then help them to implement new policy.

We, a small core group involved in project design, carefully selected four demonstration sites in different geo-agro-climatic zones. Many people criticized us telling that selection of four sites is very ambitious. They suggested that either we select only one site or a contiguous region. They may be right, but our logic of site selection was that if we are talking about policy change at national level, we must demonstrate our approach in diverse conditions. Therefore, if one observes, s/he will find that our sites are in West (Kermanshah), east (Sistan Baluchestan), middle (Tehran-Semnan); and South (Yazd). These provinces are quite diverse geographically, culturally, socially, economically, and climate-wise. We did not go to the North, as it is a special case in Iran and climate is very different in Caspian sea region. 

The project design team had reviewed earlier projects in Iran and learned that though many of these projects were successful in achieving their targets; these could not make big impact as they either worked at national/policy level or at field/grass-root level. The connection at different levels was not made. We also realized that policy/decision makers like to work in isolation following sector-wise approach; therefore whatever capacity building, training, and exposures we do with them they may not be convinced until they get involved in the process and see by themselves.  

It was a very big challenge as we had to deal with the ‘attitude’, the ‘mind-set’. However, we realized the potential: that the poor people, the local community see their life in totality and that is what we aimed at: Integrated Management of Natural Resources (INRM) while conserving nature and promoting livelihoods. We designed the project strategy in such a way that all concerned stakeholders: decision makers, government technical experts, universities, researchers, NGOs, civil societies get involved with the communities in designing and implementing activities which contribute to INRM and sustainable development. The experience from bottom levels had to filter up; while technical knowledge and resources from top had to filter down.

The idea was that if they are involved in the process and see the result by themselves, their ownership will be more and they will be more responsible in dissemination and policy formulation. Therefore, we visualized multi-stakeholder committees at village, township, provincial and national level. Later, during project implementation I worked with Capacity Building Expert on designing a strategy on project identification and implementation at demonstration site, and detailed multi-sectoral and multi-level approach in M & E Framework together with M & E Expert.

We had selected our team very carefully to get combination of young and dynamic people as well as learned and experienced people while balancing the gender aspect. We had in our team experienced people like Dr. Farahpour, Mr. Mirghasemi and Ms. Pourshad on one side, and young and dynamic people like Ms. Torabi, Ms. Honorbakhs and Ms. Khodabakhshi on other side. Some of these people have left, and we have now new people in their places.

We had our initial set-backs. The recruitment of staff and NGOs took much longer time than anticipated. Some people involved in implementation, who were earlier in the project design team, had doubt on the approach and started raising several issues, which resulted in delaying the implementation process. I also wondered if they were not convinced on project approach why did not they raise these during project design and why they did so during project implementation. Anyway, it was like taking first step for the baby MENARID, therefore it took time. Finally, the baby MENARID took first step in August, 2012 at Zamale, Kermanshah. I have mentioned about this in another post 'Inspirational experience". 

During my recent field visit I realized that our baby MENARID is groing, and in teen-age now and will be getting matured soon. Two provinces, namely Kermanshah and Yazd have announced to follow MENARID approach. There, we have to assist the government in formulating policy and replicating MENARID approach to other projects and programs. The government in more provinces, namely Sistan-Baluchistan, Tehran and Semnan are taking time. There are some challenges which we are trying to resolve.

Now, we have to simultaneously start working on persuading and convincing national policy makers. There are recent changes at national level, which we have to observe and work accordingly. That will be the achievement of MENARID goal, but we should go forward. As an immediate step, I see that we should start taking lead in other six MENARID countries, and help them in replicating MENARID-approach. The journey has started, but miles to go.

On this holy festival of Eid-ul-fitr, I sincerely pray that the project achieves its goal and go much beyond. May the MENARID project and Persia lead the way in MENA region through people centered development. Ameen!

Jitendra Sinha, 9th August, 2013

Surviving Sexual Harassment Allegation

When Going Gets Tough, TOUGH gets Going! This is the Mantra I used 25 years ago when I faced one of the biggest challenges in my life. I was blamed for an act, which I did not do. My fault was that I stood for a just cause and dared to challenge when wrong happened. It was a very delicate and sensitive issue, and could be blown out of proportion if I would have lost my cool and made any small mistake. Thanks to God! S/he gave me courage, wisdom and support (through my friends) to manage this crisis.
 
I was member of Young INTACH-BHU chapter (Indian National Trust for Art and Cultural Heritage). INTACH is a nationwide, non-profit membership organization, set up in 1984 to protect and conserve India's natural and cultural heritage. Each chapter was managed by a Convener. In 1988-1989 our chapter decided to organize Varanasi district level debate competition. A young and enthusiastic team spurred into action. I, along with a girl from Women’s college (WC) became coordinators of this event. The team approached almost all schools and inter-colleges at Varanasi. We also invited imminent personalities as jury. On the competition day a huge crowd of students from different schools arrived at the venue. 

Everything was going well, before the girl coordinator announced that she will also participate as a candidate. She informed the Convener, participated and won the first prize in her category. The other participants and their guardians started blaming us that the event is farce and selection is biased. My team members, who were bubbling with enthusiasm few moments earlier by seeing big crowd, went into hibernation. As a coordinator, my situation got worse.

In next monthly meeting I raised this issue. The Convener said that I will get the response in a couple of days. True to his word, I got the response within two days. His people put an announcement on the notice boards of all the hostels at BHU that: ‘Jitendra Sinha from Institute of Agriculture Science, BHU has been debarred from the membership of Young INTACH’. No reason was given. Overnight I became talk of the town (BHU) and students who did not know me earlier started gossiping about me.

My seniors (Mr. Ved Narayan Singh and others) objected on dragging college name in this issue, and they decided that the Convener should be asked to apologise. Subsequently, a group of students entered his hostel room at Brocha Hostel. It was quite a scene. Next day, another notice was put, where he apologised for mentioning my college name, but refused to withdraw my expulsion.

I verbally asked and then wrote letters to the Convener asking him to explain reasons for termination of my membership, which he turned down. Then, I approached young INTACH headquarters at New Delhi for getting a response. They wrote to Convener to explain the reason for termination (with cc to me). He responded that my membership has been terminated on serious charges, as one girl complained against me for Sexual Harassment. I realized that I was leading into a very complex situation, but now there was no turning back.

By this time young INTACH BHU chapter was divided into two factions. The major faction supporting me decided that they all (from Agriculture, Medical, Engineering, Arts, Science, Commerce and other streams) will resign in protest. My friend ‘Bipin’ suggested that resignation letters should be sent to Convener with copy to Ms. Pupul Jayakar (founder Chairperson of INTACH) sequentially, over a period of time. Within two weeks we received letter from New Delhi office that a team from headquarter is visiting Varanasi to address the issue. A meeting date for the General Meeting was announced.

On the ‘D-day’ hundreds of students came to attend the meeting at BHU conference hall. The hall was fully packed and many had to stand outside. It was one of the most bizarre events, as nothing this sort of event had happened before where one student who was blamed for sexual harassment had to prove his innocence.  The girl who had blamed me for sexual harassment (the other Coordinator of the debate competition who participated and won) had disappeared by that time.

In the meeting, headquarters’ representatives asked Convener to explain the reasons of my termination. He reiterated that I have been debarred as there was complain against me for sexual harassment. He further said that the girl who made such complaint was so embarrassed that she went back to home. I was asked to prove my innocence, but didn’t need to speak any word. The students started telling what had happened in the debate competition, and why I was singled out. The girls were more vocal. The sister of Convener said one sentence which I cannot forget for life. She said ‘we know that character of the girl who made the allegation and we know Jitendra. If he would have said this we would have believed, but we cannot believe that Jitendra would have done such thing.’

Finally, I was reinstated and all the members withdrew their resignations. Later, the representative (Ms. Rukmini Sekhar) told me that she came from Delhi to see me, as it was first time in her life that she had such kind of issue. She praised me handling this situation very sensibly.

You may be interested to know that during this period we formed a funny organization and named it ‘FRUSTACH – Frustrated and Talented Agriculture Class House’. Diwakar was first President (PF1), but was toppled overnight by PF2 (President of Frustach 2, i.e. me). There was PF 3 also (Sanjay Lal, now a Senior Scientist at IARI). We need to learn laughing at ourselves during moments of distress. It's the fuel which keeps you going against all adversaries, maintaining your cool.

FRUSTACH vision and mission was simple, ‘frustration is important for everybody’s growth and development and FRUSTACH strive to maintain a certain level of frustration in all concerned individuals’. FRUSTACH weekly meetings were very popular which were organized on a boat at River Ganga. FRUSTACH newsletters were pictorial with handmade cartoons which used to splash all the controversies at BHU. Those were the days! We had such wonderful life at BHU (Waise bhi kabhi apne din the, tha waisa bhi kabhi apna zamana)

Jitendra Sinha
(1985-91, BHU Agriculture)