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For more than three decades PRADAN has been promoting community institutions to impact rural livelihoods. It has created marvellous participatory planning processes and methods to help communities develop and manage their natural resources.
To increase the impact and scale PRADAN wanted to train thousands of Community Resource Persons who can lead in their own communities as para professionals. The problem is how do you train people in such large numbers in a shorter time with consistency yet minimum resources.
PRADAN decided to use videos and invited the empanelled filmmakers with the government to get this video made. The filmmakers could not convince them that they are equipped to convert PRADAN knowledge in video that can train villagers in participatory planning (A 10 step exercise, which is 4-5 days long).
iMentor was contacted for discussion and offer a solution. With the help of quality process of formative research and rich experience of developing training tools iMentor designed a product well suited for PRADAN’s needs. It studied and distributed the entire process in and crafted a video training module that can be used in parts as well as a whole set.
Video Training module was very well taken by the development professional across India and copies were demanded by more than 50 NGOs. The module was light and referable which, both CRPs and Professionals used it in organizing trainings. The video training module helped PRADAN in reducing the training time as well as improved retention and replication. The standardization was achieved despite the diverse trainers and participants.
Global brands operate their responsible business programmes to ensure that the manufacturing units in their supply chain comply to the local and international labour standards. The local conditions at times pose several challenges that seem chronic.
In North India region, the practice of informal employment of piece rate workers in garment industry was a big challenge for a Global Footwear & Apparel brand. The Piece rate workers were usually employed 'off the records & deprived' of their legally mandated benefits & labor rights. The factories often responded that even when they want to formalize the piece rate workers' employment, workers resist and no amount of trainings & guidance work.
The Brand decided to use the learnings from social development sector where communities are mobilized and organized to a common cause effectively.
iMentor proposed Behaviour Change Communication strategy aimed at addressing the existing behaviour pattern of the workers to get a desired behaviour pattern.
The 'primary audiences' in the project were the unregistered workers employed in the factories and the 'Influencing audiences' were the factory owners and the managers/supervisors who employ workers. The process adopted for project implementation included a series of planned activities such as Formative Research with factory management and workers, Communication Strategy design, Development of communication kit, Orientation to factory owners on the project, training of trainers, series of workshops with workers, use of communication reminders. The workers were involved throughout the process.
Total 913 workers participated in the project. Almost 95% of the workers who attended the series of workshops expressed their willingness to opt for formal employment and to participate in social security schemes. And a total 90.14% of total participating workers actually got registered under the mandatory social security schemes.
A global footwear brand having majority of its sourcing from Indian subcontinent was in its initial phase of visualizing its social and environmental compliance expectations from supplier factories.
The brand challenged iMentor to design a programme that could address the unique complexity of supply chain in which it operated.
iMentor started off from understanding the uniqueness of the supply chain and created customized tool for a baseline risk assessment in the supply chain. Risks indicators included aspects of social & environmental compliance,andindicators that would help the brand to consolidate its supply chain. Thus a 'Risk Rating Tool' was evolved that allowed the brand to see various risks across the supply chain compass.
The baselines assessment resulted in development of compliance programme implementation strategy and Standards Operating procedures. The SoPsincluded procedures on engagement of suppliers, communication protocols, verification methodology, and a reporting platform with critical analytics to map the progressive history of its supply chain.