Our Journey So Far

Vikas Samvad has evolved from an informal collective of media practitioners in the early 2000s into a nationally recognised institution for communication, advocacy and social action. Over two decades, its journey has moved from grassroots media engagement to policy-level partnerships, field innovations and strategic communication support for civil society. Through initiatives on food and nutrition security, right to information, constitutional dialogue and community empowerment, Vikas Samvad has consistently strengthened democratic voices and development discourse across India, blending research, advocacy, and communication to drive inclusive change.

  • Identification of problems and the beginning of working out solutions.
  • Informal groups.
  • Training programs to build capacity and skills of field journalists / regional journalists.
  • Engagement in campaigns for freedom from hunger.
  • Preparation of grassroots workers.
  • Conducting intensive field research / preparing case studies.

The effects of market-oriented policies and liberalisation began to be visible in the media. The corporate face of media started to appear. In newspapers, space for public-interest news and people’s stories kept shrinking. Newspapers began to be published for a particular class. The impact of development policies began to show up in the social structure. In such a context, the need for a people-oriented communication system seemed increasingly significant. With this in mind, an initiative was started with the perspective of intervening through alternative media.

  • Beginning of intervention in mainstream media. A change in the policy-strategy of working with media.
  • Dialogue with journalists. Involvement of senior journalists/editors; targeting mid-level journalists. The first media conclave at Pachmarhi.
  • Research-oriented documentation and analysis.
  • Deepening intervention via media advocacy. Media visits / projects by the organization.
  • Intensive work on children’s food security and malnutrition.
  • Intensive field research / case studies.
  • Formal registration of the institution. Starting work through legal-procedural means.
  • Initiating four media fellowships and media dialogues to bring issues to a broader platform.
  • Expansion of the Right to Food campaign.

After working with social activists and alternative experiments, it became clear that if one really wants to influence media broadly, one must work with mainstream newspapers and media professionals. Two main processes were identified to begin this: one, an intensive year-long engagement with journalists through fellowships; second, a continuous process of dialogue. For this, the first dialogue was held in Pachmarhi, with participation of twenty-five media professionals — and the conversation was to carry forward. Senior editors and journalists extended support to the process.

  • Establishment of identity as a media advocacy organisation.
  • Expansion in the field of training through intensive capacity-building on the Right to Information, Forest Rights Act, NREGA, etc. Writing and publishing booklets for better grassroots implementation of these schemes.
  • Emphasis on grassroots studies; use of data and information in media; beginning of budget analysis; focus on fellowships, media dialogues, info-packs, and thematic publications.
  • Success in making malnutrition a major public issue.
  • Strengthening work and relationships with journalists; expansion into other districts of Madhya Pradesh.
  • Studies on tourism, migration, displacement, the status of children, and climate change.
  • Role as Advisor to the Supreme Court Commissioners.
  • Association with the Food Security Campaign.
  • Field studies / rapid assessments (migration, climate change, malnutrition, etc.).
  • Tata Trust media and advocacy partnership (2008–12).
  • FCRA registration; widespread debate and discussion on receiving foreign grants; first foreign grant and initiation of research-based work.
  • Visible results of advocacy: Government becoming serious about malnutrition; establishment of the Atal Bal Arogya Mission; role of the organisation as a collaborator in its implementation.

During this period, Vikas Samvad established its grounding through media advocacy. It earned credibility among media groups and became recognised as a resource centre for public-interest journalism. There were moments of confrontation with the administration on issues related to malnutrition. Work became focused on the Right to Food, and grassroots networks in districts grew stronger. Through training programs on the RTI Act and Forest Rights Act, the organisation emerged strongly in the fields of training, communication, and capacity building. Dialogue with journalists at the district level was strengthened. A significant body of work on data analysis emerged, giving NFHS and other major surveys new dimensions through media stories. The team expanded, and new partnerships were formed. The organisation also took on a distinct role as Advisor to the Supreme Court Commissioners in the Right to Food case.

  • Grassroots work on children’s food security — based on the belief that establishing a community-managed model is an essential part of public advocacy.
  • Research studies.
  • Work initiated with support from Tata Trust was later paused due to the Trust’s policy decisions.
  • Community-based management of malnutrition with support from CRY in Balaghat (did not yield the expected outcomes).
  • Ground-level studies reduced.
  • A comprehensive malnutrition programme was launched; Dastak programme implemented in 100 villages of Madhya Pradesh — Rewa, Panna, Satna, Umaria. After the expected success, the programme was expanded to other districts of the state. Deep coordination with the government.
  • Field programme on Digital Democracy in Jhabua, Panna, Bhopal, and Khandwa.
  • Development of modules for the Chief Minister’s Community Leadership Programme. Processes to integrate children’s issues into elections. New studies initiated under the Children’s Voice programme.
  • Development of modules on Social Audit and coordination with the government.
  • Communication-based interventions in the agriculture sector. Programme expanded to MP, Chhattisgarh, Maharashtra, and Rajasthan.
  • Organising the National Dialogue outside the state. A programme held at Gandhi’s Sevagram with support of the Sevagram Ashram. ITM University, Gwalior became a partner.
  • Launch of the Citizen School initiative. Renewed emphasis on understanding and working around constitutional values.

Context and Reflections

During public advocacy on malnutrition, a critical question emerged: Is there a model to address malnutrition, and can it be built through practical efforts?
Years of work led to the understanding that a community-based malnutrition management model could be the answer. Vikas Samvad accepted this challenge and, moving beyond advocacy, began field-level work on community-based malnutrition management for the first time. The initiative began in four districts—Panna, Rewa, Satna, and Umaria—and was named Dastak. The effort yielded very encouraging results. It was later expanded to fifteen villages in Shivpuri district.

Another major initiative was Digital Democracy, rooted in findings of an earlier study. With the rapid expansion of Digital India and increasing online processes in governance, a study on digital divide was undertaken to understand ground realities and challenges. The study revealed a significant gap — especially between rural/poor communities and the rest. To explore possible solutions and models, the Digital Democracy project was implemented in Khandwa, Jhabua, Panna, and Bhopal. During this period, a model framework for Social Audit was also developed.

All these initiatives were linked to advocacy processes and were undertaken with the view of presenting actionable, replicable models.

A major programme was also launched in the field of communication — to enhance story documentation and storytelling capacities in the agriculture sector. Alongside, there was deeper introspection on Vikas Samvad’s core area: communication.

  • Expansion of nutrition programmes to other states.
  • The COVID-19 pandemic — focus shifted towards relief work.
  • Studies conducted on nutrition security and migrant workers during COVID.
  • Study on the Pradhan Mantri Matru Vandana Yojana.
  • Due to amendments in FCRA regulations, donor agencies faced a crisis. Two programmes had to be closed. Financial strain on advocacy work. For the first time in 16 years, media fellowships and media dialogues could not be conducted.
  • Programmes disrupted due to the pandemic; attempts made to continue work with new strategies.
  • Documentation of relief work done by organisations across the country and publication of a booklet. Development and dissemination of communication materials for COVID awareness.
  • Individual and institutional fundraising undertaken by the organisation for COVID relief.
  • Relief work with Goonj; community-supported efforts on water and water-structure improvements; focus on kitchen gardens and seed distribution.
  • Initiated work in Jharkhand in the agriculture and livelihood sector.
  • Formal launch of the Nagrikshala programme and work on constitutional values; publication of two books.
  • New beginning as a resource organisation in the Nutri-Smart Village Programme in Chhatarpur and Sheopur districts.
  • Deep engagement with the government; active role in implementing the state’s Nutrition Policy. Partnership with the Department of Women and Child Development as a development partner.
  • Expansion of grassroots work in urban areas. Formal initiation of work in five slum settlements of Bhopal.
  • Trust and support from individual donors. COVID relief work supported by Ms. Manju Arora and Ms. Rita Bhatia from the USA.
  • Concern over drifting too far into field implementation work. Reflection on bringing focus back to communication. A formal programme designed for this purpose.

The COVID-19 period was extremely difficult. It shook the entire world. Challenges emerged on multiple fronts — society and communities went through an unprecedented crisis. During this time, Vikas Samvad decided, for the first time, to deliver relief materials directly to people with dignity and respect. The field-level implementation work already underway was continued with new strategies wherever possible.

This period also became a time for deep reflection. We thought carefully about our direction and context, and began taking steps to bring the organisation back to its core work. We also received significant support during this period, which enabled us to move towards strengthening the institution.

During this time, we undertook a new fellowship programme focusing on constitutional values, with communication and training as major components. Our engagement with the government deepened further. As a development partner with the Department of Women and Child Development, Vikas Samvad played an active and effective role in shaping the state’s crucial Nutrition Policy.

However, challenges also emerged in working with the media. Resource constraints affected media and advocacy work. After nearly 15 years of continuity, the fellowship programme had to be cancelled for two consecutive years. Engagement with mass media declined comparatively.

Amendments in laws and regulations during this period impacted the organisation’s financial management. Vikas Samvad always believed in running programmes with the support of grassroots organisations — and continued to do so — but after the new legal changes, this operational framework had to be altered.

Post-COVID Context

  • Situations gradually returned to normal.
  • Special focus was placed on completing delayed projects at an accelerated pace.

1. Work on Core Themes

  • Institution Building
  • Strategic Communication and Capacity Building of CSOs
  • Constitutional Dialogue
  • Expansion of Nutrition and Food Security Themes

2. Constitutional Dialogue

  • Fellowship programme with lawyers and journalists.
  • A total of 45 fellows and 10 lawyers associated with the initiative.
  • The programme was extended for the next six years.
  • Around 50 books and booklets were published under the Constitutional Dialogue theme.

3. Strategic Communication

  • Training provided to 1,000 workers from 300 civil society organisations.
  • Developed 8 modules, a manual, and 32 handouts on this theme.
  • Published four introductory booklets on institutional development.
  • Signed MoUs and partnerships with several organisations for communication trainings.

4. Launch of the Saksham Programme

  • Initiated the Saksham programme focused on strengthening communication capacities.
  • Target set to reach 400 organisations.

5. Centre for Strategic Communication

  • Established resources and tools for production of audio–visual communication material.
  • Ensured availability of specialised human resources.

6. Jharkhand Project – Agriculture & Livelihoods

  • Despite financial challenges, the project was carried forward with strong community support.
  • By 2025, the work expanded through three new projects.

7. Agriculture, Livelihoods, and Food Security

  • Produced 50 qualitative case studies and 10 documentary films.
  • Publications and releases at four regional and one national convention.
  • Innovations such as Hum Bharat ke Log, Hamari Poshan Bhari Rasoi, and a campaign of 100 nutrition videos.

8. Emergence of the Youth Theme

  • Launch of Yuvarta Fellowship with 15 youth.
  • Initiated a new youth-focused programme in two blocks of Umaria district.

9. New Programmes

  • TB programme launched in Shivpuri district.
  • Agriculture and food security programme initiated in Chhatarpur.
  • Nutrition projects started in Guna and Shivpuri.

10. Institutional Strengthening

  • Focus on dimensions such as Charter of Governance, policy updates, thematic restructuring, and financial resilience.

11. Knowledge Dissemination

  • Participated for the first time in the World Book Fair.
  • Distributed books to 300 organisations.
  • Books under the Constitutional Dialogue theme gained strong recognition.
  • Significant traffic recorded on the Constitutional Dialogue website.

12. Digital Presence

  • Presence expanded across almost all social media platforms and websites.