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