Rights, Realised in Everyday Life.
Four programmes, in the order they began. Each one opens into its own page - why the work exists, how it is built, and every project it has carried, in chronological order with the What, Where, How, When, Why and Investment behind each.
Every Journey Begins With the Same Community and Asks a Different Question of It.
The four programme journeys are not four organisations. They are four ways of reading the same people, the same institutions and the same long process of change. Select one to see the question it carries.
How are leaders developed across the life course?
Leadership development, participation, institution building and community ownership.
It asks who communities become.
No Programme Survives on Its Own.
Each programme hands something to the other three and depends on something from them. Pick one to see both sides of that exchange - what it gives, and what it cannot do without.
The Money Arrives as Projects. The Work Accumulates as a Programme.
Every closure report we have filed is true. None of them holds the part that lasted. So we record each intervention on three dimensions instead of one - who the community becomes, what it can now claim, and what visibly changed. Select an intervention to read all three.
When Communities Act, Systems Respond.
Community-based · rights-based · convergent with public systems. The same four movements run underneath all four programmes, and they run as a loop - a system that responds changes what a community expects next.
Behaviour Change
It starts with individuals and peer groups - Child Parliaments, Youth Groups - recognising a risk and recognising that they have a right against it. That recognition is what turns into organised pressure.
A community that knows its rights starts asking for them → Demand Generation
Demand Generation
Once people can name what they need, they take it to the panchayat and the relevant department - giving officials something concrete to act on instead of a vague complaint.
A clear, shared ask gives officials a mandate to move → System Strengthening
System Strengthening
DEHAT works with the same public systems to make them easier to reach and better coordinated with each other, so they can act before a case escalates, not only after.
A coordinated system can finally deliver what it was designed to → Service Delivery
Service Delivery
Until the system catches up, DEHAT fills the immediate gap directly. Once the public system is delivering the entitlement on its own, that gap closes and DEHAT can step back.
Every entitlement received proves the effort was worth it → Behaviour Change
Three Frameworks, One Set of Villages.
The same work answers to three different registers - a rights convention, a set of global goals, and Indian company law. Each matters to a different reader. All three describe the same four programmes.
Life, health, nutrition and an adequate standard of living - the floor everything else stands on.
Education, information, play and the freedom to form a view of the world.
Freedom from exploitation, abuse, trafficking, neglect and harmful work.
The right to express a view and to be heard in decisions that shape your own life.
Four Programmes. One Reason They All Had to Begin in the Same Place.
The programmes describe what we do. They do not explain the geography. These three districts do.
Child Opportunity Gap Index
An index is not a verdict on a place or its people. It is a measure of how far a public system sits from what it already promises, written as one number so that districts can be compared honestly and priorities argued with rather than asserted.
Published district figures only - the National Family Health Survey, the Unified District Information System for Education Plus, and the factsheets behind them. Each value carries the sheet it came from.
Every indicator is scored as a distance from the best-performing district in the set, then averaged into one figure from 0 to 100. The benchmark is a real district, so every point is a distance already closed somewhere.
It decides where we go next, and it is the same number the work is reported back against. A district that improves should move down it.
Twenty-three districts carry a version of this number. Every one of them is on the map, with every indicator and its named source behind it.
Not a Portfolio of Projects. A Community That Can Carry On Without Us.
Every intervention should leave behind stronger institutions than it found. Every generation should expand the capability of the next. Individual projects begin and end; the leadership, the rights literacy and the institutions they leave behind are what compound.