CONTEXT, NEED & PROGRAMME RATIONALE

1.1 India’s Changing Social & Development Context

India is experiencing significant social, economic, technological, demographic and environmental change. These changes are reshaping the conditions in which individuals, families and communities live, learn, work, make decisions and participate in society.

Development outcomes are not determined by health services, education or income alone. The conditions in which people are born, grow, live, work and age—including education, food, housing, employment, social support, physical environment and access to resources—strongly influence well-being and the distribution of opportunities and risks. WHO therefore treats social determinants as a central component of health equity and calls for action across government, civil society, communities and other sectors. (World Health Organization)

The contemporary development environment is also increasingly shaped by digital transformation, changing lifestyles, evolving family structures, environmental pressures, changing work patterns and the rapid expansion of information. These developments create new opportunities for learning and participation, while also creating new requirements for people to interpret information, assess choices, manage risks and adapt behaviour.

For a community development programme, therefore, development cannot be understood only as the provision of services or the delivery of information. It also involves strengthening the capacity of people and families to understand their circumstances, make informed choices, apply knowledge in everyday life and participate in actions that influence their own and their community’s well-being.

This provides the broader development context within which SURMAI™ Welfare Groups operates.

India’s development and SDG agenda also increasingly emphasises localisation, measurable progress and coordinated action across levels of government and development actors. NITI Aayog identifies SDG localisation and monitoring as central components of India’s approach to the 2030 Agenda.

1.2 Family, Lifestyle & Emerging Development Needs

The family is an important everyday environment in which knowledge, attitudes, habits, decisions and behaviours are formed, reinforced and transmitted. Individual choices are often influenced by family relationships, available resources, social norms, household responsibilities and the wider community environment.

Health and well-being similarly extend beyond clinical care. WHO identifies education, income, physical environment, employment and working conditions, social support, family and community relationships and individual behaviours among the factors that influence health and well-being. (World Health Organization)

Within this context, contemporary families encounter interconnected development needs across areas such as:

• health, nutrition and preventive behaviour;

• physical, mental and social well-being;

• education, learning and knowledge development;

• children’s and adolescents’ development;

• youth participation and intergenerational learning;

• gender relations and social participation;

• livelihood awareness, skills and economic participation;

• environmental responsibility and sustainable living;

• biodiversity and eco-care;

• social inclusion and mutual support; and

• participation in community life and local problem-solving.

These areas are interconnected rather than isolated. A family’s ability to access and use knowledge, discuss choices, adopt practical behaviours and support one another can influence the quality of individual and collective well-being.

The life-course perspective further reinforces the importance of looking across stages of life and across generations. WHO’s 2025 framework recognises that health and well-being are shaped by interacting protective and risk factors across the life course and that development trajectories are influenced by conditions and transitions occurring across generations. (World Health Organization)

The development challenge is therefore not simply to address individual needs separately, but to strengthen the everyday capacity of people and families to learn, adapt, participate and act.

1.3 Knowledge–Action Gap

Access to information does not automatically result in understanding, appropriate decision-making or sustained behavioural change.

A person may receive information about health, nutrition, education, environment, financial choices or social issues without necessarily being able to:

• understand its practical meaning;

• assess its relevance to their circumstances;

• distinguish reliable information from misinformation;

• consider available alternatives;

• make an informed decision;

• translate knowledge into everyday behaviour; or

• sustain that behaviour within the family and community environment.

WHO defines health literacy in terms of the ability to access, understand, appraise and use information and services in ways that promote and maintain health and well-being. WHO also recognises that health literacy develops through daily activities, social interaction and across generations, and that supportive organisational and social environments are important for enabling people to use information effectively. (World Health Organization)

The issue therefore extends beyond information dissemination. The development process requires movement from:

and, where appropriate:

Evidence from India also supports the importance of moving beyond information-only approaches. A mixed-methods systematic review of 99 studies on women’s groups in India found that positive effects were strongest where interventions built community capabilities and went beyond simply sharing health information. (PubMed Central (PMC))

The Knowledge–Action Gap is therefore a central development challenge addressed by SURMAI™ Welfare Groups.

1.4 Individual, Family & Community Well-being

Development takes place simultaneously at individual, family and community levels.

The individual is the starting point of learning, awareness, decision-making and behaviour. However, individual behaviour does not exist in isolation. Family relationships, household practices, social expectations, peer influence, community resources and local environments can either support or constrain the ability of an individual to act on knowledge.

This creates an interconnected pathway:

At the individual level, the emphasis is on knowledge, understanding, capability and informed choice.

At the family level, the emphasis is on applying learning in everyday household life, discussing decisions, supporting healthy and constructive practices, and enabling intergenerational learning.

At the community level, the emphasis moves towards participation, mutual support, knowledge sharing, identification of local needs and collective action.

WHO similarly recognises that people’s relationships with families, friends and communities are important determinants of health and that social support networks influence well-being. (World Health Organization)

For children and adolescents, the importance of supportive learning and participation environments is particularly relevant. UNICEF India highlights the need to engage and empower adolescents with information, life skills and opportunities for active participation. (UNICEF)

The programme therefore treats individual, family and community well-being as connected dimensions of development rather than separate programme categories.

1.5 Need for Community Participation & Local Action

Development becomes more sustainable when people are not only recipients of services but also participants in identifying needs, discussing priorities, contributing knowledge and taking appropriate local action.

Community participation may take different forms:

Participation does not mean transferring institutional responsibility to community members. Rather, it creates a structured space in which people can contribute according to their knowledge, capacity, interests and local circumstances.

WHO’s recent community-engagement guidance emphasises that communities are broader than geographic locations alone and include the social relationships through which people influence identities, decisions, behaviours and health. It also describes community engagement as a shared responsibility rather than simply an information-exchange activity. (World Health Organization)

This perspective is relevant to SURMAI™ Welfare Groups, where learning is intended to move beyond individual awareness towards household practice, peer interaction, community participation and appropriate local action.

Community action may include:

• identifying local needs;

• discussing practical responses;

• sharing knowledge and experience;

• supporting vulnerable community members;

• participating in learning and awareness activities;

• contributing time, skills or resources;

• undertaking local initiatives;

• connecting people with appropriate services or institutions; and

• documenting and reviewing action and learning.

The purpose is not to create parallel systems for every community need, but to strengthen community capacity to recognise issues, participate constructively and connect with existing institutions and services.

1.6 Existing Development Approaches & Programme Learning

Development programmes across health, education, livelihoods and community development demonstrate that information, services and infrastructure are important, but their effectiveness also depends on people’s ability to understand, participate and apply learning within real-life settings.

Three programme-level lessons are particularly relevant to SURMAI™ Welfare Groups.

1.6.1 From Information Delivery to Capability

Information is necessary but may not be sufficient for sustained change. Evidence from Indian women’s-group interventions indicates stronger effects where programmes build individual, group and community capability and use approaches that go beyond information dissemination. (PubMed Central (PMC))

Accordingly, SURMAI™ Welfare Groups treats learning as a process that should support understanding, informed choice, practice and participation.

1.6.2 From Formal Learning to Practical Application

Learning is more meaningful when people can connect it with real-life situations and apply it in practical contexts.

India’s National Education Policy 2020 places emphasis on experiential and competency-oriented learning, including application, skills and learning connected with real-world contexts. The Ministry of Education has also highlighted experiential learning as an important component of NEP implementation.

This principle is reflected in the programme’s movement from:

rather than treating learning as an end in itself.

1.6.3 From Individual Participation to Community Capability

Community-based approaches can create opportunities for peer learning, collective discussion, mutual support and local action. Evidence from India shows that community mobilisation approaches that strengthen capability can generate effects beyond simple information transfer. (PubMed Central (PMC))

The implication for SURMAI™ Welfare Groups is that programme participation should create a pathway from individual learning to family practice and community participation.

1.6.4 From Implementation to Evidence and Learning

A mature development programme must be able to understand not only what activities were conducted, but also what changed, for whom, under what conditions and with what evidence.

WHO’s evidence-informed programme guidance emphasises systematic use of evidence in programme design and decision-making. Its 2025 Theory of Change guidance recommends defining the problem, expected outcomes, interventions and change mechanisms, followed by validation and revision. (World Health Organization)

Accordingly, SURMAI™ Welfare Groups incorporates evidence, monitoring, measurement, reflection and programme learning as integral parts of its development approach. Detailed measurement and evidence systems are addressed in Part 6 — Management, Monitoring, Results & Evidence.

1.7 Why SURMAI™ Welfare Groups

The preceding context identifies a development space between knowing and doing, between individual awareness and family practice, and between individual participation and community action.

SURMAI™ Welfare Groups has been developed as a Community Advancement Programme to work within this space.

The programme connects:

The programme is designed around the understanding that people and families can become active participants in their own development when they have opportunities to learn continuously, interpret information, discuss choices, practise what they learn and participate in constructive community action.

The programme therefore does not position membership, welfare benefits, cards, recognition systems or digital mechanisms as its primary purpose. These are enabling mechanisms within a wider development architecture.

The core proposition of SURMAI™ Welfare Groups is:

Learning should contribute to informed choices; informed choices should be capable of becoming practice; practice should strengthen family and community participation; and participation should contribute to measurable Community Advancement.

The programme consequently links individual development with family and community development rather than treating them as separate interventions.

1.8 Programme Rationale

The rationale of SURMAI™ Welfare Groups is built around a continuous development pathway:

This pathway recognises that development is not a single event. It is a continuing process in which people learn, interpret, decide, practise, participate, act, review and improve.

The programme therefore creates structured opportunities for:

• continuous learning;

• practical application of learning;

• household and family-level practice;

• peer interaction and knowledge sharing;

• community participation;

• local need identification;

• community-level action;

• documentation and evidence generation;

• monitoring and measurement;

• reflection and programme learning; and

• continuous improvement.

The intended progression can be represented as:

The programme does not assume that every activity will directly produce long-term impact. Results are therefore understood through an evidence chain rather than through unsupported claims of attribution.

The programme distinguishes between:

This distinction supports credible monitoring, evaluation, reporting and institutional learning.

WHO’s evidence-informed Theory of Change guidance similarly emphasises the importance of explicitly connecting problems, interventions, change mechanisms and expected outcomes, while validating and revising the pathway as evidence and experience develop. (World Health Organization)

1.9 Central Programme Question

The central question of SURMAI™ Welfare Groups is:

How can continuous learning, informed and considered decision-making, practical behaviour, family participation and community action contribute to measurable and sustainable Community Advancement?

This question brings together the central development proposition of the programme without reducing the programme to a single thematic intervention.

The programme’s operational progression is:

Its broader change pathway is:

Accordingly, the programme’s intended direction can be summarised as:

This provides the conceptual bridge from Part 1 — Context, Need & Programme Rationale to Part 2 — Programme Identity, Population & Architecture.

PROGRAMME IDENTITY, POPULATION & ARCHITECTURE

What the Programme Is, For Whom & Who Participates

2.1 Programme Definition

SURMAI™ Welfare Groups is a Community Advancement Programme of SUPANSHA® Development Foundation designed to strengthen continuous learning, informed decision-making, practical behaviour, family participation, peer learning and community action.

The Programme works through a structured relationship between the individual, family, community group and wider community. It seeks to create a practical environment in which people can continuously learn, understand issues affecting their lives, make informed choices, apply learning in everyday life, participate with others and contribute to community advancement.

SURMAI™ Welfare Groups is therefore not limited to membership, awareness activities, welfare benefits or individual services. Membership provides the participation structure; learning provides the developmental process; family and community provide the context for practice and participation; and evidence and reflection provide the basis for improvement.

The Programme is designed as an integrated community platform connecting:

The Programme also provides a structured ecosystem through SURMAI™ Sakhi, SURMAI™ Mitra, SURMAI™ Associate, SURMAI™ Donor and Group Coordinators, supported by appropriate digital, institutional and community systems.

2.2 Goal, Purpose & Objectives

Goal

To contribute to Community Advancement by strengthening people's capacity to learn, make informed choices, practice positive behaviours, participate in community life and contribute to collective action.

Purpose

The purpose of SURMAI™ Welfare Groups is to create a sustained community-based framework in which learning is translated into everyday practice and community participation.

The Programme connects:

Programme Objectives

The Programme seeks to:

• strengthen continuous learning and practical knowledge;

• support people in understanding issues affecting individual, family and community well-being;

• promote informed and considered decision-making;

• encourage the practical application of learning in everyday life;

• strengthen family-level learning and behaviour practices;

• facilitate peer learning and knowledge sharing;

• create opportunities for meaningful community participation;

• support identification of local needs and locally relevant responses;

• strengthen community agency and collective action;

• generate evidence of activities, participation, outputs and outcomes;

• promote reflection, learning and continuous programme improvement; and

• contribute to sustainable Community Advancement.

2.3 Programme Population & Inclusion

Primary Programme Population

SURMAI™ Welfare Groups is designed primarily for individuals and families within the Indian middle-class social context, while remaining open to wider community participation through its programmes, partnerships, initiatives and community activities.

The Programme recognises the family as an important environment in which knowledge, attitudes, behaviours, practices and intergenerational learning are developed and reinforced.

The Programme therefore works through the following architecture:

The individual is the participant. The family is an important context for learning and practice. The SURMAI™ Welfare Group is the structured platform for peer learning and participation. The community is the wider environment in which collective action and Community Advancement can occur.

This approach is consistent with evidence that health and well-being are shaped by social and community conditions and that meaningful community engagement can strengthen people's participation in decisions and actions affecting their lives.

Inclusion

The Programme seeks to encourage participation across:

• women and men;

• different age groups;

• families and individuals;

• youth and adolescents;

• older persons;

• persons with disabilities;

• economically and socially diverse community members;

• learners, professionals and community volunteers; and

• other participants relevant to specific Programme initiatives.

Inclusion is understood not merely as admission to the Programme, but as meaningful opportunity to participate, learn, contribute and benefit from community processes.

2.4 Programme Scope

SURMAI™ Welfare Groups operates across interconnected areas of individual, family and community development.

These areas are interconnected rather than isolated programme verticals. A single family or community initiative may contribute to more than one area.

Current Implementation Status. SURMAI™ Welfare Groups is an ongoing programme of SUPANSHA® Development Foundation and is presented in this document as an operational programme framework rather than as a hypothetical proposal. Implementation, partnerships, membership development, community activities and resource mobilisation are progressed through the Programme’s institutional systems. Quantitative figures such as current membership, active Groups, geographic coverage, beneficiary/reach figures, partner contributions and financial performance should be reported only from verified Programme records and current reporting systems; this core document therefore avoids presenting unverified or time-sensitive figures as permanent programme facts.

2.5 Community Members

The primary Community Member categories within SURMAI™ Welfare Groups are:

2.5.1 SURMAI™ Sakhi

SURMAI™ Sakhi represents women participating as Community Members of SURMAI™ Welfare Groups.

SURMAI™ Sakhi provides a platform for women to:

• participate in continuous learning;

• develop practical knowledge and life skills;

• make informed choices;

• apply learning within family and daily life;

• participate in peer learning;

• contribute to community activities;

• support local initiatives; and

• contribute to Community Advancement.

Women’s groups and community-based participation approaches have been studied in India, with evidence indicating that interventions are more effective when they build community capability and go beyond information dissemination alone.

2.5.2 SURMAI™ Mitra

SURMAI™ Mitra represents men participating as Community Members of SURMAI™ Welfare Groups.

SURMAI™ Mitra provides a platform for men to:

• participate in learning and community development;

• strengthen positive family and social participation;

• contribute to household and community practices;

• support inclusive participation;

• participate in community initiatives; and

• contribute to collective action and Community Advancement.

SURMAI™ Sakhi and SURMAI™ Mitra together establish an inclusive participation structure in which women and men can contribute to family and community development.

2.6 Social Impact Partners

In addition to Community Members, SURMAI™ Welfare Groups provides a structured space for individuals, professionals, organisations and institutions that wish to support community development.

These participants are recognised as Social Impact Partners.

The two principal categories are:

2.6.1 SURMAI™ Associate

A SURMAI™ Associate is an individual, professional, service provider, institution, organisation or other approved partner who contributes to the Programme ecosystem through relevant products, services, knowledge, expertise, opportunities or other forms of community support.

Associates may contribute through:

• products and services;

• professional expertise;

• technical knowledge;

• educational opportunities;

• livelihood or skill opportunities;

• community offers;

• institutional support; or

• other approved forms of engagement.

SURMAI™ Associates are therefore positioned as community-supporting partners, rather than ordinary Community Members.

2.6.2 SURMAI™ Donor

A SURMAI™ Donor is an individual, institution, organisation, CSR partner, philanthropic supporter or other approved resource partner contributing financial or non-financial resources towards Programme objectives.

Support may include:

• financial contributions;

• programme resources;

• materials;

• equipment;

• technical assistance;

• institutional support;

• knowledge resources; or

• other approved forms of support.

SURMAI™ Donors form part of the Programme's broader resource and partnership ecosystem.

Community Members and Social Impact Partners

The distinction is therefore:

SURMAI™ Sakhi + SURMAI™ Mitra = Community Members

SURMAI™ Associate + SURMAI™ Donor = Social Impact Partners

This distinction maintains clarity between participation in the community development process and support to the community development ecosystem.

2.7 Group Coordinator

The Group Coordinator is not a separate membership category.

A Group Coordinator is a SURMAI™ Sakhi or SURMAI™ Mitra who takes additional operational responsibility for facilitating and coordinating a SURMAI™ Welfare Group.

The Coordinator functions as the operational link between:

Key Responsibilities

The Coordinator may be responsible for:

• facilitating group communication;

• coordinating meetings and learning activities;

• supporting member participation;

• communicating monthly Programme themes;

• facilitating peer learning;

• supporting community activities;

• maintaining appropriate group records;

• communicating identified needs;

• supporting evidence collection;

• coordinating with the relevant SDF function or Branch Office; and

• participating in Coordinator orientation, review and capacity-building processes.

The Coordinator does not replace professional experts, government functionaries, health workers, teachers or other specialised service providers. The role is primarily one of community facilitation, coordination and participation.

Detailed Coordinator responsibilities, reporting, training, review and accountability are addressed within the Programme Implementation and Governance framework.

2.8 51-Member Community Structure

The standard full SURMAI™ Welfare Group is structured around:

50 Community Members + 1 Group Coordinator = 51 Members

The 51-member structure is intended to provide a manageable community unit in which members can know one another, communicate regularly, participate in learning and collectively undertake activities.

The Programme may also operate with smaller groups during formation, pilot implementation, special initiatives or local circumstances. Examples may include smaller community units such as:

5 + 1, 10 + 1, or other appropriate configurations

The 51-member structure is therefore the standard full-group architecture, not an inflexible condition for Programme participation.

Cultural Symbolism of 51

The 51-member structure is culturally inspired by the symbolic idea of 51 Shaktipeeths. Within SURMAI™ Welfare Groups, this symbolism is used in a non-religious organisational context to represent collective strength, participation and unity in diversity.

The 51-member structure is inspired by the Indian cultural idea of collective strength associated symbolically with the 51 Shaktipeeths and expresses that idea in the context of community strength, participation and unity in diversity.

SURMAI™ Welfare Groups is not a religious organisation, and the 51-member structure does not create a religious organisational system.

2.9 Family ID & Individual Membership

2.10 Programme Spaces

Membership in SURMAI™ Welfare Groups is individual, while the Programme recognises the family as an important context for development, learning and practice.

Accordingly:

Membership = Individual

Development Context = Family

Community Participation = Group & Community

A member receives an individual membership identity within the Programme. Where appropriate, individual members belonging to the same household may be connected through a Family ID.

The Family ID can help establish a structured relationship between:

This architecture allows the Programme to understand participation not only at the individual level but also within the family context, while maintaining individual membership identity.

Family-level information should be collected and used only for legitimate Programme purposes, with appropriate consent, privacy and access controls.

The Programme therefore does not treat the family as a replacement for individual membership. Instead, it recognises the family as an important environment in which learning and behaviour may be practiced and reinforced.

Programme Spatial Logic: Home → Family → SURMAI™ Welfare Group → Community → Coordinator Field Office / SDF Branch Office → Digital Environment. These spaces connect everyday practice with organised participation and institutional support.

2.11 Programme Boundaries

Clear boundaries are essential to maintain the identity and credibility of SURMAI™ Welfare Groups.

SURMAI™ Welfare Groups is not:

1. Only a Membership Programme Membership is the entry and participation structure; the Programme extends beyond membership administration.

2. Only a Welfare Benefit Programme Member benefits and welfare mechanisms support participation but do not define the entire Programme.

3. Only an Awareness Programme The Programme seeks to move beyond information towards understanding, informed choice, practice, participation and action.

4. A Substitute for Professional Services The Programme does not replace qualified medical, legal, educational, financial, psychological or other professional services.

5. A Parallel Government System The Programme does not replace government institutions, public services, statutory systems or government responsibilities. It may complement public systems through appropriate community participation and partnerships.

6. A Religious Organisation The Programme may draw upon Indian cultural concepts and values, but SURMAI™ Welfare Groups is a non-religious community development programme.

7. A Commercial Membership Club Membership exists to facilitate participation in a community development programme and is not designed as a commercial club membership model.

8. A Guaranteed Benefits Scheme Programme participation does not automatically guarantee any particular product, service, financial assistance, welfare benefit or external support.

9. An Impact-Claiming System Without Evidence The Programme distinguishes between activities, outputs, outcomes and longer-term impact. Claims of results are expected to be supported by appropriate documentation and evidence.

Institutional Boundary

SURMAI™ Welfare Groups therefore operates within a clear institutional principle:

Participation is voluntary. Learning is continuous. Practice is encouraged. Community action is facilitated. Benefits are subject to applicable Programme rules and available resources. Results are documented and measured. Impact claims are evidence-based.

How SURMAI™ Welfare Groups Creates Change

SURMAI™ Welfare Groups is based on the understanding that sustainable Community Advancement does not occur through information, awareness or isolated activities alone. Meaningful change requires a continuing process through which people learn, understand, make informed choices, practice what they learn, participate with others, take action, reflect on experience and improve.

The Programme therefore combines personal development, family practice, peer learning and community participation within one integrated approach.

Its central philosophy is expressed through:

इक्षाशक्ति • ज्ञानशक्ति • क्रियाशक्ति

and its practical development pathway is:

3.1 इक्षाशक्ति • ज्ञानशक्ति • क्रियाशक्ति

The philosophical foundation of SURMAI™ Welfare Groups is expressed through three interconnected dimensions:

इक्षाशक्ति — Willpower

इक्षाशक्ति represents the willingness and inner readiness to learn, change, participate and take responsibility.

Within the Programme, it represents:

• willingness to learn;

• willingness to examine existing practices;

• readiness to make informed choices;

• motivation to apply learning;

• willingness to participate with others; and

• readiness to contribute to community action.

Without willingness, information may remain unused.

ज्ञानशक्ति — Knowledge Power

ज्ञानशक्ति represents the development of knowledge, understanding, skills and the ability to interpret information meaningfully.

It includes:

• access to relevant knowledge;

• understanding rather than simple information receipt;

• critical thinking;

• practical learning;

• peer learning;

• knowledge sharing; and

• development of skills for everyday decision-making.

Knowledge becomes meaningful when people can understand and use it in the context of their lives.

WHO similarly describes health literacy as involving the ability to access, understand, appraise and use information and services, and recognises that knowledge and competencies develop through daily activities and social interactions.

क्रियाशक्ति — Action Power

क्रियाशक्ति represents the capacity to convert understanding and informed choice into practice, participation and action.

It includes:

• applying learning;

• changing relevant practices;

• participating in family decisions;

• sharing knowledge with peers;

• contributing to community activities;

• identifying local needs;

• taking appropriate collective action; and

• learning from results.

Integrated Philosophy

The three dimensions are interconnected:

The Programme therefore does not treat motivation, knowledge and action as separate programme components. They operate as interconnected dimensions of individual and community development.

3.2 KASH Framework

The KASH Framework provides a practical behavioural foundation for SURMAI™ Welfare Groups.

The framework recognises that sustainable development requires more than information.

Knowledge

Knowledge provides the foundation for understanding an issue.

Members are encouraged to learn:

• what an issue is;

• why it matters;

• what options exist;

• what reliable information is available; and

• where further support or knowledge can be obtained.

Attitude

Knowledge needs to be interpreted through attitudes, values and willingness to consider change.

The Programme encourages:

• openness to learning;

• responsibility;

• respect;

• inclusion;

• critical reflection;

• positive social participation; and

• willingness to consider evidence and alternative practices.

Skills

Understanding must be supported by practical capability.

Skills may include:

• communication;

• decision-making;

• problem-solving;

• planning;

• self-management;

• interpersonal skills;

• digital skills;

• livelihood-related skills; and

• community participation skills.

Learning approaches that provide opportunities for people to practice and reflect, rather than only receive information, are also reflected in UNICEF's life-skills approach.

Habits

Repeated practice can contribute to the development of sustainable everyday behaviours.

Within SURMAI™ Welfare Groups, habits may emerge through:

The Programme does not assume that every learning activity will automatically produce a permanent behaviour change. Habit formation is treated as a process that requires continued practice, supportive environments and reinforcement.

KASH as a Development Pathway

The KASH Framework can therefore be represented as:

KASH is not a standalone intervention. It functions as a practical framework within the wider SURMAI™ Welfare Groups learning and participation model.

3.3 Informed Choice

A central principle of SURMAI™ Welfare Groups is Informed Choice.

The Programme does not seek to make decisions on behalf of community members. Instead, it seeks to strengthen their ability to understand available information, consider relevant factors and make appropriate decisions for themselves, their families and their communities.

The process is:

Informed choice therefore requires:

• access to relevant information;

• understandable communication;

• opportunity to ask questions;

• consideration of alternatives;

• awareness of possible implications;

• respect for individual circumstances; and

• freedom to make a decision without coercion.

This approach is particularly important in health and well-being, where WHO emphasises that health literacy involves not only access to information but the capacity to understand, appraise and use it effectively.

Informed Choice is Not:

• instruction without understanding;

• forced behaviour change;

• one-way awareness communication;

• professional advice being replaced by community opinion; or

• a guarantee that every individual will make the same decision.

The Programme's role is to create an environment in which people are better informed, better prepared and better able to participate in decisions affecting their lives.

3.4 Learning as Continuous Development

SURMAI™ Welfare Groups treats learning as a continuous development process, rather than a one-time training activity.

Learning may take place through:

• structured sessions;

• monthly learning themes;

• group discussions;

• peer interaction;

• family conversations;

• practical activities;

• observation;

• community initiatives;

• reflection on experience;

• digital learning; and

• engagement with experts and institutions.

The Programme therefore recognises multiple learning environments:

Learning becomes more meaningful when it can be connected with everyday life.

UNICEF's life-skills approach similarly emphasises learning through doing, practising and reflecting, with opportunities to apply skills in family, peer and community environments.

Learning Principle

This creates a continuous learning cycle rather than a one-directional training model.

3.5 Learning → Practice → Participation → Action

The core Programme approach converts learning into a progressive pathway.

Stage 1 — Learning

The individual receives or accesses relevant knowledge and learning opportunities.

Stage 2 — Understanding

The individual seeks to understand the meaning, relevance and practical implications of what has been learned.

Stage 3 — Informed Choice

The individual considers available information and makes an appropriate and informed decision.

Stage 4 — Practice

The learning is applied within everyday life, family or other relevant settings.

Stage 5 — Participation

The individual shares, discusses, learns with others and participates in group or community processes.

Stage 6 — Action

Where appropriate, individual or collective action is undertaken to address an identified need or opportunity.

Stage 7 — Reflection

Experience and results are reviewed.

Stage 8 — Improvement

Learning from experience is used to improve future practice.

Stage 9 — Advancement

Repeated learning, participation and action contribute to stronger individual, family and community capacity.

The complete pathway is:

This approach is consistent with WHO's understanding of community engagement as a process through which stakeholders develop relationships and work together to address issues and promote well-being, rather than limiting engagement to information exchange.

3.6 Individual → Family → Community

SURMAI™ Welfare Groups recognises that individual development does not occur in isolation.

People live within families, social relationships and communities, and these environments influence decisions, behaviours, opportunities and participation.

The Programme therefore uses a connected development pathway:

Individual

The individual is the starting point for:

• learning;

• understanding;

• informed choice;

• skill development;

• practice; and

• personal responsibility.

Family

The family provides an environment for:

• discussion;

• shared learning;

• behaviour practice;

• mutual support;

• intergenerational learning; and

• collective household decisions.

Group

The SURMAI™ Welfare Group provides an organised space for:

• peer learning;

• communication;

• participation;

• mutual support;

• collective reflection; and

• coordinated activities.

Community

The wider community provides the environment for:

• identifying shared needs;

• collective participation;

• local initiatives;

• partnerships;

• community action; and

• Community Advancement.

WHO's current community-engagement framework recognises that people belong to multiple interconnected communities throughout life and that these relationships influence identity, decisions, behaviours and well-being.

The Programme therefore does not treat the individual and community as separate programme levels. They are connected through the family and group.

3.7 Community Agency & Community Advancement

Community Agency

Community agency refers to the capacity of people and communities to:

• understand their circumstances;

• identify needs and opportunities;

• participate in decisions;

• organise around shared concerns;

• contribute resources and capabilities;

• take appropriate action; and

• learn from their collective experience.

The objective is not simply to create participation in activities, but to strengthen the capacity of people to participate meaningfully.

WHO defines social participation in health in terms of empowering people, communities and civil society through inclusive participation in decision-making processes, and emphasises representation, capacity strengthening and the use of data and evidence in participatory processes.

Community Advancement

Within SURMAI™ Welfare Groups, Community Advancement represents the broader developmental direction of the Programme.

It is reflected through progressive improvement in:

• knowledge and understanding;

• individual capability;

• family practices;

• social participation;

• community relationships;

• local problem-solving;

• collective action;

• inclusion;

• access to relevant opportunities and resources; and

• community capacity to sustain positive change.

Community Advancement is therefore not defined by one activity or one indicator.

It is a process as well as a longer-term direction of development.

Community Advancement Pathway

Individual Capability

Family Practice

Peer Learning

Community Participation

Collective Action

Community Agency

Community Advancement

3.8 Programme Operating Approach

The philosophy and frameworks described above are brought together through an integrated operating approach.

SURMAI™ Welfare Groups does not operate on the assumption that a single intervention can produce sustained development change.

Instead, it creates repeated opportunities for:

Core Operating Principles

1. People-Centred

The Programme begins with people, families and communities rather than treating them only as beneficiaries or recipients.

2. Learning-Centred

Learning is treated as a continuous process rather than a one-time awareness activity.

3. Practice-Oriented

Learning is encouraged to move into everyday practice.

4. Participation-Oriented

Members are encouraged to participate actively rather than remain passive recipients.

5. Community-Linked

Individual and family learning is connected with group and community participation.

6. Evidence-Oriented

Activities, participation, outputs and relevant outcomes are documented and reviewed.

7. Reflective

The Programme uses experience and evidence to identify what is working, what requires improvement and what should change.

8. Inclusive

The Programme seeks meaningful participation across gender, age, ability and social circumstances, while adapting approaches to context.

9. Partnership-Based

Community action can involve appropriate institutions, professionals, organisations, government systems, donors, CSR partners and other stakeholders.

10. Improvement-Oriented

The Programme is designed to learn from implementation and continuously improve its methods.

WHO's community-engagement guidance emphasises relationship-building, shared work, participation and the development of approaches that support positive and sustainable outcomes.

PROGRAMME IMPLEMENTATION MODEL

What Happens in Practice

SURMAI™ Welfare Groups translates its philosophy and Programme approach into a structured implementation model through which members enter the Programme, groups are formed and activated, learning is delivered continuously, learning is applied within households, members participate with peers, and community-level action is facilitated.

The implementation model connects individual participation with family practice and community action through a structured programme rhythm.

Its core implementation logic is:

The Programme operates through a combination of regular learning, group facilitation, family-level practice, community participation, local action and evidence-based review.

4.1 Programme Entry & Membership

Programme participation begins through an appropriate entry and membership process.

Individuals may enter SURMAI™ Welfare Groups through:

• direct membership;

• community mobilisation;

• group formation activities;

• referrals;

• Programme events;

• institutional or community partnerships; or

• other approved Programme channels.

The primary Community Member categories are:

SURMAI™ Sakhi SURMAI™ Mitra

The Programme also recognises:

SURMAI™ Associate SURMAI™ Donor

as Social Impact Partners within the broader Programme ecosystem.

Membership is individual, while the Programme connects individual members with their family and community context through appropriate Programme records and Family ID structures.

Membership Entry Process

The broad entry pathway is:

Programme membership is intended to be an active form of participation rather than only a registration status.

Members are expected to engage, learn, participate and contribute according to the applicable Programme framework.

The current approved membership contribution framework provides for a ₹500 contribution for the first 1,000 Valid Members, with the broader contribution structure subject to Programme requirements, available resources, member services and applicable rules.

Detailed membership procedures, documentation, contribution administration, benefits and verification mechanisms are maintained through the relevant Programme SOPs and systems.

4.2 Group Formation & Activation

Once members enter the Programme, they may be organised into a SURMAI™ Welfare Group.

The standard full-group structure is:

50 Community Members + 1 Group Coordinator = 51-member structure

The Programme may also operate smaller groups during formation, mobilisation, pilot implementation or where local circumstances require.

Group Formation

Group formation considers:

• geographical proximity;

• community relationships;

• practical accessibility;

• member participation;

• appropriate group size;

• availability of a Coordinator; and

• local Programme requirements.

Group Activation

A group becomes active through:

• member identification and registration;

• Coordinator identification;

• member orientation;

• group communication setup;

• introduction to Programme objectives and approach;

• initiation of the learning cycle;

• participation in group activities; and

• establishment of regular reporting and evidence practices.

Activation therefore means moving from membership to meaningful participation.

Group Development

The Group progressively develops as members:

The quality of a Group is therefore not determined only by the number of registered members, but by the level and continuity of meaningful participation.

4.3 12-Month Learning Framework

SURMAI™ Welfare Groups follows a 12-month learning framework designed to provide continuity rather than isolated awareness activities.

The Programme year is organised around a sequence of monthly learning themes and related activities.

Each month provides an opportunity to:

• introduce a relevant theme;

• build understanding;

• encourage discussion;

• support practical application;

• facilitate peer learning;

• encourage participation;

• undertake appropriate activities; and

• document learning and evidence.

Annual Learning Logic

12-Month Learning Framework

Monthly Theme

Learning & Discussion

Practice

Peer Sharing

Participation

Action

Review & Evidence

The 12-month framework does not require every member to progress at the same pace. It provides a common Programme rhythm while allowing appropriate adaptation to local needs and circumstances.

The framework therefore balances:

Programme Consistency + Local Relevance

Learning Framework Principle

The purpose of the annual learning framework is not simply to complete twelve topics.

Its purpose is to create twelve recurring opportunities for learning, application, participation and reflection.

4.4 Monthly Learning

Monthly learning is the primary recurring learning mechanism within SURMAI™ Welfare Groups.

Each month, the Programme introduces a defined learning theme or Programme focus relevant to the broader objectives of the Programme.

Monthly learning may include:

• structured learning sessions;

• presentations;

• discussions;

• videos or digital content;

• demonstrations;

• practical exercises;

• group assignments;

• peer sharing;

• expert interaction;

• community activities; and

• reflection and review.

Monthly Learning Cycle

The monthly theme is expected to connect with real-life circumstances rather than remain purely theoretical.

Where appropriate, members may be encouraged to take a simple practical action within their household, Group or community.

Learning Documentation

Appropriate evidence may include:

• participation records;

• photographs;

• activity documentation;

• learning outputs;

• member reflections;

• Group reports;

• case examples; and

• other approved evidence.

The objective is to maintain a practical connection between learning and demonstrated participation.

4.5 Household & Family Practice

SURMAI™ Welfare Groups recognises that learning becomes meaningful when it enters everyday life.

The household therefore provides an important space for members to apply Programme learning.

Family practice may include:

• discussing the monthly learning theme;

• applying relevant healthy or positive practices;

• sharing knowledge with family members;

• undertaking household-level activities;

• encouraging intergenerational learning;

• reviewing existing practices; and

• identifying areas for improvement.

The Programme does not prescribe identical household behaviour for every family.

Instead, it encourages members to identify relevant, practical and context-appropriate actions.

Household Practice Pathway

This creates a connection between:

The family therefore becomes an important bridge between individual learning and wider community participation.

4.6 Peer Learning & Knowledge Sharing

SURMAI™ Welfare Groups uses peer interaction as an important mechanism for strengthening learning and participation.

Members can learn not only through formal Programme content but also through:

• personal experiences;

• successful practices;

• challenges;

• observations;

• local knowledge;

• family experiences;

• skills; and

• community initiatives.

Peer Learning Process

Peer learning is not intended to replace expert knowledge or professional services.

Rather, it creates an additional layer of learning through which members can understand how knowledge may be applied within real-life circumstances.

Knowledge Sharing

Members may contribute through:

• group discussions;

• demonstrations;

• experience-sharing;

• local examples;

• practical tips;

• community stories;

• learning activities; and

• digital communication.

The Programme therefore recognises members not only as participants, but also as potential contributors to community knowledge.

4.7 Community Participation & Action

SURMAI™ Welfare Groups moves beyond individual learning by creating opportunities for community participation.

Community participation may include:

• awareness and learning activities;

• community meetings;

• campaigns;

• local drives;

• volunteer activities;

• environmental activities;

• health and well-being activities;

• educational activities;

• inclusion initiatives;

• community support activities; and

• other locally relevant interventions.

Participation may progress from:

The Programme seeks to create meaningful opportunities for members to contribute according to their interests, capabilities, time and circumstances.

Community Action

Community action begins when members collectively identify an issue, opportunity or need and participate in an appropriate response.

The broad pathway is:

Community engagement approaches similarly emphasise working with communities as participants and partners rather than treating them only as recipients of services.

4.8 Local Need Identification & Response

SURMAI™ Welfare Groups recognises that community needs differ across locations, families and social contexts.

The Programme therefore allows local needs to be identified through:

• member discussions;

• household observations;

• Group meetings;

• Coordinator inputs;

• community interactions;

• Programme activities;

• available data;

• partner inputs; and

• other appropriate sources.

Local Need Identification

The broad process is:

Not every identified need becomes a Programme intervention.

Needs are considered in relation to:

• relevance;

• urgency;

• feasibility;

• available resources;

• Programme scope;

• available expertise;

• partnership opportunities; and

• applicable institutional or regulatory requirements.

Local Response

Where an appropriate response is possible, the Programme may facilitate:

Where an issue requires specialised services beyond Programme capacity, the matter may be appropriately referred or connected with relevant institutions, professionals, government systems or partner organisations.

4.9 Community Initiatives

Community Initiatives are practical activities undertaken to respond to identified needs, create learning opportunities or strengthen community participation.

Initiatives may be:

• learning-oriented;

• health and well-being related;

• educational;

• livelihood-oriented;

• environmental;

• inclusion-focused;

• youth-oriented;

• women-focused;

• family-oriented;

• community-support activities; or

• related to other approved Programme areas.

Initiative Development

A community initiative may broadly move through:

Need / Opportunity

Community Discussion

Concept & Objective

Planning

Resource & Partnership Mobilisation

Implementation

Participation

Evidence

Review

The size and complexity of an initiative may vary.

Some initiatives may be small member-led activities, while others may require institutional partnerships, technical expertise, resources or formal Programme approval.

Community Initiatives and Learning

Community initiatives are not treated only as service-delivery activities.

They also create opportunities for:

• learning by doing;

• leadership;

• teamwork;

• problem-solving;

• community participation;

• evidence generation; and

• institutional learning.

4.10 Coordinator-led Group Facilitation

The Group Coordinator provides the operational connection between the Programme and the Group.

As established in Part 2, the Coordinator is not a separate membership category. The Coordinator is a SURMAI™ Sakhi or SURMAI™ Mitra who undertakes additional responsibility for Group facilitation.

Coordinator Functions

The Coordinator facilitates:

• Group communication;

• monthly learning;

• member mobilisation;

• Group meetings;

• participation;

• peer learning;

• community activities;

• local need identification;

• evidence collection;

• reporting; and

• communication with the relevant SDF Programme or Branch Office.

Coordinator Orientation & Capacity Building

Coordinator orientation, review and training are conducted through a structured monthly cycle.

The standard Coordinator orientation / Training of Trainers window is generally maintained between the 1st and 5th of each month, at the relevant Branch Office or another pre-identified venue.

Depending on Programme requirements, the orientation or training may be conducted for one day or extended up to five days.

It may cover:

• communication;

• facilitation;

• capacity building;

• previous month's Group review;

• Group performance and impact review;

• current month's topic;

• Programme requirements;

• reporting and evidence; and

• other operational learning requirements.

Coordinator Operational Cycle

After orientation, Coordinators generally undertake:

5th–25th

• member follow-up;

• monthly learning;

• tasks and activities;

• mobilisation;

• Group engagement;

• participation support; and

• community-level activities.

25th–30th

• Group meetings;

• review of participation;

• activity closure;

• evidence consolidation;

• reporting; and

• preparation for the following month.

29th–30th

• next-month planning;

• review and approval of the upcoming Group plan; and

• Programme coordination.

The exact dates may be adjusted according to calendar, local circumstances and Programme requirements, while maintaining the monthly operational rhythm.

Coordinator Accountability

The Coordinator is responsible for facilitating the Group process, not for individually delivering every activity.

The Programme therefore emphasises:

4.11 Community Meetings & Engagement

Community meetings provide a structured space for members to communicate, learn, review progress and participate in Programme activities.

Meetings may be conducted at:

• Group level;

• community level;

• thematic level;

• activity level; or

• other appropriate Programme levels.

Functions of Community Meetings

Meetings may be used to:

• introduce or review learning themes;

• discuss member experiences;

• identify local needs;

• review ongoing activities;

• plan community initiatives;

• coordinate participation;

• share information;

• recognise contributions;

• review evidence; and

• prepare for the next Programme cycle.

Engagement Principles

Community meetings should encourage:

Participation rather than one-way communication

Discussion rather than only instruction

Contribution rather than passive attendance

Action rather than discussion without follow-up

Review rather than activity without learning

The quality of a meeting is therefore assessed not only through attendance, but through meaningful participation and subsequent action.

4.12 Programme Cycle — Monthly, Quarterly & Annual

SURMAI™ Welfare Groups operates through an integrated Programme cycle at three levels:

These cycles provide continuity while allowing regular review and adaptation.

Monthly Cycle

The monthly cycle connects learning, practice, participation, action and reporting.

Phase 1 — Monthly Preparation

1st–5th

• Coordinator orientation / Training of Trainers;

• review of previous month;

• introduction of current month's learning theme;

• clarification of Programme requirements;

• preparation of Group plans.

Phase 2 — Implementation

5th–25th

• monthly learning;

• member follow-up;

• household and family practice;

• peer learning;

• Group activities;

• mobilisation;

• community participation;

• community initiatives; and

• evidence collection.

Phase 3 — Review & Closure

25th–30th

• Group meetings;

• review of activities;

• participation review;

• evidence consolidation;

• reporting;

• recognition / points processes where applicable;

• identification of learning; and

• preparation for the next cycle.

Monthly Cycle

Quarterly Cycle

The quarterly cycle consolidates three months of Programme implementation.

Quarterly review may examine:

• Group activity;

• member participation;

• learning completion;

• household and family practice;

• community activities;

• local initiatives;

• evidence quality;

• emerging needs;

• Coordinator performance;

• Programme challenges;

• resource requirements; and

• lessons for the next quarter.

Quarterly Logic

3 Monthly Cycles

Quarterly Consolidation

Performance & Participation Review

Learning & Adaptation

Next Quarter Planning

Quarterly review therefore provides an opportunity to move beyond individual activities and examine patterns of participation, implementation and learning.

Annual Cycle

The annual Programme cycle brings together the learning, activities, participation, evidence and results generated during the Programme year.

Annual review may include:

• 12-month learning completion;

• Group performance;

• member participation;

• community initiatives;

• evidence generated;

• outputs;

• emerging outcomes;

• case studies;

• Programme learning;

• partnership contribution;

• resource utilisation;

• quality review;

• governance review; and

• planning for the next Programme year.

Annual Programme Logic

12 Months of Learning & Action

Quarterly Reviews

Annual Consolidation

Results & Evidence

Learning & Adaptation

Next-Year Programme Planning

The annual cycle therefore does not simply close one Programme year. It provides the evidence and learning required to improve the next one.

PROGRAMME IMPLEMENTATION CYCLE — AT A GLANCE

IMPLEMENTATION LOGIC

The complete implementation model of SURMAI™ Welfare Groups is:

Programme Entry

Membership

Group Formation

Group Activation

12-Month Learning Framework

Monthly Learning

Household & Family Practice

Peer Learning

Community Participation

Community Action

Local Need Identification & Response

Community Initiatives

Coordinator-led Facilitation

Community Meetings & Engagement

Evidence & Reporting

Monthly Review

Quarterly Review

Annual Review

Learning & Adaptation

The implementation model therefore connects the Programme's philosophy with measurable operational processes.

MEMBERSHIP, WELFARE & COMMUNITY PARTNERSHIP

The Programme Ecosystem

Membership in SURMAI™ Welfare Groups provides the structured foundation for sustained participation in the Programme. However, the Programme ecosystem extends beyond membership administration.

It connects:

The Programme therefore combines an organised membership framework with opportunities for learning, participation, welfare support, community benefits and social impact partnerships.

The ecosystem is designed to encourage members not only to receive, but also to participate, contribute and support the wider community.

The core ecosystem is:

5.1 Membership Framework

Membership provides an organised pathway for individuals to participate in SURMAI™ Welfare Groups.

The membership framework establishes:

• individual Programme identity;

• participation within a SURMAI™ Welfare Group;

• connection with the family context;

• access to applicable Programme benefits;

• opportunities for learning and participation;

• community engagement;

• recognition of contribution; and

• connection with the wider Programme ecosystem.

Membership Architecture

The Programme recognises two primary Community Member categories:

SURMAI™ Sakhi SURMAI™ Mitra

and two Social Impact Partner categories:

SURMAI™ Associate SURMAI™ Donor

The distinction is maintained throughout the Programme:

Membership is individual.

Family context is maintained through the appropriate Family ID structure.

Group-level participation is facilitated through the SURMAI™ Welfare Group and its Coordinator.

Membership Principle

Membership creates the connection. Participation creates engagement. Contribution creates community value.

Membership should therefore be understood as an entry into a continuing Programme relationship rather than merely a registration record.

5.2 SURMAI™ Sakhi & SURMAI™ Mitra

SURMAI™ Sakhi and SURMAI™ Mitra are the two primary Community Member categories of SURMAI™ Welfare Groups.

They provide an inclusive participation structure through which women and men can participate in learning, family practice, peer engagement and community action.

SURMAI™ Sakhi

SURMAI™ Sakhi provides a structured community platform for women to:

• participate in Programme learning;

• develop practical knowledge and skills;

• engage in peer learning;

• apply relevant learning in family life;

• participate in community activities;

• contribute to local initiatives; and

• support Community Advancement.

SURMAI™ Mitra

SURMAI™ Mitra provides a structured community platform for men to:

• participate in Programme learning;

• strengthen positive family and social participation;

• develop practical knowledge and skills;

• participate in peer learning;

• contribute to household and community practices;

• support inclusive community participation; and

• contribute to Community Advancement.

Shared Participation

SURMAI™ Sakhi and SURMAI™ Mitra are not separate development pathways.

Both participate within the same Programme philosophy:

The distinction is primarily a membership identity within the Programme's inclusive community architecture.

5.3 SURMAI™ Associate

A SURMAI™ Associate is a Social Impact Partner who contributes to the Programme ecosystem through relevant products, services, expertise, knowledge, opportunities or community support.

Associates may include:

• professionals;

• service providers;

• institutions;

• organisations;

• businesses;

• educators;

• technical experts;

• livelihood partners; and

• other approved community-supporting partners.

Associate Contribution

A SURMAI™ Associate may contribute through:

Associate participation may support:

• member welfare;

• learning;

• skills;

• livelihoods;

• health and well-being;

• education;

• community initiatives; or

• other approved Programme areas.

Associate Principle

The Associate ecosystem is intended to create a connection between community participation and socially useful products, services and opportunities.

An Associate does not become a Community Member merely by being an Associate.

The Associate remains a Social Impact Partner unless separately participating through an applicable Community Member category.

Detailed Associate categories, offers, eligibility, verification and commercial/benefit arrangements are maintained through applicable Programme SOPs and annexures.

5.4 SURMAI™ Donor

A SURMAI™ Donor is a Social Impact Partner who contributes resources towards Programme objectives and community development.

Donors may include:

• individuals;

• philanthropic supporters;

• institutions;

• organisations;

• CSR partners;

• foundations;

• development partners; and

• other approved resource supporters.

Donor Contributions

Support may include:

• financial resources;

• programme materials;

• equipment;

• products;

• technical support;

• knowledge;

• institutional resources;

• community support; or

• other approved forms of contribution.

Donor Relationship

The donor relationship is based on:

Donor resources are applied according to the relevant Programme purpose, institutional systems and applicable requirements.

The Programme distinguishes between:

Membership Contribution and Donor / Partnership Support

so that community membership and external resource support remain institutionally clear.

5.5 Membership Contribution & Participation

Membership contribution is part of the Programme's sustainability and participation framework.

The current approved direction provides that the first 1,000 Valid Members have a ₹500 membership contribution.

This contribution framework may subsequently be reviewed or restructured according to:

• Programme requirements;

• actual operating costs;

• member services;

• scale;

• available resources;

• institutional capacity;

• CSR and donor support;

• applicable laws, rules and regulatory requirements; and

• Programme learning.

The contribution should not be understood merely as a payment for a set of benefits.

It supports the broader principle of:

Membership Participation

A member's relationship with the Programme may include:

• learning;

• Group participation;

• family-level practice;

• community activities;

• peer support;

• volunteering;

• knowledge sharing;

• local initiatives;

• evidence generation; and

• other approved forms of contribution.

Contribution Principle

The Programme seeks to progressively develop a culture in which members are not only recipients of Programme opportunities but also contributors to community development.

5.6 Family ID & Welfare Card

The Family ID and Welfare Card are Programme mechanisms that connect individual membership with the broader family and welfare ecosystem.

Family ID

The Family ID provides an appropriate linkage between individual members belonging to the same household.

It may support:

• family-level Programme context;

• participation records;

• applicable welfare access;

• household-level engagement;

• Programme communication; and

• relevant reporting.

The Family ID does not replace individual membership identity.

The principle remains:

Individual Membership + Family Context

Welfare Card

The Welfare Card provides a practical identity and access mechanism within the Programme ecosystem.

Depending on applicable Programme rules, it may support:

• member identification;

• membership verification;

• applicable benefits;

• Associate offers;

• participation recognition;

• welfare-related Programme access; and

• connection with Programme services or initiatives.

The Welfare Card does not itself constitute a guarantee of any particular benefit, financial assistance, service or external entitlement.

Benefits remain subject to applicable Programme rules, eligibility, availability and resource conditions.

5.7 QR-based Verification

QR-based verification provides a digital mechanism for connecting a member or Programme identity with authorised Programme information.

It may support:

• membership verification;

• Welfare Card verification;

• Group identification;

• participation records;

• applicable benefit verification;

• Associate offer access;

• Programme event participation; and

• other authorised Programme functions.

Verification Principle

QR technology is therefore an enabling mechanism rather than a separate Programme objective.

Its purpose is to improve:

• identity verification;

• operational efficiency;

• transparency;

• record accuracy; and

• ease of Programme access.

Data Protection

QR-linked information should be limited to the information required for the authorised Programme purpose and managed through appropriate access, privacy and data-protection controls.

Detailed QR architecture, database fields, access permissions and technical workflows belong in the relevant digital-system SOPs and technical documentation.

5.8 Member Benefits

Member benefits are designed to strengthen the value of Programme participation while supporting the broader objectives of SURMAI™ Welfare Groups.

Depending on Programme availability and applicable rules, benefits may include:

• learning opportunities;

• member resources;

• community activities;

• welfare-related support;

• access to approved Associate offers;

• discounts or community benefits where applicable;

• participation opportunities;

• recognition;

• information and knowledge resources;

• selected Programme services; and

• access to eligible support mechanisms.

Benefit Principle

Benefits are not intended to convert SURMAI™ Welfare Groups into a commercial membership club.

They are designed to support the Programme relationship:

Availability

Benefits may vary according to:

• Programme resources;

• partner availability;

• geographical location;

• eligibility;

• specific Programme initiative;

• applicable rules; and

• available funding or support.

Therefore, membership should not be represented as an unconditional guarantee of every listed benefit.

5.9 Associate Offers & Community Benefits

SURMAI™ Associate participation creates opportunities for community members to access socially useful products, services, expertise and opportunities through approved partnerships.

Associate offers may relate to areas such as:

• health and well-being;

• education;

• learning;

• skills;

• livelihoods;

• professional services;

• products;

• community services; or

• other relevant areas.

Associate Offer Pathway

Associate Partnership

Approved Offer / Service / Resource

Member / Community Access

Participation / Use

Community Benefit

The Programme may facilitate access to such offers but does not automatically endorse every commercial or professional claim associated with an Associate.

Where relevant, Associate participation may be subject to verification, approved terms, applicable professional standards and Programme requirements.

Community Benefit Principle

The objective is to create a mutually useful ecosystem in which:

Detailed Associate catalogues, offer conditions, eligibility and verification procedures are maintained separately from the core Programme document.

5.10 Participation & Contribution

Participation is a central component of SURMAI™ Welfare Groups.

The Programme recognises that community value is created not only through financial contributions but also through time, knowledge, skills, effort, relationships and action.

Members may contribute through:

• attending learning activities;

• sharing knowledge;

• supporting peers;

• volunteering;

• facilitating activities;

• participating in community initiatives;

• contributing professional skills;

• helping identify local needs;

• supporting evidence generation;

• mobilising community participation; and

• other approved forms of contribution.

Participation Continuum

Not every member is expected to undertake the same level of contribution.

Participation should be appropriate to:

• individual capacity;

• interest;

• time;

• skills;

• circumstances; and

• Programme requirements.

Contribution Principle

The Programme seeks to recognise that community development is strengthened when people contribute according to their capacity.

This principle supports a transition from:

5.11 SURMAI™ Impact Points & Recognition

SURMAI™ Impact Points provide a Programme mechanism for recognising participation and contribution.

Points may be associated with approved forms of:

• learning participation;

• Group activities;

• community participation;

• volunteering;

• contribution;

• knowledge sharing;

• community initiatives;

• evidence-supported activities; and

• other recognised Programme actions.

The purpose of the points system is to encourage and recognise meaningful participation rather than simply reward registration or passive membership.

Recognition

Recognition may take forms such as:

• appreciation;

• certificates;

• public recognition;

• member acknowledgements;

• participation recognition;

• awards; or

• other approved recognition mechanisms.

Recognition Principle

Recognition is therefore connected with documented Programme participation and contribution.

The points system should not be interpreted as a direct measure of a person's social worth or as a substitute for Programme outcome measurement.

Operational Detail

Detailed:

• points calculations;

• activity-wise scores;

• verification rules;

• thresholds;

• rewards;

• awards;

• ranking mechanisms; and

• redemption rules

belong in the relevant SOPs and operational systems rather than the core Programme Document.

5.12 Community Support Funds

Community Support Funds provide a structured mechanism through which available resources can be directed towards approved community support requirements.

The Funds may support appropriate needs arising within the Programme ecosystem, subject to:

• Programme objectives;

• eligibility;

• available resources;

• verification;

• institutional approval;

• applicable policies; and

• documentation.

Potential Areas of Support

Depending on the specific Fund and available resources, support may relate to:

• community welfare;

• emergency or vulnerable situations;

• educational support;

• health-related community support;

• community initiatives;

• essential resources;

• social inclusion; or

• other approved purposes.

Support Principle

The Funds are intended to provide structured and accountable community support, rather than an open-ended entitlement.

The broad process is:

Support may therefore vary according to the nature of the need and resources available.

5.13 SURMAI™ Surmya Funds

SURMAI™ Surmya Funds form a dedicated component within the Programme's community support ecosystem.

The Fund mechanism is intended to provide a structured avenue for mobilising and deploying resources for approved support purposes connected with the Programme's community and welfare objectives.

The Fund may operate through:

• member contributions;

• individual contributions;

• donor support;

• institutional support;

• CSR or philanthropic support;

• designated campaigns; and

• other approved resource mobilisation mechanisms.

Fund Governance Principle

SURMAI™ Surmya Funds should operate through clear institutional controls covering:

The existence of a Fund does not create an automatic entitlement to assistance.

Support remains subject to:

• defined purpose;

• eligibility;

• availability of resources;

• verification;

• institutional approval;

• applicable policies; and

• applicable legal and regulatory requirements.

Fund Transparency

Appropriate records should be maintained to establish:

• source of resources;

• purpose;

• approved allocation;

• utilisation;

• supporting documentation; and

• relevant reporting.

Detailed Fund procedures, eligibility criteria, approval matrices and documentation requirements should be maintained through the relevant SOPs and financial procedures.

5.14 Partnership & Community Support

Partnership is an essential part of the SURMAI™ Welfare Groups ecosystem.

The Programme can work with:

• community institutions;

• professionals;

• educational institutions;

• healthcare institutions;

• businesses;

• CSR organisations;

• donors;

• philanthropic organisations;

• government institutions;

• research organisations;

• technical partners;

• development organisations; and

• other appropriate institutions.

Partnership Purpose

Partnerships may strengthen:

• knowledge;

• technical expertise;

• resources;

• products;

• services;

• learning;

• community initiatives;

• livelihoods;

• research;

• innovation;

• institutional capacity; and

• Programme reach.

Partnership Architecture

Community Members

↕

SURMAI™ Welfare Groups

↕

SURMAI™ Associates / Donors

↕

Institutional & Technical Partners

↕

SUPANSHA® Development Foundation

This ecosystem allows the Programme to connect community participation with institutional and external resources while maintaining clear roles and accountability.

Community Support Principle

Partnerships should strengthen the Programme without replacing community participation.

The Programme therefore follows:

Partnerships are consequently treated as enablers of Community Advancement, not substitutes for community agency.

MEMBERSHIP & COMMUNITY ECOSYSTEM — AT A GLANCE

MEMBERSHIP TO COMMUNITY IMPACT PATHWAY

The membership ecosystem can be represented as:

Membership

Orientation & Learning

Participation

Contribution

Welfare & Community Benefits

Peer & Community Engagement

Community Support

Recognition

Partnership

Community Advancement

The pathway demonstrates that membership is the entry point, not the final objective.

The Programme seeks to progressively develop a relationship in which members can:

COMMUNITY VALUE EXCHANGE

SURMAI™ Welfare Groups creates a reciprocal ecosystem rather than a one-way beneficiary model.

This creates a community ecosystem based on:

Participation + Contribution + Partnership + Accountability

MANAGEMENT, MONITORING, RESULTS & EVIDENCE

How the Programme Demonstrates Results

SURMAI™ Welfare Groups is designed as a measurable and evidence-oriented Programme.

Its management and monitoring system connects:

The purpose of monitoring is not simply to record how many activities were conducted. It is to understand whether the Programme is being implemented as intended, who is participating, what is being produced, what is changing, what evidence supports those changes and what the Programme is learning from implementation.

The Programme therefore distinguishes between:

and maintains a clear distinction between Programme contribution and claims of direct attribution.

WHO guidance similarly emphasises monitoring and evaluation systems as mechanisms for information, accountability, performance review and learning, while UNICEF's evaluation practice emphasises credible evidence, appropriate methods, quality assurance and the use of findings for decision-making.

6.1 Programme Management & MIS

The Programme Management and Management Information System (MIS) provides the operational information structure through which SURMAI™ Welfare Groups is managed, monitored and reviewed.

The MIS connects information across:

• members;

• families;

• Groups;

• Coordinators;

• learning activities;

• community activities;

• participation;

• initiatives;

• evidence;

• outputs;

• outcomes;

• partnerships;

• reporting; and

• Programme review.

MIS Purpose

The MIS supports:

It enables Programme management to understand:

• what has been planned;

• what has been implemented;

• who participated;

• where activities occurred;

• what outputs were generated;

• what evidence is available;

• what issues require attention; and

• what requires follow-up or improvement.

Management Principle

The MIS is not merely a database.

It is a management and learning system intended to support informed Programme decisions.

6.2 Digital Programme Records

SURMAI™ Welfare Groups maintains appropriate digital records to support continuity, verification, monitoring and institutional learning.

Digital records may include:

• member records;

• Family ID records;

• Group records;

• Coordinator records;

• learning participation;

• activity records;

• community initiative records;

• evidence;

• reporting records;

• partnership records;

• support records; and

• Programme review information.

Digital Record Principle

Every record should serve a defined Programme purpose.

The Programme therefore seeks to maintain records that are:

Digital systems may support dashboards, reports, verification and analysis, but the underlying information remains subject to Programme procedures, data governance and authorised access.

WHO's data principles emphasise sound data governance, secure processing, transparency and respect for privacy and human rights in the management of data.

6.3 Data Privacy, Consent & Access

SURMAI™ Welfare Groups recognises that Programme records may contain personal, family, participation or other sensitive information.

Data should therefore be collected and managed according to:

• defined Programme purpose;

• appropriate consent requirements;

• data minimisation;

• authorised access;

• confidentiality;

• secure storage;

• responsible use;

• appropriate retention; and

• applicable legal and regulatory requirements.

Data Access

Access should be based on role and Programme need.

The principle is:

Not every Programme participant or staff member should have access to every category of information.

Consent

Where consent is required, it should be obtained through appropriate Programme processes and in a manner that enables the person to understand the intended purpose and use of their information.

WHO's data principles emphasise informed consent where appropriate, transparency, secure storage and processing, privacy and protection of personal data.

Data Protection

The Programme should take reasonable measures to prevent:

• unauthorised access;

• inappropriate disclosure;

• unnecessary collection;

• misuse;

• loss;

• alteration; or

• inappropriate sharing of personal information.

Detailed privacy procedures, consent formats, retention periods, access matrices and technical security controls belong in the relevant SOPs and data-governance documentation.

6.4 Programme Monitoring

Programme monitoring is the continuous process of reviewing whether implementation is occurring as planned and whether participation, activities, outputs and emerging results are being documented.

Monitoring may examine:

• Programme reach;

• membership;

• Group activation;

• learning activities;

• participation;

• household and family practice;

• community activities;

• initiatives;

• Coordinator engagement;

• evidence;

• partnerships;

• resources; and

• reporting.

Monitoring Principle

Monitoring asks:

Are we doing what we planned?

and increasingly:

What are we learning from what we are doing?

Monitoring Cycle

Monitoring is therefore not intended only for compliance.

It is also a mechanism for Programme management and continuous improvement.

6.5 Indicators & Measurement

Indicators provide structured ways of assessing Programme implementation and change.

SURMAI™ Welfare Groups may use indicators across different levels:

Input Indicators

Measure resources available for implementation.

Examples may include:

• personnel;

• resources;

• partnerships;

• materials;

• infrastructure; and

• Programme support.

Activity Indicators

Measure what the Programme does.

Examples:

• learning sessions;

• meetings;

• campaigns;

• community activities;

• training activities; and

• initiatives.

Output Indicators

Measure immediate products of Programme activities.

Examples:

• participants reached;

• sessions completed;

• Groups activated;

• activities completed;

• materials distributed; and

• documented outputs.

Outcome Indicators

Measure relevant changes associated with Programme implementation.

Examples may include:

• knowledge;

• understanding;

• skills;

• participation;

• practices;

• family-level changes;

• community engagement; and

• local action.

Impact Indicators

Where appropriate and measurable, longer-term indicators may examine broader changes to which the Programme may contribute.

Measurement Principle

What is measured should be relevant to what the Programme is trying to achieve.

The Programme should avoid collecting large quantities of information that do not contribute to management, accountability, learning or results assessment.

6.6 Activity & Output Monitoring

Activity and output monitoring establishes whether Programme implementation is taking place and what immediate results are being generated.

Activity Monitoring

Activity monitoring may record:

• activity type;

• date;

• location;

• responsible person;

• participating Group;

• participants;

• subject/theme;

• resources used;

• activity status; and

• evidence.

Output Monitoring

Output monitoring may examine:

• number of activities completed;

• participation;

• Groups engaged;

• learning outputs;

• community initiatives;

• resources delivered;

• referrals or linkages where relevant; and

• other immediate Programme outputs.

Evidence Requirement

Where appropriate, outputs should be supported by evidence such as:

• attendance/participation records;

• photographs;

• activity reports;

• learning outputs;

• digital records;

• documents;

• case records; or

• other approved evidence.

The purpose is to maintain a clear connection:

6.7 Outcome Monitoring

Outcome monitoring examines whether meaningful changes are emerging beyond the immediate completion of activities.

Outcomes may relate to:

• knowledge;

• understanding;

• skills;

• attitudes;

• practices;

• participation;

• family behaviour;

• peer engagement;

• community action;

• local problem-solving; and

• community capacity.

Outcome Principle

An activity being completed does not automatically mean that an outcome has occurred.

For example:

Learning Session Conducted

is an Activity.

Participants Completed the Session

may be an Output.

Participants Demonstrated Improved Understanding or Applied Relevant Learning

may represent an Outcome, subject to appropriate measurement.

This distinction strengthens the credibility of Programme reporting.

6.8 Learning, Behaviour & Participation Indicators

SURMAI™ Welfare Groups places particular emphasis on the progression from learning to practice and participation.

Indicators may therefore examine:

Learning

• participation in learning;

• knowledge acquisition;

• understanding;

• completion of learning activities;

• demonstrated learning; and

• knowledge sharing.

Behaviour / Practice

Where relevant and measurable:

• application of learning;

• household practice;

• adoption of relevant practices;

• continuity of practice; and

• self-reported or observed changes.

Participation

Indicators may include:

• Group participation;

• peer engagement;

• community meeting participation;

• volunteering;

• community initiatives;

• contribution of skills or knowledge; and

• collective action.

Participation Pathway

The Programme recognises that not every participant will demonstrate every stage, and therefore measurement should remain appropriate to the intervention and intended outcome.

6.9 Family & Community Indicators

Because SURMAI™ Welfare Groups works through the relationship between individual, family and community, appropriate indicators may also be considered at these levels.

Family-Level Indicators

Depending on the Programme intervention, indicators may examine:

• family participation;

• shared learning;

• household practices;

• communication;

• mutual support;

• intergenerational learning; and

• relevant behaviour changes.

Community-Level Indicators

Indicators may examine:

• community participation;

• Group engagement;

• local initiatives;

• collective action;

• inclusion;

• community problem-solving;

• partnerships;

• community contribution; and

• emerging community capacity.

Measurement Principle

Family and community indicators should be selected according to the specific intervention.

The Programme does not assume that every activity will produce measurable change at every level.

The appropriate principle is:

Measure What the Intervention Can Reasonably Influence and What the Programme Can Credibly Evidence.

6.10 Programme Reporting

Programme reporting converts implementation information and evidence into structured information for management, accountability and learning.

Reports may communicate:

• what was planned;

• what was implemented;

• who participated;

• what outputs were generated;

• what outcomes are emerging;

• what evidence is available;

• what challenges occurred;

• what was learned; and

• what actions are required.

Reporting Principle

A Programme report should answer:

What happened?

Who participated?

What was produced?

What changed?

What evidence supports the finding?

What was learned?

What should happen next?

Reporting should therefore move beyond activity counts wherever appropriate.

6.11 Monthly, Quarterly & Annual Reporting

Reporting follows the Programme's implementation rhythm.

Monthly Reporting

Monthly reporting focuses on:

• implementation;

• participation;

• activities;

• outputs;

• evidence;

• emerging issues;

• Coordinator inputs; and

• immediate follow-up.

Quarterly Reporting

Quarterly reporting consolidates three months of implementation and may examine:

• Programme progress;

• Group performance;

• participation trends;

• output achievement;

• evidence quality;

• emerging outcomes;

• challenges;

• partnerships; and

• required adaptation.

Annual Reporting

Annual reporting consolidates the Programme year and may include:

• reach;

• membership;

• Group performance;

• learning;

• activities;

• outputs;

• outcomes;

• case studies;

• partnerships;

• Programme learning;

• resource utilisation;

• challenges;

• adaptations; and

• future direction.

Reporting Cycle

The same reporting architecture can support internal management, institutional review and appropriate external reporting.

6.12 CSR / Donor Reporting

CSR and donor reporting is undertaken through evidence-based Programme documentation.

Where a CSR partner or donor supports a specific Programme component, reporting should establish the relationship between:

Reports may include:

• Programme context;

• objectives;

• supported activities;

• geographic or population reach;

• participation;

• outputs;

• emerging outcomes;

• photographs and other evidence;

• resource utilisation;

• implementation challenges;

• lessons; and

• next steps.

Accountability Principle

CSR and donor reporting should remain consistent with the Programme's internal MIS and evidence systems.

The Programme should not create unsupported or separate impact claims merely for external reporting.

Evidence Hierarchy

Where possible:

This strengthens consistency between Programme management and external accountability.

6.13 Results Framework

The SURMAI™ Welfare Groups Results Framework connects resources, implementation and change.

Results Chain

Input

Resources, people, systems, partnerships and capabilities available to the Programme.

Activity

What the Programme does.

Output

The immediate and observable products of those activities.

Outcome

Relevant changes associated with Programme implementation.

Impact

Longer-term broader changes to which the Programme may contribute.

Results Logic

This distinction helps prevent the common error of treating activity completion as evidence of long-term impact.

6.14 Outcomes

Outcomes represent meaningful changes associated with Programme implementation.

Within SURMAI™ Welfare Groups, outcomes may occur at different levels.

Individual Outcomes

Possible areas include:

• improved knowledge;

• greater understanding;

• increased skills;

• improved decision-making;

• relevant behaviour or practice changes;

• increased participation.

Family Outcomes

Possible areas include:

• shared learning;

• improved family practices;

• increased communication;

• increased participation;

• stronger mutual support.

Group Outcomes

Possible areas include:

• stronger peer learning;

• increased participation;

• improved Group functioning;

• greater knowledge sharing;

• increased collective activity.

Community Outcomes

Possible areas include:

• increased participation;

• local initiatives;

• collective action;

• improved community linkages;

• increased inclusion;

• strengthened community agency.

Outcomes should be defined and measured according to the specific Programme intervention rather than assumed uniformly across all Programme activities.

6.15 Impact

Impact refers to broader and longer-term changes to which SURMAI™ Welfare Groups may contribute.

The Programme's intended direction is:

Impact may relate to broader improvements in:

• individual and family well-being;

• knowledge and capability;

• participation;

• inclusion;

• community capacity;

• local action;

• sustainable practices; and

• other Programme-relevant areas.

Impact Principle

SURMAI™ Welfare Groups does not automatically attribute every observed social or developmental change to the Programme.

Long-term outcomes and impacts may be influenced by:

• government systems;

• economic conditions;

• family circumstances;

• other organisations;

• social environments;

• public services;

• individual choices;

• partnerships; and

• wider contextual factors.

Impact assessment must therefore distinguish between:

What the Programme did

and

What the Programme can reasonably claim to have contributed to.

This distinction is central to credible Programme evaluation and evidence-based reporting. WHO's recent monitoring guidance also highlights methodological challenges around data quality and attribution of impact.

6.16 Evidence & Case Studies

Evidence provides the basis for understanding whether Programme implementation and results are supported by reliable documentation.

Evidence may include:

• Programme records;

• attendance or participation data;

• activity reports;

• photographs;

• learning outputs;

• surveys;

• assessments;

• interviews;

• observations;

• case documentation;

• testimonials where appropriately collected;

• digital records;

• partner reports; and

• other relevant sources.

Evidence Principle

Evidence should be:

Case Studies

Case studies provide a deeper understanding of selected Programme experiences.

A case study may document:

A case study should distinguish between:

• what was observed;

• what the participant reported;

• what Programme records demonstrate; and

• what interpretation can reasonably be made.

Case studies should therefore illustrate Programme experience without being presented automatically as proof of population-level impact.

6.17 Theory of Change

The Theory of Change (ToC) provides the conceptual link between Programme need, intervention, change mechanisms and intended results.

The SURMAI™ Welfare Groups Theory of Change follows:

Programme Theory of Change

The Programme starts from the understanding that:

Information alone may not produce sustained change.

Therefore, SURMAI™ Welfare Groups creates a pathway through which:

Learning

Understanding

Informed Choice

Practice

Participation

Action

Reflection & Improvement

Community Agency

Community Advancement

Change Mechanism

The central change mechanism is the movement from knowledge to informed practice and participation.

The Programme expects learning to become more meaningful when it is:

• understood;

• applied;

• discussed;

• practised;

• shared;

• reinforced through participation; and

• reviewed through evidence.

WHO's 2025 technical guidance describes Theory of Change as a systematic and visual representation of how an intervention is expected to achieve intended outcomes and identifies its value for programme planning, implementation, monitoring, evaluation, transparency and scaling.

ToC as a Living Framework

The Programme Theory of Change is not treated as a static diagram.

Implementation evidence, evaluation findings and Programme learning may be used to review and refine the Theory of Change.

WHO's guidance specifically includes validation and revision as part of an evidence-informed ToC process.

6.18 Contribution vs Attribution

SURMAI™ Welfare Groups distinguishes between contribution and attribution.

Attribution

Attribution would imply that a specific observed change occurred because of the Programme and not because of other factors.

Such claims require an appropriate evaluation design and evidence capable of supporting that conclusion.

Contribution

Contribution recognises that the Programme may have played a meaningful role alongside:

• family decisions;

• government programmes;

• other development organisations;

• community institutions;

• professional services;

• partnerships;

• economic conditions; and

• wider social factors.

The Programme therefore uses the language of contribution where direct attribution cannot be established.

Contribution Principle

rather than:

This approach supports responsible reporting and protects the credibility of the Programme.

6.19 Programme Learning & Adaptation

Monitoring and evidence are valuable only when they contribute to better Programme decisions.

SURMAI™ Welfare Groups therefore treats learning and adaptation as an integral part of Programme management.

Programme Learning May Examine

• what worked;

• what did not work;

• where participation was stronger or weaker;

• whether learning was applied;

• which approaches generated meaningful engagement;

• what barriers were encountered;

• what partnerships were useful;

• what resources were required;

• what evidence was available; and

• what should be changed.

Adaptation Cycle

Adaptation may involve changes to:

• learning methods;

• Programme activities;

• Group facilitation;

• communication;

• partnerships;

• resource allocation;

• monitoring;

• training;

• implementation processes; or

• other Programme mechanisms.

Continuous Improvement

The Programme therefore follows:

Evaluation practice at UNICEF similarly emphasises credible evidence, quality assurance, learning and the use of findings to inform decisions and improve programmes.

RESULTS & EVIDENCE ARCHITECTURE — AT A GLANCE

PROGRAMME MEASUREMENT PATHWAY

The Programme's measurement architecture can be represented as:

Programme Need

Programme Inputs

Activities

Outputs

Outcomes

Contribution to Impact

Evidence

Measurement

Reporting

Learning

Adaptation

Improved Programme

This ensures that measurement is not treated as a reporting exercise alone.

It is part of the Programme's management, accountability and learning system.

Monthly

Quarterly

Annual

The three levels together create a continuous Programme management cycle:

GOVERNANCE, QUALITY & ACCOUNTABILITY

How the Programme Is Governed

SURMAI™ Welfare Groups operates within the institutional framework of SUPANSHA® Development Foundation.

The Programme's governance system is designed to ensure:

Governance is therefore not treated only as an administrative requirement. It is an integral part of Programme quality, institutional credibility, member protection and responsible use of resources.

The governance architecture connects:

while maintaining appropriate systems for:

7.1 Institutional Role of SUPANSHA® Development Foundation

SUPANSHA® Development Foundation is the institutional organisation responsible for the overall framework, governance, management and accountability of SURMAI™ Welfare Groups.

Its institutional role includes:

• establishing the Programme framework;

• defining Programme objectives and operating principles;

• approving Programme structures and policies;

• providing institutional oversight;

• establishing management systems;

• supporting Programme implementation;

• maintaining appropriate records;

• overseeing financial and administrative processes;

• ensuring quality and accountability;

• developing partnerships;

• supporting monitoring and learning; and

• providing institutional direction for sustainability and scale.

The Foundation provides the institutional environment within which SURMAI™ Welfare Groups operates.

Institutional Principle

The Programme is therefore not an independent membership initiative operating outside the Foundation's governance system.

It operates as an institutional Programme of SUPANSHA® Development Foundation.

7.2 Governance & Management Structure

The governance structure establishes appropriate levels of responsibility from institutional leadership to community-level implementation.

A broad Programme structure is:

SUPANSHA® Development Foundation

Programme Leadership & Management

Branch / Programme Administration

Group Coordinators

SURMAI™ Welfare Groups

Community Members

The structure may also connect horizontally with:

Governance Levels

The precise allocation of authority may vary according to organisational structure and Programme requirements, but responsibilities should remain clearly defined.

7.3 Roles, Responsibilities & Authority

Effective governance requires clear distinction between:

Institutional Leadership

Provides:

• strategic direction;

• institutional oversight;

• policy approval;

• major Programme decisions;

• resource oversight; and

• organisational accountability.

Programme Management

Provides:

• Programme planning;

• implementation coordination;

• performance review;

• resource coordination;

• monitoring;

• reporting;

• technical coordination; and

• Programme improvement.

Branch Administration

Provides:

• local administrative support;

• Programme coordination;

• documentation;

• communication;

• Coordinator support;

• local implementation oversight; and

• reporting coordination.

Group Coordinator

Provides:

• Group facilitation;

• member communication;

• mobilisation;

• learning coordination;

• activity coordination;

• evidence support;

• Group reporting; and

• communication with the relevant Programme or Branch function.

Community Members

Are responsible for:

• participating voluntarily;

• following applicable Programme rules;

• engaging respectfully;

• contributing according to capacity;

• protecting the dignity and privacy of others; and

• providing accurate information where required.

Partners

Associates, Donors and other partners are responsible for fulfilling agreed commitments and complying with applicable Programme and institutional requirements.

Authority Principle

Authority should be proportionate to responsibility.

Responsibility without authority creates operational weakness.

Authority without accountability creates governance risk.

The Programme therefore seeks to maintain a clear relationship between:

Authority + Responsibility + Accountability

7.4 Programme & Branch Administration

Programme administration provides the operational structure required to translate Programme design into implementation.

Administrative functions may include:

• Programme planning;

• Group allocation;

• Coordinator coordination;

• documentation;

• communication;

• resource management;

• activity approvals where applicable;

• reporting;

• records management;

• partnership coordination;

• financial administration; and

• institutional correspondence.

Branch Role

The relevant SDF Branch Office may function as a local coordination and administrative point for Programme implementation.

Branch-level administration supports:

The Branch may also support:

• local meetings;

• Coordinator orientation;

• training;

• review;

• documentation;

• community engagement; and

• escalation of operational issues.

Administrative processes should remain proportionate to Programme scale and should not create unnecessary procedural burden for community participation.

7.5 Coordinator Accountability

The Group Coordinator is a critical operational role within SURMAI™ Welfare Groups.

As established earlier, the Coordinator is a SURMAI™ Sakhi or SURMAI™ Mitra with additional operational responsibility and is not a separate membership category.

Coordinator Accountability Includes

• maintaining appropriate Group communication;

• facilitating Programme activities;

• supporting member participation;

• communicating learning themes;

• coordinating meetings;

• supporting community initiatives;

• maintaining appropriate records;

• submitting required reports;

• supporting evidence collection;

• protecting member confidentiality; and

• escalating relevant issues to the appropriate Programme or Branch authority.

Coordinator Accountability Cycle

Coordinator performance should be considered in relation to:

• participation;

• Group functioning;

• implementation;

• documentation;

• evidence;

• communication;

• responsiveness; and

• adherence to Programme standards.

Accountability does not mean that the Coordinator is personally responsible for every Programme outcome.

The Coordinator facilitates the process; outcomes depend on multiple factors including member participation, family circumstances, community conditions, partnerships and wider systems.

7.6 Transparency & Documentation

Transparency requires that important Programme decisions, activities, resources and results are appropriately documented.

Documentation may include:

• Programme approvals;

• membership records;

• Group records;

• activity records;

• attendance or participation records;

• evidence;

• financial records;

• partnership records;

• support records;

• monitoring reports;

• review records; and

• corrective actions.

Documentation Principle

If an important Programme decision or activity requires accountability, it should have an appropriate record.

Documentation should be:

Transparency

Transparency includes appropriate communication regarding:

• Programme objectives;

• membership arrangements;

• applicable benefits;

• participation expectations;

• support mechanisms;

• partnerships;

• Programme results; and

• relevant decisions.

Transparency does not mean unrestricted disclosure of personal, confidential or sensitive information.

It operates together with:

Privacy + Confidentiality + Authorised Access

7.7 Financial Accountability

Financial accountability ensures that Programme resources are managed responsibly and used for their approved purposes.

It applies to:

• membership contributions;

• donations;

• CSR support;

• grants;

• Programme resources;

• Community Support Funds;

• SURMAI™ Surmya Funds;

• partnership resources; and

• other Programme-related financial resources.

Financial Accountability Principles

The Programme seeks to maintain appropriate:

• budgeting;

• approvals;

• expenditure records;

• supporting documentation;

• financial review;

• reconciliation;

• reporting; and

• audit or statutory compliance processes as applicable.

Resource Principle

Programme resources should be used:

For the Approved Purpose + With Appropriate Authority + With Supporting Documentation

Financial accountability is therefore connected directly with institutional trust.

Detailed financial procedures, approval limits, reimbursement rules and accounting workflows belong in the Foundation's financial policies and relevant SOPs.

7.8 Conflict of Interest

SURMAI™ Welfare Groups recognises that individuals involved in Programme decisions may have personal, professional, financial or organisational interests that could affect, or appear to affect, impartial decision-making.

A conflict of interest may arise where an individual's personal or associated interest intersects with a Programme decision or resource allocation.

Conflict Management Principle

Where appropriate, the person concerned may be required to:

• disclose the relevant interest;

• avoid influencing the decision;

• withdraw from the relevant decision-making process;

• follow institutional procedures; or

• take other appropriate measures.

Areas Requiring Particular Attention

Conflict-of-interest considerations may arise in:

• procurement;

• Associate selection;

• partnership decisions;

• recruitment;

• financial support;

• Fund allocation;

• vendor selection;

• benefit allocation;

• contracting; and

• other resource-related decisions.

The objective is not to prevent people with legitimate professional or community relationships from participating, but to ensure that such relationships are transparent and appropriately managed.

7.9 Member Protection & Safeguarding

SURMAI™ Welfare Groups is committed to maintaining an environment in which members, participants, volunteers, Coordinators and other Programme participants are treated with dignity and respect.

Member protection includes attention to:

• physical safety;

• dignity;

• privacy;

• respectful communication;

• protection from exploitation;

• protection from harassment;

• prevention of discrimination;

• appropriate handling of complaints;

• responsible use of personal information; and

• appropriate safeguarding procedures.

Safeguarding Principle

Particular care should be taken when Programme activities involve:

• children;

• adolescents;

• persons with disabilities;

• older persons;

• vulnerable individuals; or

• people requiring additional support.

Professional Boundaries

Community participation does not remove the need for professional boundaries.

Programme members and Coordinators should not:

• misuse Programme relationships;

• exploit member trust;

• misuse personal information;

• make inappropriate promises;

• represent themselves as professionals without appropriate qualification; or

• use Programme participation for unauthorised personal gain.

Detailed safeguarding procedures, reporting mechanisms and protection protocols should be maintained through appropriate institutional policies and SOPs.

7.10 Code of Conduct

The Code of Conduct establishes expected standards of behaviour for people participating in or representing SURMAI™ Welfare Groups.

The core standards include:

Respect

Treat members, colleagues, partners and community participants with dignity.

Integrity

Provide accurate information and avoid misleading representations.

Responsibility

Perform assigned responsibilities appropriately.

Confidentiality

Protect personal and Programme information.

Inclusion

Avoid discrimination and support meaningful participation.

Professional Conduct

Maintain appropriate boundaries and conduct.

Accountability

Accept responsibility for actions, decisions and assigned work.

Resource Responsibility

Use Programme resources only for legitimate and authorised purposes.

Non-Exploitation

Do not misuse Programme membership, relationships, resources or influence for personal benefit.

The Code of Conduct applies according to the role and relationship of the individual with the Programme.

7.11 Grievance Redressal

SURMAI™ Welfare Groups provides a mechanism through which members and other Programme participants can raise concerns, complaints or grievances.

A grievance may relate to:

• Programme participation;

• member treatment;

• Coordinator conduct;

• benefits or access;

• communication;

• discrimination;

• safeguarding;

• financial matters;

• partnership conduct;

• privacy;

• service quality; or

• other Programme-related concerns.

Grievance Process

Grievance Principles

The process should be:

• accessible;

• respectful;

• confidential where appropriate;

• fair;

• documented;

• proportionate; and

• responsive.

A grievance should not result in retaliation against a person who raises a concern in good faith.

Where a matter falls outside the Programme's authority or requires statutory or professional intervention, it should be appropriately referred to the relevant authority or institution.

7.12 Quality Standards

Quality in SURMAI™ Welfare Groups is understood as the ability to implement the Programme consistently, responsibly, meaningfully and with evidence of what has been done and learned.

The Programme's quality standards include:

Programme Quality

Alignment with Programme objectives and methodology.

Participation Quality

Meaningful participation rather than attendance alone.

Learning Quality

Relevant, understandable and practically applicable learning.

Implementation Quality

Activities conducted according to approved Programme processes.

Evidence Quality

Appropriate and traceable documentation.

Data Quality

Accurate, relevant and appropriately managed information.

Governance Quality

Clear authority, accountability and documentation.

Financial Quality

Responsible and appropriately documented resource use.

Safeguarding Quality

Protection of dignity, safety and privacy.

Partnership Quality

Clear roles, appropriate expectations and accountable collaboration.

7.13 Verification & Quality Assurance

Quality assurance provides confidence that Programme activities, records and results meet expected standards.

Verification may occur at different levels.

Activity Verification

Confirmation that an activity occurred as reported.

Record Verification

Review of relevant Programme records for accuracy and completeness.

Evidence Verification

Assessment of whether submitted evidence appropriately supports the reported activity or output.

Data Verification

Review for inconsistencies, duplication, missing information or other data-quality concerns.

Programme Review

Periodic review of Programme implementation, participation, quality and emerging results.

Quality Assurance Cycle

Verification should be proportionate to the nature and importance of the information being reviewed.

The purpose is not to create unnecessary administrative burden, but to protect the integrity of Programme records and reporting.

7.14 Corrective Action

Where monitoring, verification, complaints, reviews or other processes identify a quality or compliance issue, appropriate corrective action may be initiated.

Corrective Action Process

Identify Issue

Understand Cause

Define Corrective Action

Assign Responsibility

Implement

Verify

Close / Continue Monitoring

Corrective action may address:

• incomplete documentation;

• reporting errors;

• data inconsistencies;

• implementation gaps;

• inappropriate conduct;

• financial irregularities;

• quality deficiencies;

• safeguarding concerns; or

• other identified Programme risks.

Root-Cause Principle

Where appropriate, the Programme should seek to understand why an issue occurred, rather than merely correcting the immediate error.

This supports institutional learning and reduces the likelihood of repeated problems.

7.15 Institutional Learning & Continuous Improvement

Governance and quality systems are also sources of Programme learning.

SURMAI™ Welfare Groups therefore uses information from:

• monitoring;

• evaluations;

• complaints;

• member feedback;

• Coordinator reviews;

• quality assurance;

• financial reviews;

• partnerships;

• implementation experience; and

• Programme results

to identify opportunities for improvement.

Institutional Learning Cycle

Learning may result in changes to:

• Programme methods;

• learning content;

• Coordinator training;

• communication;

• Group processes;

• monitoring;

• digital systems;

• partnership arrangements;

• resource allocation;

• quality standards; or

• governance procedures.

Improvement Principle

The objective of quality assurance is not only to identify what is wrong.

It is to create an institution capable of:

Continuous improvement therefore becomes part of the Programme's institutional culture.

7.16 Research & Academic Engagement

SURMAI™ Welfare Groups may engage with research institutions, universities, academic experts, public institutions and other knowledge partners to strengthen evidence, learning and Programme development.

Research and academic engagement may support:

• Programme evaluation;

• operational research;

• evidence generation;

• development of measurement approaches;

• documentation of community practices;

• thematic studies;

• knowledge development;

• student learning and field exposure;

• publication, where appropriate; and

• development of improved Programme methods.

Research Principle

Research engagement should maintain:

Scientific Integrity + Ethical Conduct + Participant Protection + Data Responsibility + Institutional Accountability

Research should not compromise member privacy, dignity or safety.

Where research involving human participants is undertaken, applicable ethical requirements, institutional approvals and informed-consent processes should be followed as relevant.

Research and routine Programme monitoring are distinct functions. Routine implementation records should not automatically be represented as research evidence, and any study involving human participants should follow the applicable institutional and ethical requirements for that study.

Knowledge Partnership

The Programme can provide a practical environment in which academic and development institutions can engage with:

The objective is to create a two-way relationship in which research informs Programme improvement and Programme experience contributes to broader knowledge where appropriate.

GOVERNANCE & ACCOUNTABILITY ARCHITECTURE — AT A GLANCE

GOVERNANCE CONTROL CYCLE

The overall governance and quality cycle of SURMAI™ Welfare Groups is:

PLAN

AUTHORISE

IMPLEMENT

DOCUMENT

MONITOR

VERIFY

REVIEW

CORRECT

LEARN

IMPROVE

This creates a continuous relationship between governance and Programme implementation.

ACCOUNTABILITY CHAIN

The Programme's accountability structure can be represented as:

Institutional Leadership

Programme Management

Branch Administration

Group Coordinator

SURMAI™ Welfare Group

Community Members

with appropriate horizontal accountability to:

Each level has a defined role, while accountability ultimately remains within the institutional framework of SUPANSHA® Development Foundation.

QUALITY ASSURANCE PATHWAY

The Programme's quality pathway is:

Programme Standard

Implementation

Documentation

Verification

Quality Review

Corrective Action

Learning

Improvement

Revised Practice

This ensures that quality is treated as a continuous institutional process rather than a one-time inspection.

PARTNERSHIP, SUSTAINABILITY, REPLICATION & SCALE

How the Programme Sustains and Grows

SURMAI™ Welfare Groups is an operational community development programme of SUPANSHA® Development Foundation that strengthens community participation, partnership, institutional capacity and diversified resource mobilisation.

Its sustainability approach is based on building a stronger internal foundation while using external partnerships and resources to strengthen programme capacity, innovation, interventions and expansion.

The programme therefore treats sustainability and scale as connected institutional processes:

8.1 Community Partnership

Community partnership is the foundation of SURMAI™ Welfare Groups.

The programme positions community members not only as participants, but as contributors to learning, household practice, peer support, community participation and local action.

Community partnership operates through:

• active participation of SURMAI™ Sakhi and SURMAI™ Mitra;

• Group Coordinator-led facilitation;

• peer learning and knowledge sharing;

• identification of local needs;

• participation in community initiatives;

• contribution of time, knowledge, skills and resources where appropriate;

• local problem-solving and community action;

• feedback, reflection and programme learning.

The programme seeks to progressively strengthen community agency and community advancement, rather than create long-term dependence on external intervention.

8.2 SURMAI™ Associate Partnership

SURMAI™ Associate provides a structured pathway for local businesses, professionals, service providers and other suitable organisations to participate in the programme ecosystem.

Associates may contribute through:

• member-oriented offers and community benefits;

• professional or technical services;

• knowledge and skill support;

• in-kind contributions;

• community initiatives;

• local partnerships;

• referrals and networks;

• support for programme activities.

Associate participation is governed by programme-defined eligibility, verification and partnership conditions.

Detailed Associate categories, offers, commercial terms and verification procedures are maintained through appropriate SOPs or operational schedules.

8.3 SURMAI™ Donor & CSR Partnership

SURMAI™ Donor and CSR partnerships provide additional resources for programme strengthening and expansion.

Such support may contribute to:

• community interventions;

• health, education and well-being activities;

• products and services;

• facilities and programme infrastructure;

• technical assistance;

• capacity building;

• innovation;

• research and documentation;

• digital systems;

• geographic expansion.

Partnerships are aligned with approved programme objectives and applicable institutional, financial and regulatory requirements.

CSR and donor support strengthens the programme; it does not replace the programme's responsibility to develop a sustainable core operating base.

8.4 Government & Institutional Partnership

SURMAI™ Welfare Groups may engage with government departments, local institutions, educational institutions, public bodies and other relevant organisations where such collaboration supports programme objectives.

Potential areas include:

• community development;

• health and well-being;

• education and learning;

• youth and women’s participation;

• social inclusion;

• livelihoods;

• biodiversity and eco-care;

• community awareness;

• research and evidence generation.

Government and institutional partnerships are pursued through appropriate approvals, roles, documentation and reporting arrangements.

The programme remains institutionally governed by SUPANSHA® Development Foundation.

8.5 Health, Education & Research Partnership

Partnerships with health, education and research institutions strengthen the programme's technical quality and learning capacity.

These may include:

• health institutions;

• educational institutions;

• universities and academic departments;

• public health institutions;

• research organisations;

• professional networks;

• subject-matter experts.

Partnership areas may include:

• technical knowledge;

• training;

• community learning;

• research;

• evaluation;

• evidence generation;

• student engagement;

• internships and field learning;

• programme documentation.

Research partnerships maintain appropriate ethical, data protection and institutional requirements.

8.6 Development & International Partnerships

SURMAI™ Welfare Groups may engage with development agencies, international organisations, philanthropic institutions and other development partners where programme objectives and institutional requirements are aligned.

Such partnerships may support:

• programme strengthening;

• technical assistance;

• capacity building;

• research and evaluation;

• innovation;

• knowledge exchange;

• resource mobilisation;

• replication and scale.

International partnership does not alter the programme's institutional identity, governance or community-centred approach.

8.7 Technical & Knowledge Partnerships

Technical and knowledge partnerships strengthen the quality of programme design and implementation.

These may involve expertise in:

• health and nutrition;

• education and learning;

• livelihoods;

• gender and social development;

• disability inclusion;

• biodiversity and eco-care;

• research and data science;

• digital systems;

• monitoring and evaluation;

• communication and behaviour change.

Knowledge partnerships are used to improve programme practice, evidence and institutional learning rather than merely increase the number of external affiliations.

8.8 Resource Mobilisation

Resource mobilisation is the process through which SURMAI™ Welfare Groups develops and maintains the resources required for implementation, quality and growth.

Resources may include:

This diversification and partnership orientation is consistent with wider development practice that emphasises SDG localisation, institutional capacity, evidence-led systems and partnerships across government, civil society and other development actors (NITI Aayog; UNDP India).

• membership contributions;

• donor support;

• CSR resources;

• grants;

• institutional partnerships;

• in-kind contributions;

• technical assistance;

• professional support;

• community contributions;

• knowledge and volunteer support.

Diversification reduces concentration of dependence on any single resource source.

The programme therefore follows:

Funding Readiness and Partnership Planning. This Programme Document provides the institutional basis for discussion with prospective government, CSR, donor, development and technical partners. It intentionally does not present an unapproved or partner-specific budget. Once a partner expresses interest and the intended geography, population, activities, duration, targets and implementation responsibilities are agreed, SUPANSHA® Development Foundation can prepare a detailed costed implementation and funding plan through the appropriate proposal and budgeting process.

8.9 Financial Sustainability

Financial sustainability requires the programme to progressively strengthen resources available for its core operations while maintaining appropriate external partnerships for programme development and expansion.

The financial sustainability approach combines:

Membership Contributions + Diversified Resources + Institutional Capacity + Responsible Partnerships

Membership contributions support the development of a community-linked resource base. External resources provide additional capacity for interventions, innovation, infrastructure, technical support and expansion.

Financial systems remain subject to appropriate budgeting, documentation, approval, accounting, reporting and institutional controls.

8.10 Community-led Sustainability

Community-led sustainability is strengthened when members progressively contribute to the continuity of the programme through:

• participation;

• knowledge sharing;

• peer support;

• volunteer effort;

• local leadership;

• community initiatives;

• contribution of appropriate resources;

• local partnerships;

• continued engagement.

The programme therefore seeks to move progressively from participation to community agency and ownership.

Community-led sustainability does not imply that communities must independently finance all programme activities. It means that community participation remains an active component of programme continuity and development.

8.11 Institutional Sustainability

Institutional sustainability depends on the ability of SUPANSHA® Development Foundation to maintain the systems, people, knowledge, governance and resources required for programme continuity.

Key elements include:

• defined institutional roles;

• governance and accountability;

• trained personnel and Coordinators;

• programme documentation;

• digital systems and MIS;

• financial controls;

• monitoring and reporting;

• safeguarding;

• institutional partnerships;

• knowledge management;

• succession and capacity development;

• continuous learning.

Sustainability is therefore treated as an institutional capability, not only as a funding issue.

8.12 Knowledge Sustainability

Knowledge generated through programme implementation is treated as an institutional asset.

Knowledge sustainability includes:

• documentation of programme processes;

• preservation of learning materials;

• recording of programme evidence;

• case studies;

• monitoring findings;

• research outputs;

• lessons learned;

• adaptation records;

• training resources;

• institutional memory.

Knowledge should remain accessible to authorised programme teams and be used to improve future implementation.

The knowledge cycle is:

8.13 Core Sustainability without Core Dependency on CSR

The central sustainability principle of SURMAI™ Welfare Groups is:

Membership + Diversified Resources = Core Sustainability

and:

CSR / Donor / Grants = Additional Strength, Capacity, Innovation & Expansion

The programme does not position CSR as the sole foundation of its core operations.

CSR, donor and grant resources remain important for:

• facilities;

• products;

• services;

• community interventions;

• technical support;

• innovation;

• capacity building;

• expansion;

• special initiatives.

At the same time, the programme progressively develops membership contributions, diversified resources, institutional capacity and community participation to strengthen its core sustainability.

Core Sustainability without Core Dependency on CSR.

8.14 First 1,000 Valid Members & Membership Contribution Model

The first 1,000 Valid Members constitute an important phase in building the programme's membership and contribution base.

The current membership contribution for the first 1,000 Valid Members is:

₹500 per member

This contribution forms part of the programme's effort to develop a community-linked resource base within the defined programme framework.

After the first 1,000 Valid Members, the contribution structure may be progressively reviewed or restructured according to:

• programme requirements;

• actual operating costs;

• member services;

• programme scale;

• available resources;

• CSR support;

• donor support;

• institutional capacity;

• applicable laws, rules and regulatory requirements.

The membership contribution model is therefore reviewable, evidence-informed and institutionally responsible, rather than permanently fixed.

8.15 Three-Year Sustainability Direction

The programme's strategic direction is to strengthen core sustainability progressively over approximately three years.

Direction 1 — Build the Membership Base

Develop a stable and active membership ecosystem supported by participation, contribution and engagement.

Direction 2 — Diversify Resources

Strengthen multiple resource channels rather than relying on a single funding source.

Direction 3 — Strengthen Institutional Capacity

Improve systems, people, governance, digital infrastructure, documentation and financial management.

Direction 4 — Strengthen Community Participation

Increase community contribution, local leadership and community-led action.

Direction 5 — Use CSR Strategically

Continue to use CSR and donor resources for capacity, innovation, interventions and expansion while reducing dependency for core continuity.

Direction 6 — Build Replication Capacity

Develop the documentation, training, systems and quality controls required for responsible expansion.

Three-Year Direction

This represents a strategic direction rather than a predetermined financial forecast.

Measurable Sustainability Indicators

Sustainability will be assessed through a balanced set of financial, membership, community, institutional, partnership, knowledge, digital and scale indicators.

Core Sustainability Dashboard

For senior management and institutional review, the detailed indicators may be consolidated into seven dashboard areas:

Sustainability will not be assessed solely through membership growth or fundraising. It will be assessed through the combined strength of membership, financial resilience, community participation, institutional capacity, evidence, governance and quality.

Detailed indicator definitions, formulas, data sources, reporting frequency, responsibility, targets and dashboard specifications will remain part of the Programme MIS, Indicator Dictionary and relevant SOPs rather than the core Programme Document.

8.16 Replication Principles

Replication of SURMAI™ Welfare Groups is based on preserving the programme's essential identity and operating logic while allowing appropriate local adaptation.

Replication should preserve:

• programme identity;

• core philosophy;

• membership architecture;

• learning approach;

• participation model;

• Coordinator-led facilitation;

• monitoring and evidence systems;

• governance and accountability;

• safeguarding;

• data integrity;

• quality standards.

Local adaptation may respond to:

• geography;

• population characteristics;

• language;

• local needs;

• institutional context;

• available partnerships;

• programme resources.

8.17 Geographic & Multi-city Expansion

SURMAI™ Welfare Groups may expand geographically through a phased approach.

Expansion may occur through:

• additional groups within an existing area;

• additional branches;

• neighbouring districts;

• additional cities;

• institutional partnerships;

• community-based implementation partnerships.

Geographic expansion should follow demonstrated implementation readiness rather than expansion for numerical reach alone.

Each new geography should establish appropriate:

• programme leadership;

• Coordinator capacity;

• community engagement;

• documentation;

• monitoring;

• safeguarding;

• financial and administrative controls;

• partnership arrangements.

8.18 Digital Scalability

Digital systems provide the infrastructure required to manage growing membership, groups, participation, learning, evidence and reporting.

Digital scalability may include:

• digital membership records;

• Family ID and individual membership records;

• QR-based verification;

• programme dashboards;

• activity and participation records;

• learning resources;

• reporting systems;

• evidence repositories;

• communication systems;

• monitoring and management information systems.

Digital expansion should improve accessibility, efficiency and data quality without replacing the community-based nature of the programme.

Technology enables scale; community participation remains central.

8.19 Quality-Preserving Scale

Scale is not defined only by the number of members, groups, cities or activities.

Scale must preserve:

• programme identity;

• methodology;

• learning quality;

• participation quality;

• evidence quality;

• governance;

• accountability;

• safeguarding;

• monitoring;

• data integrity;

• institutional learning.

The programme therefore follows:

Scale = Reach + Quality + Systems + Accountability

Expansion that increases reach while weakening programme quality is not treated as successful programme scale.

8.20 Replication Readiness

Replication readiness is achieved when the programme has sufficient institutional and operational capacity to reproduce its essential model with consistency.

Replication should proceed only when essential programme systems can be maintained in the new context.

8.21 Integrated Programme Framework

The complete sustainability and scale pathway of SURMAI™ Welfare Groups is:

Community Participation ↓ Membership & Contribution ↓ Partnership & Resource Mobilisation ↓ Institutional Capacity ↓ Knowledge & Evidence ↓ Sustainability ↓ Replication ↓ Quality-Preserving Scale

The wider programme journey connects this pathway with the programme's implementation and results systems:

Context → Need → Community Members & Social Impact Partners → Learning → Informed Choice → Practice → Participation → Action → Evidence → Monitoring → Measurement → Reporting → Results → Outcomes → Impact → Recognition → Learning → Adaptation → Sustainability → Scale

This provides the integrated institutional framework connecting programme purpose, participation, implementation, evidence, governance, sustainability and expansion.

8.22 Final Programme Statement

SURMAI™ Welfare Groups is an operational community development programme of SUPANSHA® Development Foundation that connects individual learning, family practice, community participation and local action through a structured and measurable programme framework.

Its long-term direction is to build communities that are better informed, more capable of making informed choices, more participatory and increasingly able to contribute to their own advancement.

The programme combines:

इक्षाशक्ति • ज्ञानशक्ति • क्रियाशक्ति

with the operational progression:

Its sustainability model is built on:

Membership + Diversified Resources = Core Sustainability

while:

CSR / Donor / Grants = Additional Strength, Capacity, Innovation & Expansion

Its scale model is:

Through community partnership, institutional governance, evidence-based learning, diversified resources, responsible partnerships and quality-preserving replication, SURMAI™ Welfare Groups is structured to develop as a sustainable, accountable and scalable community advancement programme.

Core Sustainability without Core Dependency on CSR.

The references below consolidate the principal external evidence used to inform the programme rationale, learning and participation approach, monitoring and evaluation orientation, data governance, sustainability and scale framework. Programme-defined structures, categories and operating mechanisms are presented as the framework of SUPANSHA® Development Foundation and do not require external validation unless explicitly stated.

The ICMR National Ethical Guidelines for Biomedical and Health Research Involving Human Participants (2017) are relevant where Programme-linked activities constitute health or biomedical research involving human participants.

1. World Health Organization (WHO). (2025). Social determinants of health. WHO. https://www.who.int/news-room/fact-sheets/detail/social-determinants-of-health

Relevance: Part 1: social and structural determinants of health and well-being.

2. World Health Organization (WHO). (2025). Health literacy. WHO. https://www.who.int/news-room/fact-sheets/detail/health-literacy

Relevance: Parts 1 and 3: access, understanding, appraisal and use of information; lifelong and social dimensions of health literacy.

3. World Health Organization (WHO). (2024). Community engagement for quality, people-centred health services. WHO. https://www.who.int/publications/m/item/community-engagement-for-quality--people-centred-health-services

Relevance: Parts 1 and 3: community engagement as a shared process grounded in social relationships and participation.

4. World Health Organization (WHO). (2017). WHO community engagement framework for quality, people-centred and resilient health services. WHO. https://www.who.int/publications/i/item/WHO-HIS-SDS-2017.15

Relevance: Part 3: community engagement, resilience, participation and people-centred approaches.

5. World Health Organization (WHO). (2025). How to develop an evidence-informed theory of change for health: WHO technical guidance. WHO. https://www.who.int/publications/i/item/9789240097063

Relevance: Parts 1 and 6: evidence-informed Theory of Change, validation, monitoring, learning and adaptation.

6. World Health Organization (WHO). WHO data principles. https://www.who.int/data/principles

Relevance: Part 6: data governance, responsible data management, transparency, privacy and evidence systems.

7. World Health Organization (WHO). (2024). WHO personal data protection policy. WHO. https://www.who.int/publications/m/item/who-personal-data-protection-policy

Relevance: Part 6: responsible processing and protection of personal data.

8. UNICEF India. Adolescent development and participation. UNICEF India. https://www.unicef.org/india/what-we-do/adolescent-development-participation

Relevance: Part 1 and Part 2: adolescent participation, life skills, opportunities and active engagement.

9. UNICEF. (2019). Comprehensive life skills framework: Rights based and life cycle approach to building skills for empowerment. UNICEF India. https://www.unicef.org/india/reports/comprehensive-life-skills-framework

Relevance: Part 3: life skills, empowerment and life-course development.

10. UNICEF. (2025). Guide: Adolescents and participation. UNICEF Adolescent Kit for Expression and Innovation. https://www.unicef.org/adolescentkit/reports/guide-adolescents-and-participation

Relevance: Parts 2 and 3: meaningful participation, voice, agency and safe participation.

11. UNICEF. (2024). Addressing the learning crisis: The Home as a Learning Space Initiative in India. UNICEF. https://www.unicef.org/documents/addressing-learning-crisis-home-learning-space-initiative-india

Relevance: Part 1: family-supported learning and the role of home environments in learning.

12. Government of India, Ministry of Education. (2020). National Education Policy 2020. https://www.education.gov.in/sites/upload_files/mhrd/files/NEP_Final_English_0.pdf

Relevance: Part 1: experiential, competency-oriented, inquiry-based and real-world learning.

13. NITI Aayog. SDG India Index 2023–24. Government of India. https://www.niti.gov.in/sites/default/files/2024-07/SDG_India_Index_2023-24.pdf

Relevance: Parts 1 and 8: SDG monitoring, subnational measurement and localisation context.

14. NITI Aayog. Sustainable Development Goals Division / SDG Localisation. Government of India. https://www.niti.gov.in/divisions/division/sustainable-development-goal

Relevance: Parts 1 and 8: SDG localisation, monitoring and subnational development orientation.

15. National Health Mission, Ministry of Health & Family Welfare, Government of India. Guidelines for Community Processes. https://nhm.gov.in/images/pdf/communitisation/asha/Orders-Guidelines/Guidelines_for_Community_Processes_2014_English.pdf

Relevance: Parts 1, 3 and 4: community participation, facilitation, capacity building and support structures.

16. Desai, S., Misra, M., Das, A., et al. (2020). Community interventions with women’s groups to improve women’s and children’s health in India: a mixed-methods systematic review of effects, enablers and barriers. BMJ Global Health, 5, e003304. https://doi.org/10.1136/bmjgh-2020-003304

Relevance: Parts 1 and 2: Indian evidence on community capability, participation, facilitation and approaches beyond information dissemination.

17. UNDP India. (2023). Country Programme Document for India (2023–2027). UNDP. https://www.undp.org/india/publications/undp-country-programme-document-india-2023-2027

Relevance: Part 8: partnerships, institutional capacity, SDG localisation, scaling and development systems.

18. UNDP India. About UNDP India and Country Programme 2023–2027. https://www.undp.org/india/about-us

Relevance: Part 8: inclusive development, institutional strengthening, climate/environment, health systems, SDG acceleration and partnerships.

19. UNICEF Evaluation. Guidance and methods. UNICEF. https://www.unicef.org/evaluation/resources

Relevance: Part 6: evaluation quality, credible evidence, learning and use of findings.

20. UNICEF Evaluation. Global Evaluation Reports Oversight System (GEROS), including 2025 handbook. UNICEF. https://www.unicef.org/evaluation/documents/global-evaluation-report-oversight-system-geros-2025

Relevance: Part 6: evaluation quality assurance, accountability, learning and evidence credibility.

21. UNICEF Evaluation. UNICEF-Adapted UNEG Evaluation Reports Standards. UNICEF. https://www.unicef.org/evaluation/documents/unicef-adapted-uneg-evaluation-reports-standards

Relevance: Part 6: logical structure, evidence-based findings, conclusions and recommendations in evaluation practice.

DOCUMENT INTEGRITY NOTE

This consolidated programme document distinguishes programme-defined methodology from external evidence. External sources are used to support contextual, conceptual and methodological claims; programme structures, membership categories, governance arrangements, contribution models and implementation mechanisms remain defined by SUPANSHA® Development Foundation.