Lessons learnt from our experience with working children              

Child labour is a complex problem and the causes are multi-dimensional, poverty being only one of the causes, some of the others being resource management and distribution, the political space available to the marginalised, the level of organisation of the marginalised and underprivileged, discrimination based on caste, class and gender.

• Formal education in its present form has much to be desired. It is one of the causes of child labour and a part of the problem at its best. It is of very poor quality (barely makes a child literate), does not empower children, leads to social stratification and has no relevance to the child's (families, communities) life, present or future. 
• It is clear that child labour cannot be solved unless the root causes of child labour are addressed and viable and appropriate alternatives are put in place. The strategy therefore has to be comprehensive to address all these aspects. 
• An effective strategy has to be both financially and structurally sustainable. Once a child labor free situation is obtained, this positive status must be maintained. 
• All solutions and alternatives must be appropriate and compatible to the larger vision of development suitable for the country.
• The strategy has to be flexible, diverse, comprehensive and tailor made to local specific conditions.
• It must be child centred and both qualitatively and quantitatively improve the quality of life of children, their families and communities.
• It should enable the participation of working children and all children in a manner that allows for their organisation and empowerment.
• It should enable the participation of marginalised communities and groups so that they may demand and procure their rightful share of resources and wealth.
• Resistance from any of the major actors (example employers) can prevent the successful implementation of the strategy. Neither the governments nor NGOs can solve the problem independently of each other. The strategy should benefit all the actors as all of them have to be partners in the process. 
• The model should be replicable even without the presence of a strong NGO. 
• The model should be such that it can be mainstreamed by state.
• The role of the NGO needs to be redefined as that of a catalysts and partners in development to transfer informatiom, skills and resources, impart training, monitor and evaluate the process. 
• The model should include a mechanism to monitor the impact of the strategy on the working children - both in the short term and long term. 

CWC launched The Dhudio Makkala (Working Children's) Toofan programme in 1995. It is an attempt to prove that child labour can be addressed effectively even within the framework of the present level of development. CWC believes that the problem of child labour can be solved if state policies, strategies, infrastructure and personnel are strengthened and simultaneously if the constituency (in this case the working children themselves) are empowered to identify their problems, propose solutions and participate in an informed manner in all decisions regarding their lives and future. 

CWC is now working in four rural districts (eight panchayats) and two urban centres of Karnataka. In each of these areas CWC has enabled the formation of a Tripartite Task Force at the village and/or ward level that consists of representatives of working children and their communities, government representatives and employers. Children map villages/wards and present the problems they face to the Task Force and together  they find the solutions.  

Children are empowered to participate at the local level through the Makkala Panchayats. Makkala Panchayat or Children's Panchayat is a parallel local government by, for and of working children. It is presently in South Kanara, Sirsi and Bellary districts of Karnataka. Its electorate consists of all working children (6-18 year old) in the village, with representation for all children. Its office bearers include the President, Vice President and Members (12-18 years old). All the children of the village (0-6) are registered in the Makkala Panchayat roles and this provides valuable data on the status of all children in the village. 

The Makkala Panchayat or Children's Panchayat enables working children to participate in Local Government and raise issues concerning them; enables children to plan their village in a way that it relieves their burdens and is more child centered and friendly; and prepares children to participate in local government as adults. 

This Dhudio Makkala Toofan programme has begun to demonstrate that it is possible to work in partnership with local governments and implement solutions through government structures. This programme can be upscaled and replicated while remaining diverse, flexible and responding to local specific needs and concerns. 

It impacts on the main stream political system and is able to change it. It has succeeded in implementing child centered micro planning with working children as equal partners in development. Through this children are able to determine their future and the future of society. It has assured the participation of girls and minorities and the marginalised.  The sustainability of this experiment is reasonably assured as children are being empowered and prepared to participate in the official Panchayat when they reach adulthood and these children are likely to become the elected members of Panchayats in the future. They will have a vested interest in maintaining these systems.  

More information on children's protagonism 

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