reflections and recommendations jaldi campaign – 25 gp pilot

Reflections and Recommendations

Jaldi Campaign – 25 GP Pilot

The Campaign Impact

When it is delivered as designed, the campaign has a magical impact in a

way the whole becomes more than the sum of the parts. However, there are

many possibilities to improve the delivery and some to improve the design

as well based on the 25 GP Pilots.

An Analysis Before its time

The real impact of the campaign will probably be fully understood in 3-6

months from now – once we know the final count on toilet construction.

However, there are many lessons from the pilot that can improve the

campaign design even now.

The spirit of this analysis has been to look at how we can improve rather

than what went wrong or who is to be blamed for it. In that sense, there are

four areas of improvement:

1. How do we improve the impact of the messaging?2. How do we ensure greater participation of Govt. officials?3. How do we improve the reach of messaging?4. How do we increase conversions from ‘intent’ to ‘construction’?

How do we improve the impact of messaging?It is a difficult thing to decode which messaging has worked and by how much, here are opinions on the same.

Reflection Recommendation

Jaldi SchemeThe idea of payment within 20 days, promise by the CEO, Invite seems to have worked powerfully – seems to have converted those who were ready to convert.

Still understanding of the scheme in its details may be weak down the line of TC, PDO and SD.

Poster is a weak link in this communication.

This is powerful and should be kept and improved.

A film that explains the process thoroughly will add to the armour.

A larger sized poster/ hoarding or an interactive poster.

Empathy with the women’s problemsThrough the skit, the song and the announcements – the problems of open defecation are brought out in the open and debated loudly. Women seem to be very happy that someone is speaking up for them and even men are responding to this.

These elements are working and have to be kept.

However, the connection from here to the responsible man has to be stronger.


Responsible FatherResponsibility as a message seems to have a strong connect with men and women. However, the message might have been diluted in the way it is delivered – the films and interaction.

There were also requests from a 3-4 promoter groups to make the films live.

Promoters seem to have spent a lot of time with skit and song, so that by the time they come to the films they may have crossed the ‘peak’ moment in the event.

Better/Longer Training for managing the rhythm and peaking at the responsible father film and pledge.

Live training in the village.

Better/Longer training for managing the interactions better – the way the film is introduced and .

Live action film? Recreate some of the peak moments in the script? Before making changes, it has to be understood from those that matter the most – beneficiaries.

Further Research in 2-3 villages with people with strong intent – to probe and see what messaging, what media format motivated them the most. PAF report might throw in more light on this as well. Also separate GPs where we run only one message can also be a way to test hypothesis on what is a powerful message if that is necessary.


Overall – TechnicalThere were issues with technical infrastructure in many cases.

Poor quality of microphones and speakers.

Operational complexity of shooting, transferring files and playing films.

Better quality of infrastructure – checks before the campaign starts.Projector screen for playing films.

1-day technical training for the team.

Tablets to replace CDs, Video Camera and the Laptop.

Promoters – Quality Quality of female promoters could have been better. The difficulty of recruiting quality promoters could have been a result of less payment, format of 2 promoters vis-à-vis group, availability of female promoters etc. This will have an impact on scalability.

No clear answers to this at the moment. We could talk to a few promoters and understand the issues better.

Recruiting large professional theatre group in an area to manage the whole campaign is a plausible alternative.


Promoters – AccountabilityTheir performance is probably focussed more on entertainment rather than creating intent to construct toilets.

Can a bonus be paid to them based on performance of the Taluk?

Location – ChoiceThe choice of location has an impact on the overall experience of the event. And sometimes it is not chosen very well.

Better training on choice of location around – areas where there are more homes without toilets, seating capacity for 200 people, less traffic to disturb the event.

Gap – Between Day 1 and Day 2It was less. Sufficient time for people to build toilet, receive the payments – so that others gain confidence.

Ideal time would be 45-60 Days.

How do we ensure greater participation of Govt. officials?Wherever the Govt. officials were involved, the response was very good. But, their presence was inconsistent.


Roll Out SequenceCurrently the campaign has been planned at the ZP to GP level and therefore may not have fitted well with the Taluk Level Structures.

The campaign planning can be done at the Taluk Level, actively involving the EOs.

The District Level launch can be followed by Taluk Level launches.

The Taluk Launches followed by GP level launches – the person to conduct the meeting at the GP level to be identified – SDs do not have the capacity to hold such a meeting.

Goal SettingThe goal for the campaign and how it is broken down at the Taluk/GP Level was not clear – except for the SDs setting their own goals.

If the goals are broken down to taluk and then GPs within it based on potential, it will make the follow up realistic.


Support of DepartmentsParticipation of SHGs, Anganwadi and ASHA workers not consistent/absent ?

Formal confirmation of their participation through letters from respective departments.

Clarity of their own payments – for instance 10% of the SD payment can go to them.

UnderstandingGreater understanding of the logic of the campaign builds greater ownership. While there were several sessions to explain the campaign to the various level, it seems like the understanding of the campaign was minimal among the Govt. officials.

How can the campaign be explained in a manner that can be simply understood by everyone?

InclusivityThere is a sense that this is a campaign still enforced from the outside.

How can we ensure inclusivity without affecting the coherence of the campaign?


InspirationThere is probably no clear recognition now of the better performing GPs and Taluks.

News coverage of success stories.Celebrations in Reviews – Framed Certificates and Trophies.Field Visits – Organising field visits from less performing GPs to the good ones for learning.

Data Based ReviewsCurrently there is no real time update of what is happening on the ground.

Monitoring software should help us do the same.

Participation seems voluntary/unnoticed

Immediate reporting of non-participation and action taken.

Team Structure Clear formation of Campaign Management Team and flow of orders: It can be done by Taluk or areas (schedule, follow-up, complaints etc.)

Will need a catalyst from outside – A campaign manager like Latha permanently stationed at the ZP.

How do we improve the reach of messaging?To people beyond the main event.


Crowd at the evening eventTo draw a larger crowd at the evening event, the invitation process needs to be made better.

An interesting set up can attract crowd.

To use only the SD and PDO, with the help of ASHA/Anganwadi worker to distribute invitations. But SD to make the connect at home and deliver the pitch.Campaign schedule to take into account size – number of HHs without toilets.Gap between training and launch.

Tokens not to be collected at home as it was done in some villages to substantiate the template provided.

Hoarding/Backdrop – interesting installation?

Main VillageThe time was too short to give out invitations.

Need for more than one event.

Longer time to distribute invites pre-campaign day.

1 Additional Day for the Main Event.


Street Events/Group EventsMain event crowd to be boosted with street events for people who have not attended the main event.

A modified, smaller version of the main event to be conducted as street events or in SHG Group.

Group EventsSDs can continue the process of convincing and converting more people.

House to House campaign, Group presentations in SHG meetings, street corner gatherings using games and flip chart. SDs will have to be trained for this more elaborately.

How do we increase conversions from ‘intent’ to ‘construction’?We may get a better sense of this in a couple of months. From the SD feedback, there are certain factors coming in the way of conversion.


Non-clearance of backlogs A basic benchmark of clearance for GPs to be part of the campaign – 75%, 90%...A Gram Sabha specific to the campaign where the payment issues are addressed.

Issues with the eligibility list in terms non-eligible people in the list and vice versa.

A pre-campaign work for 1-2 months by SDs to clear the list.A Gram Sabha specific to the campaign where the beneficiary list is addressed.

Wait and Watch: People waiting and watching if the payment is actually happening.

Fast clearance of both NBA and NREGA payment within 20 days of construction.Helpline for issues/complaints.

Lack of clarity around payment – 20 days from application or after construction? Payment after pit?

Clear communication across the ZP, PDO, TC and SD.


Non-availability of documents required for application – Job Card, Identity Card, Bank Account…

ZP to simplify, help with this process.

SDs ability to handhold the beneficiary through the process.

Better quality of SDsAn improved, longer training program that helps them address some of these new hurdles that have come up.Cross-learning sessions – once a week at Taluk Level. 1 Retraining Session post campaign. One person on call for help to sort out issues.Better monitoring (software and reviews) are some of the ways in which this can be addressed.

SDs Travel expenses are not covered and therefore reluctance to travel to other villages.

Since SD is not paid travel expenses, conversion in non-SD villages are low (a hypothesis to check out through data)


SDs not able to follow up on the next day of the campaign.

Implications on campaign scheduling – not to do villages in the same GP on consecutive days.

SDs: Number of HHs without toilets – proportion unrealistic in some places.

A realistic estimate of how many conversions are realistically possible for an SD? Can there be more than one SD for larger GPs?

Volunteers role: SDs not good enough to train and the payments process is not clear.

Ideally, we should just work with the SDs since they are the ones who are trained. If we were to involve the volunteers, a formal structure for the same – letters from the authority….

SDs dropping out. Official recognition of their role through an appointment letter.Need to understand other reasons for the same.

Further Research in 2-3 villages – Look at all people with intent (token?) and what is stopping them from acting.To research with SDs to understand the reasons for dropping out.

reflections and recommendations jaldi campaign – 25 gp pilot

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