Outstanding Individual or Community-Based Initiatives
Advocacy/Networking Category Winner

GENERAL INFORMATION
Name of Initiative	Nabanna
Initiative URL (if available)	http://
Submitted by
Country	India
Organisation Name	Change Initiatives
Organization URL (if available)	http://
Organisation's Vision/Mission	Building innovative applications of ICTs to fight poverty
PROJECT INFORMATION
1. Why, when, and how did the project begin?	Change Initiatives is putting a web-based information system to strategic use for the benefit of poor women of Baduria, a rural region in North-24 Parganas district in the Indian state of West Bengal. The project, Nabanna, is a collaboration exercise among Change Initiatives, UNESCO, National Informatics Centre, researchers of London School of Economics and Queensland University of Technology and the Baduria Municipality. In 2002, concerned over the lack of penetration of ICTs among the rural poor, Change Initiatives found that absence of information and a information sharing mechanism among poor women have thwarted their ability to fulfill basic needs, restricted their awareness and blocked their desire to mobilise to break barriers that limit their participation in society. (The findings were the result of a survey among woman NGOs and self-help groups (SHGs) in rural regions of North-24 Parganas.) The quest to develop an information system in Bengali to benefit poor women began, and it gathered pace from August 2002, when Change Initiatives started collaborating with UNESCO on Nabanna. Contacts with UNESCO were established through a grant competition that the agency conducted on the internet to locate partners for its project: “Empowering the Underprivileged through the Use of Information and Communication Technologies (ICTs).” Under UNESCO’s aegis, Change Initiatives began discussions with National Informatics Centre (NIC) which agreed to provide the web interface eNRICH; and with researchers from London School of Economics and Queensland University of Technology who decided to support our action research activities. As a pilot for the project, Change Initiatives decided to work among those poor women of the Baduria Municipality — despite being an urban body, the municipality was to all intents and purposes a rural region — who were involved in its Community Development Scheme (CDS). [Since information sharing is a key component of Nabanna, Change Initiatives wanted to conduct the pilot in regions that had distinct ethnic identities yet were in close proximity to one another. We could only find the condition in the Baduria Municipality. This 134-year old municipality comprises four separate landmasses, isolated from one another by panchayat (village bodies) land and the river Icchamoti. The enforced isolation brought about by a mix of government regulations and geography, coupled with inadequate communication facilities, resulted in the four land masses developing their unique ethnocultural identities, despite not being considerably far from one another.] Change Initiatives completed collaboration formalities with all its partners by January 2003. We started our immersion work in Baduria from February, and since then a range of innovations on information generation and information sharing using eNRICH are being tested and implemented in the region.
2. What are the goals of the initiative?	In Nabanna, Change Initiatives is exploring innovative uses of databases, intranet portals and web-based partnerships in the local language for the benefit of the poor women of Baduria. The emphasis is on building a framework for information sharing, content creation, off-line information dissemination and web-based partnerships with organisations located outside the region. To facilitate information sharing, 5 ICT centres are being set up in the four ethno-cultural regions of Baduria: Baduria and Rudrapur (they comprise a single landmass), Taragunia, Arbelia & Punda. The ICT centre in Baduria is the main hub while the other four centres will act as nodes. The Baduria ICT centre has two desktops and a printer/scanner. The others will have a desktop and a dot matrix printer. All the computers run on WindowsXP operating system and are equipped with eNRICH, MS-Office, Adobe Photoshop & Adobe Pagemaker. Since obtaining a telecom connection takes time, we decided to have internet facility only at the Baduria ICT centre. Networking with other centres will be facilitated by innovative use of portable drives. Besides computer basics, MS-Office & DTP applications, the direct beneficiaries of Nabanna are also learning data input into eNRICH and searching content in eNRICH. A learning by doing approach, involving the beneficiaries, is guiding Change Initiatives in building Nabanna’s databases and intranet portal. Localised information modules in eNRICH are being created by using a battery of ethnographic research techniques, including the novel methodology of asking the beneficiaries to maintain diaries on their lives. We have adopted a continuously evolving and a dynamic approach to the process of content creation by researching the context of information use and incorporating the observations in our subsequent content creation work. The ultimate plan is to build knowledge modules that will be database of localised best practices that will support local women to solve local problems. To ensure efficient circulation of eNRICH contents, a strong emphasis has been given on developing off-line information dissemination structures within Baduria. This is being done through the creation of information groups of poor women, publication of a community newspaper and setting up of bulletin boards in the houses of our beneficiaries. With government organisations, corporates and learning institutes availing the internet, Change Initiatives had perceived a scope for building a web-based partnership among such non-Baduria based entities and the target beneficiaries. Our belief was strengthened when our action research revealed the existence of a communication gap between such entities and the poor women. To this end, Change Initiatives’ staff in Kolkata, which is located 65 km from Baduria, have started discussions with organisations based in the city on the possibility of a web-based partnership with the beneficiaries in Baduria. We expect the project to derive its strength from the substantial number of participations that are ensured by electronic networking and from efficient interactive procedures that are facilitated by electronic documentation. Specifically: — The coming together in virtual space of remote rural communities to exchange their experiences will serve as an empowerment tool to demand greater access to economic, social and cultural resources — Documentation in electronic format — with its attendant search, archival and retrieval capabilities — will enable better focusing on resources, production and people. Rural woman will be in a better position to assess their needs and formulate their responses — A real-time interactive platform among poor women, decision makers (governments and corporates) and learning institutes will lead to formulation of more inclusive and transparent strategies in relation to development and growth — An online learning network among poor women, learning institutes, governments and corporates will improve knowledge base and vocational skills that will improve decision-making and bargaining power of poor families. — Greater opportunities for rural woman through training in information management basics
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3. Who participates in the initiative? [Please identify participants, beneficiaries, and implementation partners. Provide specific demographic (age, income, rural/urban) information about your beneficiaries.]	The direct beneficiaries of the project are the 45 women who come to the ICT centres to learn computers and access eNRICH. The indirect beneficiaries are 450 women who are members of information groups set up by the direct beneficiaries to disseminate eNRICH contents. The number of direct beneficiaries are being extended to 60 women, and with each of the new beneficiaries forming a information group of 10, the size of indirect beneficiaries will go up to 600. The direct beneficiaries are either housewives or students. The average age of students is 23, while the average age of housewives are 35. The average income of their families are Rs 1500 ($30) per month. While most of students are involved in tuition, the housewives supplement their husband’s income by indulging in activities such as sewing, knitting, weaving and binding bidis (local cigarette). The indirect beneficiaries, i.e. information group members, are almost all housewives. The direct beneficiaries meet their information group members once a week. The purpose is to disseminate eNRICH contents and seek information and feedback from them. The average age of indirect beneficiaries is around 45 and the average income of their families is Rs 1,500 ($30). Some of the information group members possess skills and participate in activities surrounding knitting, weaving etc. Change Initiatives is researching on mechanisms to integrate local knowledge agents and small businesswomen within the Nabanna family. Through action research we have seen that they can fulfill the needs of target beneficiaries, and we are trying to devise ways in which their knowledge can reach the beneficiaries via eNRICH and other information dissemination activities. (Local knowledge agents comprise organisations such as schools, local hospitals, agricultural extension centres and banks as well as individuals such as teachers, doctors, farmers possessing knowledge on indigenous agricultural techniques, people endowed with informal mechanical skills such as watch-making, bicycle repairs etc and individuals who are repositories of traditional wisdom). Change Initiatives is also discussing formats for agreements on web-based partnerships with institutions of the West Bengal government, learning organisations, corporates and other entities based outside Baduria. This will allow these outside agencies to become part of the Nabanna family.
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4. Please identify the project’s most important partners and explain their role in the project and in helping to mainstream gender.	Nabanna is a UNESCO project, which has been conceptualised and is being implemented by the Kolkata-based Change Initiatives. We are producing gender-sensitive content for eNRICH and ensure its speedy dissemination among the poor women of Baduria through off-line information sharing structures. We are also forging web-based partnerships with organisations based outside Baduria for strategic use of information to improve the lives of poor women of Baduria. Nabanna’s other major partner is UNESCO. The project is one in a series of initiatives supported by a UNESCO crosscutting theme on poverty eradication, especially extreme poverty. Through its Regional Bureau for Communication and Information, UNESCO has established a network of ICT for poverty reduction projects. Gender is a major concern within the overall theme; in particular, UNESCO identified promotion of women's voice and empowerment, building on women's networks and supporting organising, leadership and horizontal linkages as priority strategies for its series of initiatives (under the umbrella, Putting ICTs in the Hands of the Poor. ) The focal point of the network is research. A research team comprising representatives of London School of Economics and Queensland University of Technology has developed an ethnographic action research methodology with has been a central platform for the project. The web interface for the project has been provided by India’s National Informatics Centre. As one in a series of new solutions adapted to the needs and circumstances of the poor, UNESCO and NIC of India are developing eNRICH, a web-based solution for community knowledge management. eNRICH is a fully customisable interface that enables communities to quickly and easily build their own gateway to the web and other multimedia resources –– tailored to meet specific local needs, enriched with local content and available in local languages. Change Initiatives main local partner is the Baduria Municipality. We are working with poor women who are involved with Municipality’s Community Development Scheme. In addition to supporting us in our relationship building efforts with the poor women, the Municipality has given us unrestricted access to its facilities for our project work. Our principal ICT centre is located inside Municipality premises: two rooms for exclusive use of direct beneficiaries.
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5. Please describe the management structure and processes of the project, with particular emphasis on transparency and accountability.	The Nabanna team comprises a project director; a lead researcher; a local co-ordinator; a Kolkata representative; a ICT centre manager; eNRICH trainer; a ICT centre-manager-cum trainer; five local researchers; a UNESCO co-ordinator; and volunteers. Barring the UNESCO co-ordinator and some volunteers, all members of the team are female. The respective roles of the team members are given below: Project director: Responsible for day-to-day co-ordination of operations that include systems development, content development and action research. Lead researcher: She heads the action research team and is responsible for content generation. Local co-ordinator: Responsible for all day-to-day operations in Baduria, including management of systems and local staff. Kolkata representative: She is responsible for relationship building with Kolkata-based organisations for the purpose of web-based partnerships Centre managers: We have two centre managers, one for Baduria one for Arbelia. The centre manager at Arbelia also doubles up as a computer trainer. She is also taking advanced computer training at the Baduria ICT centre. eNRICH trainer: She is involved in managing eNRICH data; also doubles up as a computer trainer. Local researchers: Undertakes action research in the five regions of the Municipality. They are also responsible for co-ordination of work in their respective area of operations. UNESCO co-ordinator: Responsible on UNESCO’s behalf for interactions with Change Initiatives. Gives inputs to strategy, partnerships and overall project development. Volunteers: A large cross-section of the local community is involved with Nabanna through encouragement, non-financial support and advice.
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6. What tools and processes did you use in monitoring and evaluating the results of the initiative?	Change Initiatives has adapted the learning for change evaluation model to local conditions for Nabanna. We have combined two research approaches for monitoring and evaluating Nabanna: ethnography and action research. We use ethnography to guide the research process and use action research back to the project's plans and activities. We have adapted research into Nabanna's continuous cycle of planning and acting, enabling us to change, adapt and respond on the basis of informed reflection. Since Nabanna involves and affects many people, we had to understand many viewpoints in order to formulate plans and track progress. A key feature that distinguishes our project is that it involves people in all four stages of planning, doing, observing and reflecting. [For Nabanna, Change Initiatives had developed a novel participatory rural appraisal tool (PRA). We have asked the candidates to maintain diaries on their lives. The diaries were an effective tool for needs assessment, in addition to being a vehicle for self-expression since the contents were published in our newsletters. Besides the diary writings inculcated a research mentality into our candidates, enabling them to effectively note important points when they got into informal discussions with community women.] Focusing on both qualitative and quantitative changes, we have used the following tools for monitoring and evaluating the results of the initiative: Baseline research Questionnaire-based sample surveys Observation and participant observation Field notes In-depth interviews Group interviews Workshops, brainstorming and information sharing sessions ICT/Media content analysis Documentary materials, published statistics, reports , media coverage and so on. Diary writing Mind mapping
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7. What results and/or immediate outcomes has the initiative achieved, and what impact has it had on the beneficiaries, participants, and community?	Even as we embark on the exacting journey of content creation for Nabanna, reflections on outcomes of our work, both actual and indicative, have emboldened us to face with greater certitude the challenges that lie ahead. Our biggest achievement till now is in instilling a sense of personal empowerment among the beneficiaries by just ensuring greater access to and use of ICTs. We find that our beneficiaries can raise their voice within their family; are respected by their husband, in-laws, parents and other family members; are considered knowledgeable persons in their community (since they learn computers); have become more creative after learning programmes like Paintbrush in WindowsXP. Many of them said that by learning computers, they will be able to approach the job market with greater confidence. Over and above this, is the emergence of solidarity that have resulted through the correct perception of the ICT centres being spaces reserved exclusively for women. While learning computers, our beneficiaries often discuss their problems, creating a sense of unity among them and also bringing forth the leadership qualities in them. Solidarity outcomes have also been noticed in our review of information group meetings. The encouraging impact of ICTs on empowerment have been greatly facilitated by our monthly community newspaper (which will become fortnightly soon), which has made known the activities of our beneficiaries among the entire community. We have also taken heart from the encouraging trends that are emerging in our main areas of activities. We have already set up two ICT centres, in Baduria and Arbelia. One more centre, in Punda, will be opened next month after the festive season is over. We expect to open the two other centres by the end of the year. Right now, braving poor communication facilities, our beneficiaries are coming to Baduria to learn eNRICH and programmes such as Paintbrush, MS-Office, Excel and PowerPoint. One of our trainees of the Baduria ICT centre has been chosen to manage the Arbelia centre. She trains students in Arbelia and is simultaneously learning computers at Baduria. We are gradually building up formats and procedures for information sharing with other organisations. We have established contact with Confederation of Indian Industries (CII) (the largest industry body in India) for Nabanna. In addition to exploring possibilities of exchanging information on health, CII has helped us build linkages with corporates willing to forge web-based partnerships. Talks are in advanced stages with cosmetics company Emami on the possibility of forging an online partnership for its mobile salesperson scheme involving our beneficiaries. Preliminary approaches to forge an online alliance have been made with a number of entities such as department of rural development, West Bengal government; Technology Bureau for Small Enterprises; National Bank for Agriculture & Rural Development; Small Industries Development Bank of India (Sidbi); the NGO SRISTI, and the culture and information department, West Bengal government. The response from all the parties have been positive. To facilitate information dissemination and to raise awareness we are bringing out the community newspaper. An issue of the newspaper is expected in the last week of September. From the forthcoming issue, we have decided to charge a nominal price: our first step towards sustainability. 45 direct beneficiaries have set up information groups, which are meeting once a week over Nabanna. We have shortlisted 12 beneficiaries for putting up bulletin boards in their homes. All have agreed to take part in this endeavor. In information sharing, we have established information modules through the analysis of diary contents. The modules are livelihood, agriculture, health, education and wisdom. Sub-modules are being explored through the content creation exercise. Our beneficiaries have started discussing problems on agriculture and health during their visits to the ICT centres. The contents of such discussion are being recorded and researched for development of an adequate platform in eNRICH. As mentioned before we have commenced our “learning by doing approach” towards information sharing. The health wing of the municipality will provide us information on pulse polio for use in eNRICH. Research on the contextual use of this pulse polio information will guide us in building learning milestones to be used as reference for subsequent content generation in eNRICH. Since the children of many of our beneficiaries fail to perform adequately in English, we have started discussions with school-teachers in Baduria and with educationists in Kolkata on modalities of a web-based partnership for provision of quality teaching materials on the subject.
Describe how the initiative reflects each of the Gender and ICT Awards' criteria
8. Strategic use of ICTs.	Given the inadequate communication infrastructure in Baduria (inadequate telecom facilities, poor transportation network, natural barriers caused by the presence of a river) and the constraints imposed on our beneficiaries by the hardships of poverty (lack of time, absence of endowments), Change Initiatives had to devise strategies for information dissemination, content creation and networking. For effective information dissemination, the direct beneficiaries are setting up information groups for discussion of contents in eNRICH. Since the mobility of most of our indirect beneficiaries is limited, off-line information bulletin boards containing eNRICH information are being set up in the houses of direct beneficiaries. These bulletin boards, chart paper put up on walls, contain eNRICH highlights that urge the indirect beneficiaries to go to the nearest ICT centre to seek more details. To raise awareness on Nabanna among the community at large, Change Initiatives is publishing a tabloid dealing with issues that impact on the lives of poor women. The search, archival and retrieval properties of eNRICH have enabled us to effectively place our content creation activities in the context of actual information use by our beneficiaries. We have devised an iterative mechanism of content creation with the aim of detecting learning milestones for purposes of feedback. The process goes something like this: we input rudimentary information on a pressing issue in eNRICH. The actual use of this information by the women are researched as are issues of information dissemination and aspects of information sharing. Further inputs into eNRICH are determined by our initial experiences in information sharing. We developed the PRA tool of diary writing for building information modules in eNRICH. Our beneficiaries were told to maintain diaries on their lives. Using the ethnographic research methodology of coding, we detected themes that are of concern to the lives of our beneficiaries. The beneficiaries were then told to write specifically on the themes, which were then coded to detect sub-themes. The themes and sub-themes are serving as the information modules and sub-modules in eNRICH. These are the basic platform on which we are carrying out our content creation activities. To overcome the difficulties in obtaining a telecom connection in Baduria, we decided to strategically use portable disk drives for purposes of networking. We decided to get an internet connection for the Baduria ICT centre, which is our action research hub and the place where we input contents for eNRICH. Networking is being undertaken by downloading of eNRICH contents into portable disk drives at the Baduria ICT centre for despatch to other ICT centres and subsequent upload into desktops. The internet is being strategically used in the project to carry out action research work. Our research advisors at London School of Economics and Queensland University of Technology (QUT) are based in UK and Australia respectively. They offer us research advice through internet via the interactive website www.cirac.qut.edu.au/ictpr.
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9. Mobilizing awareness and participation and/or building capacities.	Innovative strategies in information dissemination have greatly aided Nabanna’s awareness mobilisation efforts. Our strategy of publishing a newspaper, with a circulation of 2,000, has helped us to reach out to a large-section of the local community. Our beneficiaries apart, the principles of Nabanna are firmly entrenched among community leaders, local decision-makers and the youth who have read the newspaper. Once a week, Change Initiatives staff conducts small meetings on Nabanna in the houses of our beneficiaries. The meetings, in the nature of question and answer sessions, are attended both by members of the information groups as well as by non-members. The high level of interactivity in these sessions have made it clear that we must take steps to bring more women into Nabanna family. Awareness mobilisation has been greatly facilitated by the weekly meetings our direct beneficiaries hold with their information group members. The success of our efforts in this area can be ascertained by the fact we are now holding admission tests to select our next round of direct beneficiaries. The positive response to Nabanna among the local community will facilitate our content-creation efforts. We expect issues associated with capacity building to materialise while we generate content for eNRICH. We are ready to conceptualise the recurring problems and opportunities associated with capacity-building for incorporation into our learning milestones which will form the fulcrum of our content generation exercise.
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10. Contributing significantly to the promotion of gender equality and/or women’s empowerment.	Nabanna aims to fulfill the practical gender needs of the poor women of Baduria through innovative use of ICTs. Focusing on needs relating to livelihoods, education and health will help us to pave the ground for meeting the strategic gender needs of the women at a later stage. Our approach to empowerment has been influenced by our decision to give priority to the practical needs of the poor women of Baduria. By focusing on content generation, content delivery and its use, Nabanna is breaching the gender gaps that exist in access to resources and services. The shared mechanisms in Nabanna not only makes the poor women aware of these gaps but also provides a mobilisation platform to eliminate these gaps. By allowing only women to access the ICT centres, we were able to bridge the gender gap in access to ICT resources, which has been a main obstacle to women's empowerment. The learning of computers by our direct beneficiaries have facilitated the process of collective decision-making at the family level and community. Since they learn computers, the beneficiaries are held in high esteem both within the family and the community and are treated as knowledgeable persons.
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11. Please describe processes or mechanisms that are in place to ensure the project’s sustainability.	Nabanna's key components, viz content creation and dissemination, training and maintaining ICT centres, inherently address issues that guide the project towards the path of sustainability. We have adopted the principle of user charges, after limited period of free access and use of our services. We initially distributed our community newspaper free of cost but have now started charging a nominal price of Rs 1 on it. Beyond the use of ICT centres by our beneficiaries for the purpose of Nabanna, our facilities (computer, printing and internet) are being treated as income generators. Our decision to give access to women of all classes into our ICT centre have paid good dividends: we are now in talks with the Baduria Municipality and the community leaders on the modalities to provide computer training and internet access, for a fee, to girl students of the region. All our ICT centres are located on properties belonging to the local community. Our Baduria ICT centre is located within Municipality premises, while our Arbelia centre is housed inside a school. Basic facilities like rooms, electricity etc have been provided free of cost. From the very beginning of Nabanna, we have placed great emphasis on computer training of our beneficiaries. Since the beneficiaries will ultimately operate the ICT centres, we wanted to avoid a situation where there is a dearth of human capital on account of departure of key personnel. To promote the principles of self-management, our Arbelia ICT centre is being run by one of our direct beneficiaries, whom is simultaneously taking advanced training at the Baduria ICT centre. To augment Nabanna's human capital stock, our strategy of asking the beneficiaries to write diaries on their lives have paid rich dividends. We have a cadre of 45 beneficiaries who are imbued with the principles of research ethics and voluntary service for the community. Content creation is the essence of Nabanna. Our goal is to devise an electronic repository of local knowledge for the poor women which is enriched by participation from both outside and within. The emphasis is on building mechanisms and tools for a knowledge network, for it is only by transforming information into knowledge can we ensure repetitive and regular use of Nabanna's systems. One of our medium-term objectives is to transform our off-line centres into knowledge shops, with our direct beneficiaries being transaction agents. Women seeking knowledge need only to contact our beneficiaries who will search the necessary information from Nabanna. We also want to turn our ICT centres into independent registered entities having well-defined laws and a governing body comprising mainly local women. This will give us a framework under which Nabanna's structures and processes will acquire the capacity to operate over a long period of time.
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12. How can your project be replicated elsewhere?	Nabanna’s guiding principle is information sharing in the electronic mode. The platform in terms of hardware — desktops, portable drives, printers dial-up connection — lend them to easy replicability. The basic software, eNRICH, is the property of UNESCO and is available with them Contents in eNRICH, in case of Nabanna, are in Bengali. However they can be captured in a CD and can lend itself to easy dissemination. Action research is a key component of Nabanna. Project best practices and learning milestones are being assiduously documented and shared with UNESCO and our action research consultants in LSE and Queensland University of Technology. This is being facilitated mainly through the action research website set up for this purpose. (www.cirac.qut.edu.au/ictpr) UNESCO is documenting our experiences and is publishing the Ethnographic Research Handbook, every six months that contains in detail the learning milestones of Nabanna. The Handbook is available as mimeographs and can also be downloaded from the website, www.cirac.qut.edu.au/ictpr
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13. What are the key lessons learned from the implementation of the project? * (Please include information on unexpected outcomes, both good and bad.)	The unexpected spin-off from Nabanna is in the exciting area of knowledge management. eNRICH will provide a preliminary model of digital mapping of knowledge resources in a remote region of West Bengal. In addition, as we are building Nabanna, we have assimilated discrete, isolated lessons that have helped us in our efforts. We have realised the importance of attuning ourselves to the sensitivities of the local community and the need to be flexible and pragmatic in our short-term planning and strategies to suit the needs of the community. Though the hospitality of the people of Baduria knows no bounds, it is important to realise the pitfalls that lie on our way. For instance, there is a tendency among some of the well off in Baduria to hide their assets and send their women family members to learn computers from us. But overriding all our apprehensions is the enthusiasm among the poor women to become a part of the Nabanna family and do something with their lives. What has surprised us the most is the amazing aptitude shown by women of limited education in learning computers.
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14. How might your initiative benefit from a multistakeholder partnership?	The project must have a multi-stakeholder approach and partnership to succeed. Using ICTs for poverty eradication cuts across too many fields, functions and stakeholders to be planned or implemented in isolation. For example, Nabanna's pilot phase has succeeded precisely because of the partnership between Change Initiatives, the Baduria municipal government, ward/neighbourhood level schemes, women's groups and women themselves. The success of subsequent phases will require inputs from corporate partners, other levels of government and other types of specialist groups in media and technology fields. Ultimately poor women are the most important stakeholder, however their efforts and commitment have much greater impact and far wider reach within a multi-stakeholder approach in which the resources, networks and expertise of other partners is maximised.
General Remarks and Additional Information
Remarks	The pilot phase of Nabanna is a one-year project. Change Initiatives has been assured funding for 2004 & 2005.— For more details on eNRICH please consult the website http://enrich.nic.in— Content control is a critical issue that needs to be co
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