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Livelihoods Improvement Project for the Himalayas,
Uttarakhand (ULIPH) 624-IN
ANNUAL PROGRESS REPORT 2011-12
(April 2011 to March 2012)
Prepared by:
Uttarakhand Gramya Vikas Samiti (UGVS) & Uttarakhand Parvatiya Aajeevika Sanvardhan Company
(UPASaC)
272 C, Phase II, Vasant Vihar, Dehradun Phone & Fax : 0135-2762800/ 2762798
Email: [email protected], [email protected] Website : www.ajeevika.org.in Blog: www.uliph.blogspot.com
April 2012
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Table of Contents
Particulars Page No.
Abbreviations used 3
Executive Summary 6
MAIN REPORT
1. Project Background 9
2. Component B: Empowerment and Capacity Building of Community Organizations and their Support Organizations
11
2.1 Poverty Analysis and Targeting 11
2.2 Community Empowerment 12
2.3 Formation of Empowerment of SHG Federation 15
2.4 Interventions to reduce women drudgery 18
2.5 Learnings of Component B 19
3. Component C: Livelihoods Enhancement & Development 20
3.1 Agriculture 21
3.2 Horticulture 24
3.3 Soil & water resources 27
3.4 Livestock 29
3.5 Forestry Development 32
3.6 Eco Tourism and other opportunities (off farm activities) 34
3.7 Learnings of Component C 36
4. Component D: Livelihoods Support Systems 39
4.1 Entrepreneurship Development 39
4.2 Rural Finance Interventions 42
4.3 Seed Capital 44
4.4 Learnings of Component D 44
5. Component E: Project Management 45
5.1 Financial Progress, , 45
5.2 Accounts & Audit 45
5.3 Human Resource Management 45
5.4 Procurement, 46
5.5 Convergence 46
5.6 Knowledge Management 47
5.7 Monitoring and Evaluation 47
5.8 Integrated Livelihood Improvement Project 50
Annexures
Annex I: Financial Progress Summary of project in 2011-12. 52
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Abbreviations Used
AI Artificial Insemination
AWPB Annual Work Plan & Budget
AM Assistant Manager
BC Block Coordinator
BD Bio Dynamic
BDS Business Development Services
BLCMC Block Level Coordination and Monitoring Committee
BP Business Promoter
BRAC Bangladesh Rural Advancement Centre
CA Chartered Accountant
CAAA Comptroller of Aid, Accounts and Audit
CAP Centre for Aromatic Plants
CBED Community based Economic Development Project
CBOs Community Based Organisations
CBRE Community based retail enterprises
CBRT Community Based Rural Tourism
CCL Cash Credit Limit
CEO Chief Executive Officer
CHEA Central Himalayan Environment Association
CHIRAG Central Himalayan Rural action Group
CMRE Community Managed Retail Enterprise
COSOP Country Opportunity Strategy Paper
CRP Community Resource Person
DEA Department of Economic Affairs
DGS&D Director General of Supplies and Demand
DLCMC District Level Coordination and Monitoring Committee
DMU District Management Unit
DOC Day Old Chick
DPM District Project Manager
DRDA District Rural Development Agency
FFI Formal Financial Institution
F-NGOs Facilitating Non-Government Organisations
GoI Government of India
GoUK Government of Uttarakhand
GP Group Promoter
GTZ German Technical Cooperation
HARC Himalayan Action Research Centre
HH Household
HRDI Herbal Research Development Institute
HTM Horticultural Technology Mission
ICO India Country Office
ICIMOD International Centre for Integrated Mountain Development
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IFAD International Fund for Agricultural Development
IGA Income Generating Activity
ILDC Integrated Livestock Development Centre
ILSP Integrated Livelihoods Support Project
INBAR International Network for Bamboo and Rattan
IOC Input Output Centre
JRM Joint Review Mission
KVK Krishi Vigyan Kendra
LCB Local Competitive Bidding
LEADER Livelihood Promotion through Appropriate Drudgery reduction
LDPE Low Density Polyethylene
LRBME Local Resource Based Micro-Enterprise
MART Marketing and Research Team
MCM Management Committee Meeting
MNREGA Mahatma Gandhi National Rural Employment Guarantee Act
MAP Medicinal & Aromatic Plants
ME Micro Enterprises
M&E Monitoring & Evaluation
MFD Manager Federation Development
MIS Management Information System
MPAT Multi Dimensional Poverty Assessment Tool
NABARD National Bank for Agriculture and Rural Development
NCB National Competitive Bidding
NGOs Non-Government Organisations
NRHM National Rural Health Mission
NRLM National Rural Livelihoods Mission
OSV Off Season Vegetable
PACS Primary Agricultural Credit Cooperative Society
PLA Project Loan Agreement
PMU Project Management Unit
PRA Participatory Rural Appraisal
PRIs Panchayat Raj Institutions
RED Regional Economic Development
RIMS Result & Impact Management System
RML Rheuter Market Light
RO AWPB Result Oriented Annual Work Plan & Budget
RTI Right to Information
SAPPLPP South Asia Pro Poor Livestock Policy Programme
SBMA Shri Bhubneshwari Mahila Ashram
SCM Steering Committee Meeting
SHG Self Help Group
SME Small & Medium Enterprises
SRCA Self Reliant Cooperative Act
SVCC Social Venture Capital Company
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SVCF Social Venture Capital Fund
ToR Terms of Reference
TNGO Technical Non Govt. Organization
UBFDB Uttarakhand Bamboo and Fibre Development Board
UGB Uttarakhand Grameen Bank
UGVS Uttarakhand Gramya Vikas Samiti
ULDB Uttarakhand Livestock Development Board
ULIPH Uttarakhand Livelihoods Improvement Project for the Himalayas
UOCB Uttarakhand Organic Commodity Board
UPASaC Uttarakhand Paravatiya Aajeevika Sanvardhan Company
UREDA Uttarakhand Renewable Energy Development Authority
USD United States Dollar
USSOCA Uttarakhand State Seed & Organic Certification Agency
USTDC Uttarakhand Seed and Tarai Development Corporation
USWDB Uttarakhand Sheep and Wool Development Board
VLCC Village Level Coordination Committee
VP Van Panchayat
VPKAS Vivekanand Parvatiya Krishi Anusandhan Sansthan
WBR Well Being Ranking
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Executive Summary • The Government of Uttarakhand is implementing the Uttarakhand Livelihoods Improvement
Project for the Himalayas (ULIPH), commonly known as “Aajeevika”, from October 2004 with
financial support from the International Fund for Agricultural Development (IFAD).
• The project is managed by the Uttarakhand Gramya Vikas Samiti (UGVS), and is supported by a Social Venture Capital Company (SVCC) known as Uttarakhand Parvatiya Aajeevika Sanvardhan Company (UPASaC) that provides business development services.
• The purpose of the project is to improve the quality of life and incomes of disadvantaged
households in a sustainable manner through the promotion of improved livelihood opportunities
and strengthening of local institutions that relate to livelihood and social development.
• The project intends to provide opportunities to create or enhance the livelihoods of the poor
households by applying the principle of self-help and utilizing the self-help groups (SHG) and
developing community institutions and investing in their capacity to take livelihood decisions by
providing a range of support services and linkages.
• The project is covering 959 villages of 17 development blocks in 5 districts of Uttarakhand where
approximately 40 percent of the total population in each selected block is covered under the
project interventions.
• The total project cost over eight years is USD 47.80 million (INR 239.76 crores), of which IFAD
loan is USD 22.39 million (INR 112.21 crores) which is 47 % of project cost.
• The cumulative expenditure of the project as on 31st March 2012 has been INR 107.2 crores
against approved AWPB of INR 154.1 crores (67 % achievement), while in the current financial
year, the expenditure was INR 21.52 crore against target of INR 39.61 crores, (54 %
achievement).
• The financial progress of IFAD contribution to project as on 31st March 2012 was INR 88.66
crores against total contribution of INR 112.21 crores, which is 79% of the proposed contribution
by IFAD.
• The project has following components:
� Component A: Pre-Project Implementation (completed before project start) � Component B: Empowerment & Capacity-Building of Communities & Support
Organizations � Component C: Livelihood Enhancement and Development � Component D: Livelihood Support System � Component E: Project Management � The component wise summary of progress made is given below:
Component B: Empowerment and capacity building of community organizations and
their support organizations
• The project worked in all identified 959 villages in 17 blocks and 5 project districts.
• As per the second round of well being ranking exercise of the project village, the households are divided into four categories. Out of 63,406 households in the project villages the category wise distribution is as follows: category I (vulnerable) 14%, category II (hard-core poor) 34%, category III (hovering above poverty line) 25%, category IV (well-off) 26%. Project interventions are being organized around these categories & focus is on category I-II households.
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• A total of 3,924 CBOs including 3,559 SHGs have been formed by the project till date against revised target of 4,000 CBOs. 42,979 HHs against the target of 42,690 HHs have been organised into CBOs. Around 95% of the SHG members are women.
• During 2011-12, SHG saving was Rs.15.2 million (cumulative Rs. 75.7 million) and 83 SHGs (cumulative 2,146 SHGs) credit-linked for an amount of Rs. 7.4 million (cumulative Rs. 76.1 million).
• 751 SHGs having 2,081 members received seed capital support from project amounting to Rs. 0.75 million (cumulative Rs. 13.4 million).
• 19 NGO partners, 34 federations and one PACS provided social mobilization inputs in 52 clusters. A total of 322 NGO/federation/PACS staff provided field inputs in community mobilization to project communities.
• 71 SHG based federations have been established in project clusters. The savings and share contribution of the federations is Rs. 4.5 million. Out of these 65 federations are registered under Uttarakhand State Self Reliant Cooperative Act 2003. 3111 SHGs with 27814 members are linked to these federations.
• In Component B the financial achievement was Rs. 45.5 million against target of Rs. 59.3 million which was 77 % of annual target.
Component C: Livelihoods Enhancement & Development
• A total of 11,965 demonstrations covering 37,618 HHs were organised under the component covering diverse activities related to agriculture, horticulture, livestock, forestry, soil & water conservation and ecotourism & RNFS.
• Demonstrations tried out in various sub-sectors were as follows:
• In agriculture sector, 3,533 demonstrations covering 12,466 HHs were organized for organic farming, seed production, and apiculture.
• In horticulture sector, 711 demonstrations covering 14,014 HHs were organized for off season vegetable cultivation, spices cultivation, poly house etc.
• Under Soil and Water Resources sector, 798 demonstrations covering 851 HHs were organized for rain water harvesting LDPE and stone masonry tanks.
• In Livestock sector, 6,631 demonstrations covering 8,317 HHs were organized for Micro Dairy, breed improvement, Kuroiler mother unit, backyard poultry rearing, paravet development etc.
• In Forestry sector, 92 demonstrations covering 1,669 HHs were organized for MAP cultivation, community forestry plantation etc
• In Ecotourism and RNFS sector, 200 demonstrations covering 301 HHs were organized for rural non farm sector activities like spinning and weaving, community based ecotourism (home-stay development), community managed retail enterprises.
• A total of 492 training programs, 191 exposure visits and 172 workshops covering 30,697 households were organised for farm and off-farm activities in the identified sub-sectors
• Organic farming was practiced with 9,912 HHs in 2,898 ha. of land under certification. Seed production activities were carried out with 6,521 farmers in 667 ha. land with buy-back arrangements made with USTDC for 45 tons of seed.
• Off season vegetable cultivation was practiced in 902 ha land by 10,209 HHs, while 1,149 HHs cultivated spices in 73 ha of land. Besides, European vegetable cultivation was made in Almora district by 75 HHs in 5 ha of land.
• MAP cultivation was demonstrated in 65 ha land by 1,642 HHs of 43 villages mainly in Chamoli district.
• A total of 95 service providers comprising of government agencies, commodity boards, research and technical institutions and private agencies supported the project with technical backstopping, input supply and market linkages.
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• Replication of project interventions was seen in activities like seed production, off-season vegetables, spice cultivation, kuroiler rearing, micro-dairy, MAP cultivation and non-farm activities.
• In Component C the financial achievement was Rs. 103.5 million against target of Rs. 189.1 million which was 55 % of annual target.
Component D: Livelihoods Support Systems
• A total of 117 Business Promoters (including 22 federation BPs) have been engaged by project for providing business facilitation to project communities.
• ULIPH promoted 30,094 Income Generating activities, 1,209 micro-enterprises and 183 service enterprises or SMEs during the reporting period.
• Under Rural Finance initiatives, 83 CCLs amounting to Rs. 7.4 mn were mobilized from banks (cumulative 2,146 CCLs worth Rs. 76.1 mn) in the reporting period.
• The project has facilitated disbursement of 668 term loans for micro-enterprise establishment worth Rs. 62.5 mn. ranging from Dairy (396), Off season vegetables (22), Rural Non Farm Sector (33) and others (211). The loans taken by individuals are 639 for Rs. 57.5 mn. and those taken by SHGs is 29 for Rs. 5.0 mn.
• A total of 2,731 KCCs including 2,662 individual KCC (for Rs. 67.8 mn.) and 35 institutional or SHG based KCC (for Rs. 2.4 mn.) total amounting to Rs. 70.2 mn. were mobilized in the reporting period.
• In Component D the financial achievement was Rs. 41.8 million against target of Rs. 76.8 million which was 54 % of annual target.
Component E: Project Management
• Quarterly project progress is reviewed at state, district, block & village level. In the reporting period 1945 VLCC, 35 BLCMC, 12 DLCMC, 12 MCM and 2 SCM were organised.
• Emphasis on Knowledge Management for development action was a thrust area of project and a series of experience sharing workshops with federations, SHGs and PRI representatives was held.
• The project website www.ajeevika.org.in is operational. Quarterly news letter ‘Aajeevika
Today’ at state level and ‘Aajeevika Khabarbat’ & ‘Aajeevika Raibar’ at district level continued to be brought out by the project and distributed to key stakeholders including community members.
• The project MIS was made operational and reports generated can be viewed in the link : www.ugvs.org
• The project participated as part of the Seventh Joint Review Mission exercise organized during June 2011. Recommendations of the Joint Review Mission have been followed and accordingly the implementation plans of the project have been operationalised.
• Convergence with line departments, NGOs and other institutions for technical & social interventions was worth Rs. 48.2 million benefitting 37246 households.
• Forthcoming Integrated Livelihoods Support Project (ILSP) related appraisal was done by scoping mission and report submitted to IFAD. Tripartite Project Loan Agreement got signed on 1st February 2012 at New Delhi. The overall objective of ILSP is to reduce poverty in hill districts of Uttarakhand.
• In Component E the financial achievement was Rs. 24.3 million against target of Rs. 42.1 million which was 58 % of annual target.
The overall financial achievement of the project during 2011-12 was Rs. 215.2 mn. (54%) against target of Rs. 396.10 mn. This include all components including the contingencies.
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1. PROJECT BACKGROUND: The International Fund for Agricultural Development (IFAD) has an overall mission for “Enabling rural poor to overcome poverty”. IFAD’s Country Strategic Opportunities Paper (COSOP) for India, was approved in December 2001 and directed significant interventions in the areas of growth-oriented farm and off-farm activities and natural resource management. In the above context, IFAD’s lending strategy for India envisages following: (ii) Empowerment of the poor by taking advantage of the opportunities created by the on-going
efforts to empower local bodies throughout the country (iii) Integration of self-help groups (SHGs) with local self government institutions as a means of
generating positive synergies between economic advancement, social and institutional development, and empowerment;
(iv) Priority to the development of areas where rain-fed agriculture is practiced, in recognition of the preponderance of poverty in these areas, activities to include micro-watershed development, water-harvesting and overall natural resource management;
(v) Targeting of rural populations, with a special focus on the scheduled tribes and scheduled castes, as well as on women, in recognition of the higher incidences of poverty and vulnerability as well as generally lower social status of these categories.
In line with this, an inception paper for ULIPH was approved by the IFAD management in July, 2002. The Appraisal Mission visited India from 6 May to 12 June 2003. Negotiations and signing of a Tripartite MoU between the State Governments of Meghalaya and Uttarakhand, Government of India and IFAD took place on the 15th of November, 2003 at Rome. And as a result the Uttaranchal Gramya Vikas Samiti (UGVS) was registered as a Society on 5th December, 2003 to implement the Aajeevika Project in Uttarakhand. The Government of Uttarakhand is implementing the Uttarakhand Livelihoods Improvement Project for the Himalayas (ULIPH), commonly known as “Aajeevika” (meaning Livelihoods in Hindi), from October 2004 with financial support from the IFAD. The project is managed by the Uttarakhand Gramya Vikas Samiti (UGVS), and is supported by a Social Venture Capital Company (SVCC) known as Uttarakhand Parvatiya Aajeevika Sanvardhan Company (UPASaC) that provides business development services. The Project’s primary objective is to improve the livelihood of vulnerable groups in a sustainable manner through the promotion of improved livelihood opportunities and strengthening of local institutions that relate to livelihood development. The project intends to provide opportunities to create or enhance the livelihoods to the poor households by applying the principle of self-help and utilizing the self-help groups (SHG) and developing community institutions and investing in their capacity to take livelihood decisions, and by providing a range of support services and linkages. The main objectives of the project are:
• To initiate a participatory process of target group and client selection that is based on panchayati raj participation in Uttarakhand;
• To undertake capacity building of village-based institutions, along with implementation partners in the public, private and NGO sectors;
• To test out ideas, approaches, activities proposed in the Project Plan in order to further clarify our understanding of what works and what doesn’t; what needs to be refined, what needs to be discarded;
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• To demonstrate in realistic settings those livelihood activities that show good potential for wider promotion and adoption;
• To organize business development services to promote and support the selected microenterprises; these services include: microfinance, networking to generate scale economies, market research and development, product research and development, backward linkages and forward linkages;
• To demonstrate to financial institutions the financial viability and creditworthiness of various microenterprise activities to facilitate access to required credit.
The project is covering 959 villages of 17 development blocks in 5 districts of Uttarakhand where approximately 40 percent of the total population in each selected block is covered under the project interventions. The project has formed 3962 community-based organisations: Self-Help Groups, Van Panchayats & Federations. Details of project districts, blocks and villages is given below.
Project Districts
Project Development Blocks
No. of Villages
Almora Bhainsiachhana, Dhauladevi, and Lamgara
203
Bageshwar Kapkot and Bageshwar 207
Chamoli Dewal, Ghat, Narayanbagar and Dasholi
151
Tehri Garhwal
Jaunpur, Pratapnagar, Devprayag and Bhilangna
227
Uttarkashi Mori, Naugaon, Dunda and Purola
171
The cumulative expenditure of the project as on 31st March 2012 has been INR 107.2 crores against
approved AWPB of INR 154.1 crores (67 % achievement), while in the current financial year, the
expenditure was INR 21.52 crore against target of INR 39.61 crores, (54 % achievement). The
financial progress of IFAD contribution to project as on 31st March 2012 was INR 88.66 crores
against total contribution of INR 112.21 crores, which is 79% of the proposed contribution by IFAD.
The project has following components: Component A: Pre-Project Implementation (completed before project start) Component B: Empowerment & Capacity-Building of communities & support organizations Component C: Livelihood Enhancement and Development Component D: Livelihood Support System Component E: Project Management
The component wise summary of progress made in reporting period is summarized in the following pages:
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2. COMPONENT B: EMPOWERMENT AND CAPACITY-BUILDING OF
COMMUNITIES AND SUPPORT ORGANIZATIONS
The primary objective of this component is to build CBOs with ability to make an informed choice,
plan and manage livelihood activities in a micro-enterprise mode. CBOs would have two growth
trajectories i.e. social development and economic growth. The project mainly focused on the
economic growth trajectory. But, the initial capacity building and community mobilization is essential
to prepare the community to pursue both economic growth and social development growth
trajectories. In order to achieve this, effective mechanisms to foster democratic decision-making,
ownership and sustainability, and to demonstrate strengths in working as groups rather than
individuals were built. The project is working with 19 NGO partners, 34 federations and one PACS to
implement the activities of this component.
2.1 Poverty Analysis and Targeting:
Well Being Ranking or Wealth Ranking was conducted in every project village to obtain a core data, to be used to categorise the HHs in the project area as per their well being status. WBR is based on a composite index covering social, economic and infrastructure indicators and physical, financial, human, and social and natural resources possessed by the ranked household. The data is further analysed to benefit the ultra-poor and hardcore poor and those who are just above the poverty line. It has been observed that due to very smallholdings and the very low productivity of the land, most households in the project area live by maintaining a diversified pattern of occupations as no single activity provides sufficient resources to entirely insure their livelihood. In view of the existing economic differentiation and the added problem of significant social differentiation in the project areas it was found important that the project identifies the very poor and prioritises its actions focusing them. The Project serves the poorest household by selection of the families with a relatively high incidence of poverty and higher ratio of scheduled caste or scheduled tribe populations, using available natural resources more productively through appropriate small scale intervention with affordable technologies, and focusing demonstrations on households below the poverty line. The project completed the second stage of the well being ranking exercise for all 959 project villages. The exercise covered over 63 thousand households of the project villages. Nearly 46 thousand of these belong to the project target group and the project has covered the target 42690 households. Based on the JRM recommendations the project has categorized the project households into four categories and the details of the well being ranking (WBR) exercise compiled district wise are given below:
SN District Category of households as per WBR
Total
Project
target HHs I II III IV
1 Almora 1779 3304 2839 3331 11253 7922
2 Bageshwar 1745 4490 3205 3626 13066 9440
3 Chamoli 1951 3806 2849 4057 12663 8606
4 Tehri 2531 5990 3713 2417 14651 12234
5 Uttarkashi 1090 4015 3373 3295 11773 8478
Total 9096 21605 15979 16726 63406 46680
% coverage 14 34 25 26 100
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Note: Category I = Vulnerable, Category II = hardcore poor, Category III = hovering above the
poverty line, Category IV = Well off.
The WBR category wise details of households covered in SHGs are summarized in the following
table:
District Project target HHs
HHs Covered
under SHG Category of HH as per WBR in SHGs
I II III IV
Almora 7922 7249 1027 2761 2221 1240
Bageshwar 9440 7371 546 3061 2248 1516
Chamoli 8606 6879 314 2594 2280 1691
Tehri 12234 9231 1033 4021 2848 1329
Uttarkashi 8478 6243 437 2639 2422 745
Total 46680 36973 3357 15076 12019 6521
% coverage 100 9 41 32 18
The sub-components implemented under this component are:
1-Community Empowerment,
2- Facilitation through NGOs and
3- Interventions to reduce women’s drudgery.
2.2 Community Empowerment:
Community empowerment is vital to effectively implement the project activities. For effective capacity building of community and CBOs, the selected FNGOs were trained on the best practices related to community mobilization to ensure mobilization of quality CBOs. In addition, the project also focus on the CBOs that exist in the project area. The project adopted SHG methodology to mobilize groups within the selected blocks in the project area. The first step in SHG mobilization include mobilizing the community around a low cost and community funded social action that would benefit the entire community. The project worked with existing SHGs wherever possible and mobilize new SHGs in other areas. This activity thus became an interface activity between the community, project facilitating agencies and the PRIs. The SHG mobilization methodology, promotes groups of 10-20 members, develops its capability to undertake savings and credit and then works towards SHG-FFI Linkage. The capacity of these SHGs were further developed for undertaking other livelihood and social development activities. The project area is characterized by compact villages with 50-60 households, social capital is high and the gender based work allocation is well entrenched. Drudgery to undertake household chores and especially tasks related to food processing is high. In order to improve the quality of life of women and to enable them to undertake micro-enterprise, efforts were made to reduce their drudgery. The project facilitated the NGOs through training, exposure visits and leverage fund to assist the SHGs in pursuing the social development growth trajectory. The empowerment and capacity building of communities and support organizations component has four major activities. They are: (i) identifying and building capacity of support organizations; (ii) community mobilization using SHG methodology; (iii) establishing linkage of SHGs to the SVCC to
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pursue economic growth trajectory; and (iv) assisting the community to undertake social sector activities by sourcing funding from PMU/DMU. The selected FNGOs and federations were provided funding to establish cluster level offices and to employ Block Coordinators and Group Promoters to undertake SHG mobilization and other related activities. Adequate training were provided to the FNGOs in the key areas of assistance which include (i) SHG Development which would cover social mobilization, accounts and bookkeeping, monitoring and evaluation and institutional linkages; and (ii) participatory processes in community institution building and micro-planning.
SHG Development training covered the topics of Gender sensitization; Participatory processes and social mobilization; Methods of communication and importance of feedback; Wealth ranking and identifying resource poor households; Exploring the credit needs, credit sources and savings ability of the group members; Facilitating SHGs to evolve their own rules and modifying rules with experience- important aspects to remember while framing rules of the SHGs and to make the group own the rules; Accounting system for SHGs; Establishing linkage with FFIs; Leadership and Monitoring system and self-evaluation of SHGs. Participatory Processes and Micro-planning training covered topics related to Participatory Rural Appraisal (PRA) techniques, Participatory poverty analysis, Vision building and Micro-planning.
During the reporting period capacity building of community and project staff was taken special care so that the livelihood enhancement and development component build on the existing strengths of the community and in coming years assist the SHG members to move up the value chain by up-scaling production and by establishing the required backward and forward linkages. A number of capacity building programmes in the key areas of assistance have been organized for NGO staffs to prepare them to take over the project functions. The training programmes covered two broad aspects i.e. Federations development which covered social mobilisation, accounts and book keeping, monitoring and evaluation and institutional linkages; and Participatory processes in community institution building and micro-planning. The BCs and GPs were also trained in reporting requirements. Important trainings provided to project staff and community is summarised below.
The progress made in Community empowerment component is given below:
S
No
Particulars
Annual Targets and achievements
2011-12
Cumulative Targets &
Achievements target
Targets Achieve-
ment
Achieve
ment % Targets
Achieve-
ment
Achieve-
ment %
1 No. of CBOs NT* 5 NA* 4,000 3,924 98
Training to Staff Training to Community
• Enterprise development,
• SHG accounting and book keeping,
• Health Modules,
• Presentation skill & report writing
• RTI & MNREGA.
• Accounting Training to maintain Federations accounts.
• Federation development
• Monitoring and evaluation
• Transitional literacy
• Accounting & Book Keeping
• Vision Building & their Networking
• Leadership development
• Governance issues
• Institutional management
• Presentation skill & report writing
• RTI & MNREGA
• Business planning of federation
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Total SHGs 2 3,559
New SHGs 2 3,166
Adopted SHGs - 394
Federations 3 71
Van Panchayats - 294
2 Membership in SHGs NT 104 NA 40,000 36,973 93
3 Membership in CBOs NT 104 NA 42,690 42,979 101
4 Saving of SHGs
(Rs. In million)
24.1 15.2 63 80 75.7 95
5 Intra loaning amt.
(Rs. in million)
35 35.7 102 120 186.3 155
6 SHGs receiving Seed
Capital
625 713 114 7,000 5,622 80
7 Seed capital
(Rs. in million)
1.46 0.75 51 14 13.4 96
8 No. of SHGs linked with
bank (CCL)
337 83 25 2,400 2,146 89
10 No. of SHGs under
federation
381 292 77 3,200 3,111 97
11 No. of SHG members
under federation
13,060 8,874 68 32,000 27,814 87
*NT- No Targets (Targets almost achieved); *NA- Not Applicable
Women have been brought to the level of social participation in the group meetings and their overall
awareness levels have been increased. Of the total 36,973 households covered under SHGs,
35,293 (95%) are women. Conscious effort was made to involve women in the economic activities
with special focus on improved technology for drudgery reduction. Project is covering poor women
headed households in the SHGs and as part of livelihood interventions. During meetings of the
SHGs focus is made by the NGO staff to ensure their participation. The International Women’s day
celebrations are organized every year with the full involvement of SHGs and their federations.
Involvement of PRI representatives resulted in organizing 1,945 VLCC and 35 BLCMC meetings and
12 DLCMC meetings. The discussions in the meetings have led to awareness building of
stakeholders on project progress and necessary guidance and convergence. More importantly the
forums created under project has provided opportunities to SHGs & federations to articulate their
need areas. Some of the important decisions include convergence of MNREGA and plantation of
fodder grass activity under ULIPH.
Capacity building of the SHG members was enhanced through SHG modules. Various modules
(SHG, gender, health, transactional literacy etc.) were used for building capacity of SHG and
federation members. In the reporting period, more focus was given on issues related to governance
of federations, record keeping, entrepreneurship development and health issues. The SHGs were
motivated to circulate money as much as possible for intra-loaning and use it more for productive
purposes. A total of 288 capacity building programs were organised for community benefitting
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12,258 SHG members. As of date 100% SHG members have been imparted the training program.
The progress in capacity building programs imparted to community and project staff during reporting
period is summarized below.
Progress in Capacity Building Programs during 2011-12
SNo Particulars
Unit Annual targets for 2011-12
Achievement in 2011-12
Achievement %
No of prog.
No of parti.
No of prog.
No of parti.
No of prog.
No of parti.
1 Training for staff
No. 20 590 72 943
360 160
2 Training for beneficiaries
No. 79 1741 99 3333
125 191
3 Exposure visits No. 24 488 27 646 113 132
4 Workshop No. 144 5990 162 8279 113 138
SHG self evaluation exercise has helped the SHGs on their status and the members take corrective
actions wherever required. The audit process has helped build up the credibility of SHGs and helped
in availing CCL from banks apart from building the confidence of SHG members. Participatory NGO
assessment exercise at district level involving PRI members, line department representative, FNGO
partners and the project gave valuable inputs for project implementation.
Impact of the capacity building programme:
• SHG members have started visiting financial institutions for availing loans and other financial transactions.
• SHG- Federation members are able to maintain their books of accounts by themselves.
• Women are participating in decision making process in and outside of their family.
• Women have started discussion on social issues like gender discrimination, dowry, alcoholism, girl education, maternal & child health etc.
• Community had adopted high yielding seeds and modern techniques in agriculture and allied sectors.
• SHG-Federation members are also using loans for the enterprise development.
• SHG-Federation members have started approaching to the District project office and other govt. department for availing benefits of Govt. programs and giving feedback/suggestions.
• The SHG-Federation members playing important role in beneficiary selection and collwction of community contribution.
• The members of SHG-Federation have also started dialogue with the PRIs on the issues related to village development.
• The social status of women has increased in the society.
2.3 Formation and Empowerment of SHG Federations:
To provide back up support in capacity building, forward and backward linkages, assisting in collective marketing endeavours, to transmit technical know-how, Self Help Groups have been federated into cluster level Federations. These federations are registered under the Self Reliant Cooperatives Act- 2003.The major objectives of these federations/cooperatives are:
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• To form/strengthen models, which will provide different services to the beneficiary according to Geographical area
• To give different social services to the members of SHGs such as health, education, looking after SHGs etc
• To do different business activities like collective marketing, Input-put centers etc. identified by cooperatives according to the need of the area
• Super vision/implementation of the project in clusters where the FNGO has withdrawn or is going to withdraw.
• Coordination and convergence with various line departments for different types of schemes. A total of 71 SHG federations have been formed at cluster level in the project of which 65 are registered under Self Reliant Cooperative Act – 2003. The total membership of federations are 27,814 covering 3,111 SHGs having share capital and corpus of Rs. 13.45 million.. These Federations are first step in formation of collective institutions of SHGs. The details of district wise cooperatives are summarized in the following table. S.N District No. of
villages
No. of
federations
Registered
federations
No. of SHGs Membership
1 Almora 206 11 10 544 4,867
2 Bageshwar 207 11 11 627 7,285
3 Chamoli 151 19 14 702 4,427
4 Tehri 227 13 13 703 7,151
5 Uttarkashi 171 17 17 535 4,084
Total 959 71 65 3,111 27,814
A total of 34 federations are associated with project in the capacity of service providers for the
activities of community mobilization and livelihood promotion of project communities. Taking vital
learning from the exposure visits, project is now working upon with the community with a process of
self generated business discipline for better bargaining power of their enterprises in the market
linkage of federation. The total business turn-over of federations is Rs. 20.1 million in the reporting
period. The federations have started building their vision which includes both social as well as
financial interventions. The federation members realize the importance of entrepreneurship and have
started working on it by taking ownership of input-output centres, grocery shops and other
enterprises through business plans. Internal and external audit of these federations with the help of
Compliance auditors and CAs is being done to maintain transparency and proper record keeping.
The federations are regularly monitoring and identifying beneficiaries who have not been benefited
or are facing problems in getting pensions of different social security schemes such as old-aged
pension, widow pension, handicap pension through social welfare department. Also these
federations are promoting livelihood activities through convergence from line departments and
carrying out activities like managing CMRE, processing units etc. One of the main achievement of
the year was collective marketing of traditional agricultural crops through federations.
United Nations has declared Year 2012 as “International Year of Cooperatives”. Therefore, to
strengthen the federations, project has taken following important initiatives in the reporting year.
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1- Calendar cum planner of activities: To regularly plan and implement the activities of
federations, a calendar cum planner has been developed for federations, which contains month
wise scheduled activities essential for federation. Accordingly, Board of Directors can plan their
activities each month and implement and monitor them.
2- Federation training module: As per the need of federations that simple training module is
needed which they can independently use for the capacity building their members. It has four
parts (Concept of federation, Registration, Roles and responsibilities of representatives and
management). This module can be used for reference by federation members.
3- Federation Help Line (FHL): For good governance and trouble shooting in federation related
issues, the project has operationalised a Federation Help line (09410102345) from 1st March
2012 onwards. As part of programme, consultant himself communicates with each federation
twice a month and gives his inputs. Where there is no connectivity, communication through post
is done on regular basis. Through this service, the consultant provides important information and
suggestions to federations during their monthly meetings. All the communications are uploaded
on Google docs. from where the project staff can share the documents and plan, analyze and
work accordingly.
4- Good Governance Initiatives: For good governance in the federation, indicators have been
developed through participatory exercises and training has been providing to federation
representative to monitor accordingly. This year, there have been improvements in the legal
formalities, leadership change, decision making and transparency.
5- Implementations of the project through federation: As per withdrawal plan, 34 federations
were the implementing agency of the project in their respective clusters. They were provided
necessary staff, office and other facilities. In the coming financial year all the 54 cluster will be
implemented by the federations.
6- Support to federations- To support the federation for business plan development, a three level
committee has been constituted which will analyze and recommend for financial support to the
federation according to set norms. Two federation of Chamoli were sanctioned Rupee 2.44 lakhs
as financial support.
7- Capacity building of federation- A special training program for data entry operators of
federations was organized in October, 2011 for capacity building on accounting and tally.
Further, financial institutes have been selected to streamline the accounts of all the federations in
districts.
Major Activities being carried out by Cooperatives/Federations: Social Activities-
• Cooperatives are regularly monitoring and identifying beneficiaries who have been not benefited or are facing problems in getting pensions of different social security schemes.
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• To promote health, hygiene and sanitation, cooperatives are facilitating beneficiaries to construct toilets in coordination with SWAJAL project.
• Cooperatives are playing important role in beneficiary selection and collection of community contribution.
• 4,272 Health Smart Card to SHG members were facilitated by federation in project districts. Business Activities-
• Cooperatives are promoting collective production, value addition and marketing of vegetables, spices, and other traditional crops using brand name ‘Naturally Pahadi’.
• Community based responsible tourism is practiced in all project districts through cooperatives.
• In all project districts, cooperatives are successfully managing Input-output centers for fetching community needs of input supply and marketing of surplus produce.
• Collective milk marketing is a successful venture of cooperatives in all project districts doing business of more than Rs. 11 million annually.
2.4 Interventions to reduce women’s drudgery:
Under the sub head Interventions to reduce women’s drudgery, interventions were made for
improved tools, vermi-composting, improved fodder, sanitary latrines, energy saving devices, water
pitchers, cattle troughs and improved chulhas (stoves). Federations have started efforts to saturate
the clusters with napier & composting. Both the activities are helpful in drudgery reduction as well as
augmenting the input supply for dairy and organic farming. Fully saturated villages under napier are
40 & by vermin-composting are 50. The achievements of important interventions against the annual
targets are given in following table.
Progress in Drudgery reduction interventions during 2011-12
SNo Particulars
Unit Annual targets for 2011-12
Achievement in 2011-12
Achievement %
No of prog.
No of parti.
No of prog.
No of parti.*
No of prog.
No of parti.*
1 Agricultural impliments
No. 3807 3807 7999 6483
210 170
2 Sanitary Latrines
No. 950 950 1022 1022
108 108
3 Vermi compost pits
No. 2082 2082 2155 2155
104 104
4 Energy saving devices
No. 1000 1000 980 1189
100 144
* due to replication by purchasing at own cost or covering more beneficiaries from the same amount
Project tracked the adoption rate of drudgery reduction initiative. It was discovered that the focus of
the project to address livelihoods needs first through drudgery reduction initiative paid off as shown
by rapid on cost adoption. Replication of vermi-pits (49%), grasses (151%), improved tools (41%)
was carried out. Average saving of two hour per day was observed through adoption of drudgery
reduction interventions.
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2.5 Learnings of Component B
• Selection of villages using Zoning exercise was a transparent, participatory and learning
exercise.
• Targeting strategy and methodology was unique using WBR for selection of poor households for
mainstreaming I project activities.
• Multi-purpose federation at cluster level are working effectively for addressing social & business
issues.
• Systematic implementation of capacity building modules for SHGs and federations as per the
local context has been useful.
• SHGs federations are moving towards economies of scale of local produce.
• The federations need capacity building, marketing and infrastructure support to carry out its
activities efficiently.
• Promotion of drudgery related initiatives have significantly contributed towards reducing the
workload of women mainly through availability of fodder, agriculture implements, demonstrations
of improved agriculture techniques viz. vermi compost pits, cattle troughs etc.
• Drudgery reduction interventions have impacted by reducing women’s drudgery, saving of
energy and time and ensured women’s involvement in village development.
• Convergence with government agencies including social welfare department improved the
project image amongst beneficiaries. Also poorest supported with pension and other Govt.
schemes.
• Collective Marketing of vegetables, spices, traditional crops, milk etc. through federations was a
successful endeavour for uniting community for collective production and ensuring fair returns of
the produce marketed.
In Component B the financial achievement was Rs. 45.5 million against target of Rs. 59.3 million which was 77 % of annual target.
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3. COMPONENT C: LIVELIHOODS ENHANCEMENT AND DEVELOPMENT: The Livelihood Enhancement and Development component comprises of interventions in Agriculture, Horticulture, Soil and water conservation, Livestock, Forestry, Eco-tourism and off-farm activities. During the year the project narrowed down its activities into value chain based interventions into the following activities under each sector:
• Agriculture: Organic farming, Seed Production, Apiculture
• Horticulture: Off-Season vegetables, including soil, water resource.
• Livestock: Kuroiler & Micro Dairy
• Forestry: Medicinal Plants & Enterprise oriented Van Panchayat.
• Ecotourism and off-farm activities: Community Tourism & Rural Non-farm sector
During the reporting year, ULIPH project conducted 11965 demonstrations, 492 training programs, 191 exposure visits and 172 workshops for farm and off-farm activities. A total of 37618 participants were involved in the programs including about 80% female participation. Cost sharing of the demonstrations was done with at least 30% of the total cost being taken from the beneficiary. All the persons selected were as per wealth being ranking exercise conducted by project. Inputs provided, if any to well-off farmers in the project area were on full cost basis. Under capacity building programs training programs, exposure visits and workshops were organized in the areas of Organic farming, Seed Production and Apiculture, off season vegetable cultivation, on farm water management, water harvesting structures, livestock health, feed and breed management, backyard poultry rearing, medicinal aromatic plant cultivation, eco-tourism & off farm activities covering 7378 households. Similarly, demonstrations were organized in agriculture, horticulture, water harvesting structures, poultry, dairy, MAP, forestry development, ecotourism and off farm sectors. The overall progress related to capacity building and demonstration activities in Component-C during the reporting period is given in the following table:
Particulars Unit
Targets for 2011-12
Achievement in 2011-12
Achievement %
Prog. Parti. Prog. Parti. Prog. Parti.
Trainings No. 591 14270 492 15442 109 108
Exposures No. 225 5028 191 4417 94 88
Workshops No. 412 21911 172 10838 53 49
Sub Total No. 1228 41209 855 30697 70 74
Demonstrations No. 14726 48154 11965 37618 62 78
WBR category and gender wise details of persons covered under Component C interventions are given below:
Particulars Total HHs
WBR Gender
I II III IV M W
Trainings 15442 1277 7212 5643 1310 5461 9981
Exposures 4417 751 1869 1457 340 2340 2077
Workshops 10838 1789 4690 3443 916 3174 7664
SubTotal 30697 3817 13771 10543 2566 10975 19722
Demonstrations 37618 4932 15663 13780 3243 7694 29924
The overall financial achievement in Component C was Rs. 103.5 million against target of Rs. 189.1 million which was 55 % of annual target.
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3.1 SUB COMPONENT: AGRICULTURE Under the agriculture sub-component key value chain based activities identified were organic farming, bee-keeping and seed production. The interventions resulted in establishment of 110 MEs, 33 SMEs and 6920 IGAs. Under A total of 238 capacity building programs including training programs, exposure visits and workshops were organized for Organic farming, Seed Production and Apiculture benefitting 8651 households. Similarly, 3533 demonstrations covering 12466 HHs were organized for organic farming, seed production, power-tillers, light traps, apiculture etc. The overall progress made by project during the reporting period covering capacity building and demonstration activities is given in the following table:
Particulars Unit
Targets for 2011-12
Achievement in 2011-12
Achievement %
Prog. Parti. Prog. Parti. Prog. Parti.
Trainings No. 213 5640 186 6960 87 123
Exposures No. 37 720 37 804 100 112
Workshops No. 31 1260 15 887 48 70
Sub Total No. 381 7620 238 8651 62 114
Demonstrations No. 4188 16567 3533 12466 84 75
WBR category and gender wise details of persons covered under agricultural interventions are given below:
Particulars Total HHs WBR Gender
I II III IV M W
Trainings 6960 361 3286 2657 656 2051 4909
Exposures 804 66 410 270 58 418 386
Workshops 887 104 404 304 75 429 458
Sub Total 8651 531 4100 3231 789 2898 5753
Demonstrations 12466 1395 5215 4637 1219 3124 9342
Individual Household based activities: 1. Organic Farming: Organic farming is the key value chain being developed under the project
covering all project districts with the mandate of environmental safeguards and sustainable food security of the poor farmers. In the reporting period 2,898 ha. area with 9,912 HHs from 200 project villages were covered under organic farming certification. The activity was carried out with the support of UOCB, USOCA and other organic service providers for capacity building at grassroots level, certification and documentation activities. To promote and smooth implementation of organic farming at grassroots level, 33 CRPs have been trained and placed in the project area. They are providing their services to the beneficiaries/federations for the grounding of organic farming activities.
2. Seed production linkages with Uttarakhand Seeds and Tarai Development Corporation (USTDC): Crops of kharif and rabi were taken up for seed production using foundation and breeder seed. Various improved varieties of Paddy (VL-154, VL-85, VL-65), Maize (Vivek-135),
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Finger millet (VL-149), Urd (PU-35), Soyabean (PS-1092), Wheat, Barley, Lentil (VL-406), Arhar (ICPL), Gahat (VLG-8), Ugal (VLU-7), Ramdana (VL-44), traditional red rice and red rajma were demonstrated in 667 ha area with 6,521 HHs from 372 villages of all project districts. Buy back arrangements were also ensured through USTDC with price premium realized in the range of 30-40%. In Chamoli, 110 ton seed was produced of which 45 ton was buy-back by TDC.
3. Beekeeping: Bee keeping intervention was done with the vision of indirectly supporting the
organic value chain through increase in cross pollination, besides direct benefit of honey production thereby creating income generating activities. The strategy of beekeeping included the improvement and up gradation of traditional wall hives as well as using the improved boxes. During the year, 950 wallhive improvement, 144 bee boxes and 2 honey processing units were demonstrated. From apiculture interventions, 18 qtls of honey was produced of which 10 qtls was marketed in Chamoli district.
4. Community Resource Persons (CRPs): CRPs were trained and established for providing their services under organic value chain as agri-extension service providers in all districts in the activities related to filling up of Organic farmers diaries, as extension worker for organic farming, apiculture and seed production activities, soil testing and collective marketing/IOC. Presently, 33 CRPs and 5 Internal Inspectors are providing services to the beneficiaries in agriculture sector.
5. Power tillers: A total of 8 Power Tillers were demonstrated in district Bageshwar as an individual activity with the intention to promote improved mechanized ploughing inputs for filling the lag between traditional & contemporary agriculture inputs. The power tillers are rented out to other villagers by the individual entrepreneurs as the running cost not only economical but time saving and drudgery reduction also. Power tillers are owned by individuals and earning approx. Rs. 10000- 15000 per annum.
6. Other technologies demonstrated includes light traps, BD heap preparations/bio-pesticide units etc for providing support to Organic farming value chain activities in all project districts.
SHG/Federation based activities: 1. Collective Marketing: Collective marketing of surplus produce was ensured through respective
federations. A total of more than 465 quintals of traditional crops like finger millet, barn yard millet, Amaranthus, soybean etc. were marketed to Patanjali Gramodyog, Haridwar and other buyers from the region, which gave 20-30% premium to the producers and federations.
2. Input-Output centres: The main objective of the Input-Output centres is to address the issues related to availability, cost and quality of input requirements of farmers for crop production and marketing of surplus produce. 22 such centres were established through Federations in Almora, Chamoli and Tehri district.
3. Organic Buyer Seller Meet were organised in Tehri and Uttarkashi districts. The objective of the intervention was to collect the flow of marketable surpluses production through developing collective procurement system at community level developing market linkage for collectively collected produces of organic farming through SHG federation.
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Major Achievements in Agriculture sector in 2011-12 is summarized in following table:
SN Particulars Unit Total
1 Area under organic farming certification Ha 2,898
2 HHs associated with organic farming No 9,912
3 Villages covered No 200
4 Area under seed production Ha 667
5 HHs associated with seed production No 6,521
6 Villages covered No 372
7 Bee boxes demonstrations No 144
8 Wall hive improvement No 950
9 HHs associated with apiculture No 798
10 Villages covered under apiculture No 66
11 Power tiller demonstrations No 8
12 IOCs developed No 22
13 CRPs developed No 33
14 Other demos (Light trap, biopesticide unit, BD Heap etc) No 1,909
15 Business turnover in agriculture sector Rs (lakh) 168.42
Replication trends were observed in the activities related to organic farming, seed production, light trap adoption, power tiller adoption, apiculture and bio-pesticide preparation in all project districts. Technical Collaboration Partners:
The following agencies were associated with the project in the agriculture sector to provide
agricultural inputs and technical assistance in activities related to demonstrations, training and
exposure visits as well as hand-holding support.
Partner Organisations Areas of Assistance
Government institutions
Uttarakhand Organic Commodity Board,
Dehradun
Training on Organic Farming, Internal Control System
Procedure and certification
Uttarakhand State Seed And
Certification Agency, Dehradun
External inspection of organic crop production, Internal
Control Systems for organic certification.
Uttarakhand Seeds and Tarai
Development Corporation, Pantnagar
Technical assistance in seed production, supply and
buy back of agricultural seeds
Agriculture department, Uttarakhand Coordination of seed production programme
Vivekananda Parvatiya Anusandhan
Shala, Almora
Package of practices for cultivation of traditional crops.
Procurement of light traps, capacity building of project
team and community members, purchase of seeds.
GB Pant University of Agriculture and
Technology, Pantnagar
Package of practices for cultivation of kharif and rabi
crops, capacity building of project team and community
24
members, purchase of seeds.
GB Pant University, Ranichauri, Tehri Package of practices for cultivation of traditional crops.
Krishi Vigyan Kendra, Gwaldam
(Chamoli), Kafligair (Bageshwar),
Chinyalisaur (Uttarkashi), Dhakrani
(Dehradun)
Package of practices for cultivation of Traditional crops,
Training/exposure on seed production & organic
farming technology.
Organic Training Centre, Majkhali;
Almora
Technical assistance on organic farming/certification
Private sector agencies/ NGOs
SAMVEDI, Dehradun Service provider of organic value chain in Bageshwar,
Chamoli, Tehri and Uttarkashi districts
Patanjali Gramodyog, Haridwar Procurement of coarse millets & other traditional crops
SUVDHA, Haldwani Service provider of organic value chain in Bageshwar
district
NAVDANYA Training/exposure on organic farming
Benwal Apiary, Pokhri (Chamoli) Traditional Apiculture promotion technology (wall hive
improvement) in Chamoli
Village Development Society, Haridwar Training on Organic farming for Bageshwar
The financial progress achieved in Cost Table 5/ Agriculture sub component during the reporting period was Rs. 19.0 mn against budget of Rs. 38.1 mn. which is 50 % of the budget planned.
3.2 SUB COMPONENT: HORTICULTURE Under the horticulture sub-component key value chain based activities identified was off-season vegetables. A total of 242 capacity building programs including training programs, exposure visits and workshops were organized for off season vegetable cultivation, poly house and poly tunnel, floriculture, mushroom production technology, value addition benefitting 8015 HHs. Similarly, 711 demonstrations benefitting 14014 HHs were organized for off season vegetable cultivation, spices cultivation, poly house, poly tunnel, floriculture, mushroom production, value addition etc. The overall progress made by project during the reporting period covering capacity building and demonstration activities is given in the following table:
Particulars Unit
Targets for 2011-12
Achievement in 2011-12
Achievement %
Prog. Parti. Prog. Parti. Prog. Parti.
Trainings No. 77 1540 75 2118 97 138
Exposures No. 89 1965 77 1841 87 94
Workshops No. 184 11421 90 4056 49 36
Sub Total No. 350 14926 242 8015 69 54
Demonstrations No. 1531 20426 711 14014 46 69
WBR category and gender wise details of persons covered under horticultural interventions are given below:
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Particulars Total HHs
WBR Gender
I II III IV M W
Trainings 2118 193 942 783 200 1055 1063
Exposures 1841 238 735 681 187 968 873
Workshops 4056 709 1593 1288 466 1248 2808
Sub Total 8015 1140 3270 2752 853 3271 4744
Demoonstrations 14014 1716 5553 5459 1286 1329 12685
Individual Household based activities:
1. Off-season vegetable cultivation: The objective of off season vegetable intervention is for income generation as cash crops. During the reporting period, interventions were made in 902 hectare of land with 10,209 HHs from all project villages. Improved package of practices/production technology, good varietal intervention along with group marketing of the produce were the major areas of interventions under this activity. The produce was mainly marketed to the local markets at Bageshwar, Dehradun, Vikasnagar, Almora, Gopeshwar-Chamoli and other local markets.
2. Spice cultivation: This intervention was done in 73 ha. land involving 1,149 HHs from all project districts. Major crops demonstrated were ginger, garlic, turmeric, chilli. Improved varieties and better package of practices/production technology were the major areas under the demonstration. Better storage practices mainly for ginger and turmeric were also being demonstrated.
3. Other Demonstrations includes vegetable seed production of French bean and pea in 4 ha of land by 86 progressive farmers in Bageshwar and Tehri districts, European vegetable cultivation (snow pea, jucini etc) in 5 ha of land by 75 farmers in Almora district.
SHG/Federation based activities: 1. Collective marketing intervention: Collective procurement of agricultural produce was
practiced by federations for fetching better prices and minimizing the interference of intermediaries and build business sense to SHG federation for rural marketing. This year the project emphasized on harnessing better benefits from collective marketing and it has shown better results in pea marketing in Saptrishi cooperative of Naugaon Block of District Uttarakahsi who collectively marketed 565 qtl of pea to Dehradun and Chandigarh mandi in April 2011. The net income was Rs. 4.5 lakhs with Rs. 5838 profit to federation. Simultaneously federations of other district are also gearing up for collective marketing of offseason vegetable (Tomato, Capsicum, French bean, Cabbage and potato) in regional and broader market and local markets as per their reach and volume of produce.
2. Demontration of forward linkage/marketing: During the reporting year, the demonstration support for forward linkage/marketing was given to 10 cooperatives for enhancing their better marketing skill through the support of better packaging material in order to help them achieving the better premium of their produce.
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3. Demontration of federation retail outlet: In Chamoli district, a federation retail outlet was opened in March 2012 for marketing of various agricultural produce, handicraft products etc. Average sale is around 80,000 per month and it is expected that this outlet will play a promising role for providing a forward linkage support to all other cooperatives in the district to out market the surplus produce at good premium.
Major Achievements in Horticulture sector in 2011-12 is summarized in following table:
S.N Particular Unit Total
1 Area under OSV Ha 902
2 HHs associated with OSV farming No 10209
3 Area under Spice cultivation Ha 73
4 HHs associated with spice cultivation No 1149
5 Villages covered No 652
6 Business turnover in horticulture sector Rs (lakh) 179.11
Replication trend were observed in the activities related to off season vegetable cultivation including European vegetables, spices cultivation, low cost polyhouses, agricultural implements etc. in all project districts.
Technical Collaboration Partners:
The following agencies were associated with the project in the horticulture sector to provide inputs
and technical assistance in activities related to demonstrations, training and exposure visits as well
as hand-holding support.
Partner Organisations Areas of Assistance
Government institutions
Tarai Seeds Development Coorparation, Haldi
Pantnagar
Vegetable Seeds
Government Mushroom Center, Jeolikot, Nainital Mushroom production technology
G.B. Pant University, Hill Campus, Ranichauri
(Tehri)
Technical trainings, Fruit Plants
G.B. Pant University, Pantnagar Technical assistance for OSV, vegetable seeds,
communication material
SVCSG Horticulture College, Bharsar Capacity building and technical assistance in OSV,
spices
Dr Y S Parmar University of Agriculture &
Forestry, Solan
Technical training on OSV
NAFED, Rudrapur & Dehradun Vegetable Seed, Horticultural kits
CPRI, Modipuram, Shimla Potato seed
Model Floriculture Centre , GBPUA&T,
Pantnagar
Technical knowhow for Marigold & Gladiolus
production / Marketing
Directorate of Horticulture, Chaubatia, Ranikhet Package of practices for OSV,
KVK, Majhera, (Almora), KVK Kafligair Trainings, exposures and technical assistance, in
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(Bageshwar), Dhakrani, Chinyalisaur OSV, spices,
NCCF Dehradun Vegetable seeds & spice planting material
Mandi Society, Haldwani, Dehradun,
Vikasnagar, Rishikesh
Exposure visits, marketing of produce, workshops
Private sector agencies
HARC, Naugaon (Uttarkashi) Collective marketing of pea
CHIRAG, Nainital Training and exposure on collective marketing
Indo-Dutch Pvt Ltd., Bhimtal, Nainital Technical assistance, planting material supply
The financial progress achieved in Cost Table 6/ Horticulture sub component during the reporting period was Rs. 23.7 mn against budget of Rs. 55.8 mn. which is 42 % of the budget planned.
3.3 SUB COMPONENT: SOIL AND WATER RESOURCES
Under the soil & water resources sub-component the intervention were carried out related to providing support to farming system i.e. agriculture and horticulture. A total of 9 capacity building programs including training programs and exposure visits were organized for LDPE tank construction, on farm water management, roof water harvesting tank and community water tank benefitting 181 HHs. Similarly, 798 demonstrations benefitting 851 HHs were organized for micro irrigation, rain water harvesting tanks, LDPE tanks, ferro-cement tanks, water lifting pumps etc. Approximately 51 ha. land was brought under irrigation as a result of the interventions. The overall progress made by project during the reporting period covering capacity building and demonstration activities is given in the following table:
Particulars Unit
Targets for 2011-12
Achievement in 2011-12
Achievement %
Prog. Parti. Prog. Parti. Prog. Parti.
Trainings No. 12 240 7 118 58 49
Exposures No. 07 140 2 63 29 45
Sub Total No. 19 380 9 181 47 48
Demonstrations No. 770 744 798 851 104 114
WBR category and gender wise details of persons covered under soil and water resources related interventions are given below:
Particulars Total HHs WBR Gender
I II III IV M W
Training 118 11 77 25 5 93 25
Exposure 63 1 37 25 0 18 45
Sub Total 181 12 114 50 5 111 70
Demo. 851 54 406 374 17 424 427
Individual Household based activities:
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1. LDPE Tank/Ferro cement demonstrations: LDPE tank was promoted for promotion of OSV, exotic vegetable & spice cultivation in the project area through integrated water resource management techniques. Demonstrations of 485 LDPE tanks and 8 ferro cement tanks benefitting 493 farmers in all project districts each having 10 KL capacity (for an area of 0.1 ha. per tank) were organised to promote low cost water harvesting tanks. PVC pipes also demonstrated (115 demos in 102 villages) in Tehri district to support OSV value-chain and LDPE tank demonstration
SHG/federation based activities:
1. Water Harvesting Tanks: 25 stone masonry Water Harvesting Tanks with capacity of 15 KL capacity were demonstrated in district Uttarkashi benefitting 12 farmers. The primary focus of this activity is to link with off season vegetable cultivation. Water User committee have been formed for proper management of these community assets.
Major Achievements in Soil & Water Resources sector in 2011-12 is summarized in following table:
S.N Particular Unit Total
1 Area covered under irrigation Ha 51
2 HHs benefitted No 750
3 Micro Irrigation unit demonstrations No 70
4 Ferro cement Tank demonstration No 8
5 LDPE Tank demonstrations Ha 485
6 Irrigation Tank demonstrations No 25
7 Water lifting pumps/other demonstrations/pipe No 118
Technical Collaboration Partners: The following institutions/ agencies were associated with project
for providing technical inputs.
Partner Organisations Areas of Assistance
Government institutions
VPKAS, Almora Micro-irrigation training
Private sector agencies
Lok Kalyan Samiti; Mankote,
Bageshwar
Technical assistance on Roof Water Harvesting
construction
KVK, Kafligair, Bageshwar Training on irrigation system
CHEA, Nainital Technical assistance on Roof Water Harvesting construction
Grameen Mahila Vikas Samiti, Uttarkashi
Technical assistance on Roof Water Harvesting construction
The financial progress achieved in Cost Table 7/Soil & Water Resources sub component during the reporting period was Rs. 5.4 mn against budget of Rs. 7.8 mn. which is 70 % of the budget planned.
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3.4 SUB COMPONENT: LIVESTOCK Under the livestock sub-component key value chain based activities identified were backyard poultry (Kuroiler) and Micro Dairy. A total of 261 capacity building programs including training programs, exposure visits and workshops were organized for Micro Dairy, breed improvement, health management and feeding management, Kuroiler mother unit, backyard poultry rearing, paravet development benefitting 11435 HHs. Similarly, 6,631 demonstrations benefitting 8317 HHs were organized for Micro Dairy, breed improvement, Kuroiler mother unit, backyard poultry rearing, paravet development etc. The overall progress made by project during the reporting period covering capacity building and demonstration activities is given in the following table:
Particulars Unit
Targets for 2011-12
Achievement in 2011-12
Achievement %
Prog. Parti. Prog. Parti. Prog. Parti.
Trainings No. 141 3770 147 4620 104 123
Exposures No. 44 1240 49 1160 111 94
Workshops No. 160 8000 65 5655 41 71
Sub Total No. 345 13010 261 11435 76 88
Demonstrations No. 7776 7741 6631 8317 85 107
WBR category and gender wise details of persons covered under livestock related interventions are given below:
Particulars Total HHs
WBR Gender
I II III IV M W
Trainings 4620 488 2214 1564 354 1338 3282
Exposures 1160 406 461 230 63 688 472
Workshops 5655 958 2594 1737 366 1366 4289
Sub Total 11435 1852 5269 3531 783 3392 8043
Demonstrations 8317 1530 3668 2574 545 2537 5780
Individual Household based activities: 1. Backyard Poultry (Kuroiler) Rearing/backyard units: Kuroiler rearing under ULIPH has been
identified as an important activity for livelihood improvement of poor and land less farmers. In the reporting period, 50 rearing units and backyard units were supported with 79,910 chicks in all districts with average two rearing cycles. A total of 5,207 HHs were directly associated with Kuroiler activity in more than 300 project area villages of all project districts.
2. Kuroiler Mother units: Mother units have been established at cluster level for sustained supply
of chicks for poultry rearers. A total of 112 mother units of various capacities i.e. 500, 1000 and 2000 DOC capacity were established for rearing day old chicks for 21 days.
3. Low cost Kuroiler cages: 3,031 low cost cages were demonstrated in all project districts villages. The project provided support of Rs. 500/- per cage to the 29Kuroiler rearing unit, which reduced the incidence of damage from animals. With this intervention even the landless HHs are
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getting income & few of those HHs who are repeatedly repeating the cycles of 30Kuroiler rearing at backyards have made this activity into a profitable enterprise.
4. Micro dairy unit: 408 Micro dairy unit demonstrations were made in all project districts to support dairy value chain. Under the demonstration, support is provided for animal shed renovation with ventilation; water and drainage arrangement; Feed/green fodder management; Vaccination, Cow dung management, urine collection & utilization, milk quality management and purchase of utensils like milk cans. Prior to support, the beneficiary ensures bank linkage (term loan) for purchasing of two milch cattle.
5. Natural breeding centers (NBCs): 4 NBCs were established at cluster level in Tehri district with the objective of breed improvement in remote localities.
SHG/Federation based activities: 1. Fodder Banks have been established for meeting constraints of quality feed and fodder
availability. During the year, 23 such fodder banks were established in all project districts. These fodder banks are successfully running and supporting the dairy value chain by providing quality feed and fodder to farmers at affordable cost.
2. One centralized milk collection centre was established in Bageshwar district for collective procurement and marketing of milk. This included the provision of milk chillers to increase the shelf life of fresh milk as well as processed milk products. Paravets have been trained through ULDB who run these milk collection centers. At present > 1250 litres of milk is collected daily through 19 milk collection centres from all project districts doing annual milk business worth Rs. 1.1 crores.
3. Integrated Livestock Development Centres (ILDC) are functional for providing livestock
services in collaboration with Uttarakhand Livestock Development Board in all project districts.At present total 32 ILDCs have been established in the project area including 15 new ILDCs established in the reporting year. During the year, 1,244 AIs were done, 216 new calves were born, 169 no. castration were done, De-worming of 270 animals was done, first aid given to 606 animals and vaccination of 1865 animals were done through ILDC centres. The paravets also collected a levy of Rs. 52,150 from AI of animals.
4. ‘Providing facilities to shepherds for wool and livelihood improvement’ project was successfully implemented in Uttarkashi district through USWDB, under which treatment and vaccinations of 900 sheep & goats were done. Besides, camps were organised for wool harvesting and capacity building on goat and sheep rearing. USWDB also supported for marketing of 70 qtl. of wool through Khadi board.
5. The project has supported one feed formulation unit of 500 qtl monthly production capacity for supplying quality feed in district Bageshwar. The unit is processing local available course grains, finger millet, maize, soybean, and mustard cake etc for making quality feed. The federation is marketing the cattle feed in his brand name of “Saryu Pure Pashu Aahar” which is now becoming popular in the local market. All the federations are linked with this unit and in less than two months time, the federation has made a business of Rs 60,000/-.
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Major Achievements in livestock sector in 2011-12 is summarized in following table:
S.N Particular Unit Total
1 Micro Dairy unit demonstrations No 408
2 Kuroiler mother unit establishment No 112
3 Kuroiler rearing/micro unit establishment No 50
4 Kuroiler bara construction No 3031
5 Kuroiler chicks distributions No 79910
6 HHs benefited through kuroiler activity No 5207
7 CRPs developed No 15
8 NBC Bulls No 4
9 Fodder Bank/fodder nursery No 23
10 ILDC No 14
11 Other demos No 6
12 Business turnover in livestock sector Rs (lakh) 170.26
Replication trends were observed in the activities related to Kuroiler rearing, cage construction, Kuroiler Mother Unit establishment, fishery tank construction, model dairy development, fodder nursery development etc in various project districts.
Technical Collaboration Partners:
The following agencies were associated with the project in for proving technical inputs in livestock
and aquaculture for capacity building, training and exposure visits as well as hand-holding support.
Partner Organisations Areas of Assistance
Government institutions
Uttarakhand Sheep and Wool
Development Board (USWDB), Dehradun
Providing facilities to shephards for wool & livelihood
improvement & supporting sheep ILDC in Uttarkashi
Uttarakhand Livestock Development
Board (ULDB), Dehradun
Establishment of ILDC & paravet training, supply of
feed & fodder blocks, exposure visits
Animal Husbandry dept., Pipalkoti
(Chamoli) & Bahadrabad (Haridwar)
Supply of day old chicks in Garhwal region and
technical assistance
Chief Veterinary Officer, Animal
Husbandry Dept. In all districts
Animal Health, Hatchery , ILDC, fodder Bank, Para
vet kits, Veterinary camps, trainings
KVK, Kafligair, Pithoragarh Training on fodder crop cultivation
GB Pant University, Pantnagar Training on Dairy management and backyard unit
rearing, Value addition training for spices and coarse
grains
Private sector agencies
URPDP (SNK Sammark), Pant Nagar Training of kuroiler for establishment of mother units.
Supply of one day old chicks
The financial progress achieved in Cost Table 8/Livestock Sub Component during the reporting period was Rs. 34.4 mn against budget of Rs. 47 mn. which is 73 % of the budget planned.
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3.5 SUB COMPONENT: FORESTRY DEVELOPMENT Under the forestry sub-component key value chain based activities identified as Medicinal and Aromatic Plants (MAP) and Enterprise oriented Van Panchayat intervention. A total of 31 capacity building programs including training programs, exposure visits and workshops were organized for MAP production technology, forestry development etc benefitting 1073 HHs. Similarly, 92 demonstrations benefitting 1669 HHs were organized for MAP cultivation, community forestry plantation, nursery raising etc. The overall progress made by project during the reporting period covering capacity building and demonstration activities is given in the following table:
Particulars Unit
Targets for 2011-12
Achievement in 2011-12
Achievement %
Prog. Parti. Prog. Parti. Prog. Parti.
Trainings No. 40 880 21 750 53 85
Exposures No. 09 180 9 276 100 153
Workshops No. 15 440 1 47 7 11
Sub Total No. 64 1500 31 1073 48 72
Demonstrations No. 184 2,196 92 1669 50 72
WBR category and gender wise details of persons covered under forestry related interventions are given below:
Particulars Total HHs
WBR Gender
I II III IV M W
Trainings 750 166 338 200 46 336 414
Exposures 276 19 111 117 29 106 170
Workshops 47 5 22 19 1 43 4
Sub Total 1073 190 471 336 76 485 588
Demonstrations 1669 207 660 633 169 249 1420
Individual Household based activities: 1. Medicinal Plant cultivation: To take the maximum benefit of the unique climatic conditions &
added advantage of existing MAP crops in the project area, the MAP value chain was promoted through organisation of demonstrations of Kuth, Kutki, Asparagus, rosemary, Bulgarian rose, Aloe vera, lemon grass etc. In the reporting period, MAP cultivation was practiced in 65 ha. of land by 1,642 HHs from all project districts except Tehri district with the objective of utilization of barren land and protection against wild animals.
SHG/Federation based activities: 1. Community Forestry Plantations: Community forestry plantations were initiated in 147 ha of
32 Panchayat forests by planting of 99,300 seedlings of multi-purpose species in Chamoli and Bageshwar district.
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Major Achievements in Forestry sector in 2011-12 is summarized in following table:
S.N Particular Unit Total
1 Area under Plantation Ha 147
2 Plantation done No 99,300
3 Van Panchayats covered under plantation No 32
4 Area under MAP cultivation Ha 64.5
5 HHs associated with MAP cultivation No 1,642
6 Villages covered under MAP No 43
7 Business turnover in MAP sector Rs (lakh) 37.37
Technical Collaboration Partners:
The following agencies were associated with the project in for proving technical inputs in MAP and
forestry sector for capacity building, training, exposure visits, demonstrations and hand-holding
support.
Partner Organisations Areas of Assistance
Government institutions
Herbal Research Development Institute,
Gopeshwar, Chamoli
Demonstrations of kutki, asparagus and large cardamom
at Chamoli and technical trainings
HAPPRC, Srinagar, Pauri Garhwal Technical Support for MAP cultivation and kutki planting
material
Centre for Aromatic Plants, Selaqui,
Dehradun
Technical know how, Trainings, exposure visits
KVK Kafeligair (Bageshwar), KVK
Dhakrani
Training on MAP cultivation & fodder crop cultivation
Uttarakhand Bamboo and Fibre
Development Board, Dehradun
Development of Nettle fibre
CIMAP Garur, Bageshwar Training on production technology of MAP, planting
material
Organic India Pvt . Ltd., Lucknow, UP Marketing of MAP produce & organic Production of MAP
Alaknanda forest division, Gopeshwar Capacity building & exposure of Van Panchayats
HNB Garhwal University, Srinagar Training on MAP cultivation
Private sector agencies
Nandadevi Samajik & Paryavaran
Sansthan, Kandai
MAP nursery establishment – Techniques
DABUR India Ltd. Buy back agreement for MAP crops
Organic India Pvt . Ltd., Lucknow, UP Marketing of MAP produce & organic Production of MAP
Ankur Herbal farm & nursery, Ramdi
(Chamoli)
Capacity building in MAP cultivation and MAP planting
material supply
The financial progress achieved in Cost Table 9/Forestry Development Sub Component during the reporting period was Rs. 8.5 mn against budget of Rs. 15.1 mn. which is 56 % of the budget planned.
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3.6 SUB COMPONENT: ECO TOURISM AND OTHER OPPORTUNITIES (OFF FARM ACTIVITIES): In Uttarakhand, off-farm activities are as important as on-farm activities primarily because of less land holdings and this being the only sector which bring in customer to remote areas. Under ecotourism and other opportunities sub-component value chain based activities identified were community based responsible tourism (CBRT), home stays, community managed retail enterprise (CMRE), weaving enterprise, trekking tourism and various micro enterprises. A total of 74 capacity building programs including training programs, exposure visits and workshops were organized for eco-tourism and other non farm activities benefitting 1342 HHs. Similarly, 200 demonstrations covering 301 HHs were organized for rural non farm sector activities, spinning and weaving enterprise, community based ecotourism, community managed retail enterprises etc. The overall progress made by project during the reporting period covering capacity building and demonstration activities is given in the following table:
Particulars Unit
Targets for 2011-12
Achievement in 2011-12
Achievement %
Prog. Parti. Prog. Parti. Prog. Parti.
Trainings No. 108 2,200 56 876 52 40
Exposures No. 39 783 17 273 44 35
Workshops No. 22 790 01 193 05 24
Sub Total No. 169 3733 74 1342 44 36
Demonstrations No. 277 480 200 301 72 63
WBR category and gender wise details of persons covered under eco tourism and RNFS related interventions are given below:
Particulars Total HHs
WBR Gender
I II III IV M W
Trainings 876 58 355 414 49 588 288
Exposures 273 21 115 134 3 142 131
Workshops 193 13 77 95 8 88 105
Sub Total 1342 92 547 643 60 818 524
Demonstrations 301 30 161 103 7 31 270
Individual Household based activities: 1. Local Resource based Micro-enterprise (LRBME):- LRBME demonstrations were made for
establishment of various enterprises including service sectors as per the need of community. The
activity is important regarding promoting local resources and benefitting poor HHs. These
includes traditional crops & local produced based flour making machine, Spice grinding machine,
Grocery shops , forward linkage based enterprise and service centre like Kuroiler selling point,
repair shop, coffee shop, juice shop, etc. In the reporting period, equity support to 102
enterprises was given in Tehri district.
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SHG/Federation based activities:
1. Community Managed Retail Enterprises (CMRE): CMREs were promoted in the project area
with the objective to create market base for SHG and federation and to serve the community with
better services at fair price. During the reporting period, 8 CMREs were developed in Almora
district.
2. Community Based Ecotourism Project: under this activity 24 home-stays were developed in
Almora and Bageshwar districts. Besides revolving fund support was provided to two federation
in Tehri district to support eco-tourism activities.
Major Achievements in Ecotourism and RNFS sector in 2011-12 is summarized in following table:
S.N. Particulars Unit Total
1 Community based tourism outlets /home stays developed No 24
2 CMRE developed No 8
3 Spinning enterprise No 51
4 Rural non farm sector based enterprises No 102
5 Business turnover in RNFS sector Rs (lakh) 100.46
6 Business turnover in tourism sector Rs (lakh) 65.68
Technical Collaboration Partners: The following agencies were associated with the project in for proving technical inputs in eco-tourism, non-farm sector for capacity building, training and exposure visits as well as hand-holding support.
Partner Organisations Areas of Assistance
Institute of Hotel Management, Dehradun Training on hospitality, cooking etc
Eco-tourism training centre, Chunakhan,
Ramnagar
Training of nature guides
Private sector agencies
Panchachauli weavers, Almora Handloom weaving, marketing
Village Ways Pvt. Ltd. Uttarakhand Marketing partners of Saryu Valley Project
VOICE; Pithoragarh, Uttarakhand Training on Guides, porters and concept building on CBRT
KVIB; Almora, Uttarakhand Technical assistance on New Model Charkha enterprises & supply of raw material for NMC.
NIM , Uttrakashi Trekking / Guide & Porter Trainings
Weaving service Centre , Chamoli Carpet / Textiles Designing , Herbal coloring Trainings
Himalayan Snow Runner,Joshimath Capacity building & technical assistance for home-stay& trekking route development, hospitality etc
Aagas ,Peepalkoti Capacity building for ringal & other products
SUDHA, Almora Training on hospitality
KAGAS, Pithoragarh Capacity building & exposure on weaving enterprise
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Corbett Gram Vikas Samiti, Kaladhungi (Nainital)
Training & exposure on community based tourism
Jai Nanda Shikshan Sansthan, Gopeshwar Training on LRBME (biscuit making)
UBiTeD, Almora Capacity building & technical assistance for home-staydevelopment in Karmi, Bageshwar
The financial progress achieved in Cost Table 10/Ecotourism & other opportunities Sub Component during the reporting period was Rs. 12.5 mn against budget of Rs. 25.4 mn. which is 49 % of the budget planned.
3.7 Learnings of Component C
Organic Farming, Bee-Keeping & Seed Production activities (Agriculture Sub Component):
• Organic farming is more effective in cluster approach with appropriate capacity building, inspection and documentation inputs through experienced TNGO.
• As a long term process, the motivation and awareness level of community need to be maintained through capacity building programs.
• Timely availability of organic seeds and ensured buy back arrangements.
• Acceptance of bio fertilizers, bio pesticides and high yielding varieties by communities observed.
• In apiculture traditional bee hives and Apis cerana indica variety is successful in project area.
• More specific capacity building of CRP’s for management of traditional bee hives, colonies multiplication, and marketing of honey.
• Ensured timely supply of quality seed and collective farming through federation.
• Seed production is a potential income generating activity for poor farmers provided ensured buy back arrangement.
• Collective marketing has opened new avenues for community empowerment and their
livelihoods promotion.
• The Input Output Centres (IOCs) are playing important role in input supply of seeds and other
agriculture-horticulture-livestock related inputs along with marketing of surplus harvested
produce.
Off-season vegetable & Spice cultivation (Horticulture Sub Component):
• Although there is vast potential of OSV in the project area, transportation, rain fed farming and fair marketing are the main challenges.
• The IOCs play an important role in input supply of seeds and agriculture- horticulture inputs along with marketing of surplus harvested produce.
• OSV cultivation has addressed food security along with livelihood promotion through marketing of vegetables.
• Improved production technologies like poly-houses, poly-tunnels and successful demonstration of OSV, mushroom etc. have been replicated.
• Collective marketing of pea and other vegetables like tomato, capsicum, French beans through federations are fetching good returns to the producers and federations.
Soil and Water Resources Sub Component:
• There is increased awareness towards OSV cultivation, therefore more water harvesting structures (Tank) demand emerging from community.
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• To maintain quality of SWC works part-time technical person preferably Junior Engineer should be hired.
• Ferro cement structures are successful in remote villages where small terraced field’s exists and transportation of construction material is a problem.
Dairy activities (Livestock Sub Component):
• Feed and fodder availability to be ensured and fodder banks developed under the projects are a step in that direction.
• Increased awareness towards improved breeding practices seen but lack of artificial insemination facilities in remote villages is hindering the progress in this sector.
• The ILDCs and NBCs are functioning well in the project area and more demand is generating for these activities.
• Role of para-vets important in livestock sectors and their sustainability must be ensured through providing them training, medicine and performance based incentives.
Poultry activities (Livestock Sub Component):
• This pro poor activity is addressing food security and livelihood promotion issue. However support to mother unit rearers and micro rearers is required.
• Regular and timely supply of day old chick’s and medicines is to be ensured and hatchery establishment will lead to local availability of DoCs.
• Presently 2-3 cycles of kuroiler mother unit and micro unit rearing being practiced in the project area which need to be increased to 4-5 cycles for sustainability.
MAP/Forestry Sub Component:
• Registration of farmers with HRDI and getting transaction certificate along with marketing of MAP produce is a tedious and challenging task.
• Selection of suitable species, its business demand estimation and site selection is important in MAP sector with technical backup of service agency required for backward and forward linkage development.
• Collective cultivation and marketing of MAP involving federation is needed.
Ecotourism and Off-farm sector Sub Component:
CMRE
• CMRE is a potential activity for making cluster level consumers base and supplying them quality
products.
• Although CMRE is creating awareness on costing and marketing of products, yet CRP and
federation members needs proper training on accounting and business plan preparation.
Eco-Tourism
• Inflow of tourist in the key to success of ecotourism activity therefore marketing tie-ups to be
ensured.
• Community based responsible tourism with activities like home-stay and local resource based
crafts development was a successful venture due to pilgrimage and tourism importance of
project area.
• Proper capacity building of community for hospitality, hygiene, sanitation, traditional knowledge,
cooking etc is important to attract tourists and it should be ensured through experienced agency.
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Spinning and Weaving
• Spinning and weaving activities are successful livelihood creation activity for poor HHs having
small land holding.
• Proper training on new designs with quality management, ensured raw material supply and
marketing is required for sustainability of the activity.
RNFS
• Promotion of traditional skills like copper craft and smith work requires regular technical training,
material supply and marketing support.
• Individual based activities like spice, ginger machine, flour machine, grocery shop, coffer
machine, juicer machine etc. were successful enterprises generating sustainable income.
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4. COMPONENT D: LIVELIHOOD SUPPORT SYSTEMS
Livelihoods Support Systems are being developed by ULIPH Project with the goal to facilitate the
efforts of mainstream capital providers i.e. public and private sector service providers, who want to
support rural enterprise development at the micro-enterprise level along with related small and
medium scale enterprises that provide backward and forward linkages for micro-enterprises.
The main objectives of Livelihoods Support Systems are to organize business development services
to promote and support selected microenterprises. These services include: microfinance, networking
to generate scale economies, market research and development, product research and
development, backward linkages and forward linkages and demonstrate to financial institutions
financial viability and creditworthiness of various microenterprise activities to facilitate access to
required credit. In this perspective following activities were promoted by ULIPH Project:
4.1 Entrepreneurship Development:
In order to leverage the livelihood opportunities in the project districts, ULIPH Project involved field
level functionaries which are known as Business Promoters at cluster level as per Project Appraisal
Document. They are acting upon as bridge between the Self Help Groups, Federations & Producers
Groups, micro entrepreneurs, market & ULIPH Project. Business promoter (BP) is playing the role of
aggregators and facilitates promotion of business at local level.
Under entrepreneurship development component, focus is on developing and establishing well-built
backward and forward linkages for successful operation of the enterprises. The project engaged 117
business promoters including 22 federation BPs for facilitating backward and forward linkages in the
project districts. The Business Promoters has been a focal point for ULIPH Project grassroots
network at the field level. The business promoters underwent through various training programs like
Business Planning, Cost & risk management, Entrepreneurship Orientation, Micro-Enterprise
Development & Management Opportunity Identification and Enterprise promotion, Supply chain
management, Livelihoods enhancement, Leadership development, Accounting Management
Development Programs – Mentoring, Coaching & facilitation Skills to build their capacity for
facilitating the emergence of enterprises at the grassroots. The specific works assigned to them are
as follows:
• Identifying and motivating potential livelihood clients and introducing them to the company and its services.
• Assist in designing and arranging for implementation of demonstration/exposures visit of livelihood activities and communication of costs and benefits of various livelihood opportunities to the company’s clientele.
• Organize activity group drawn from SHG, assist in formation of micro enterprises, preparation of business plan; and linking them to the banks for credit requirement.
• Coordinating with forward & backward linkage joint ventures of the company; assuring that BDS are provided to the project clients in a timely, cost-effective & quality manner.
• Monitoring on the regular basis of cash flows, gathering information on social impact analysis for micro enterprises and trouble shooting for existing or potential problems.
• Liaison with staff & other stakeholders.
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The package of training programs imparted to the business promoters has helped the company to
facilitate the livelihood clients in a business mode. ULIPH Project broadly categorizes its enterprises
in the form of Small & Medium Enterprises (SME) and micro (ME) enterprises. The SME are
basically the service enterprises which facilitates the backward and forward linkages primarily for the
ME level enterprise promoted by the company while ME enterprises are those which are managed at
the household level. Under ULIPH Project interventions few successful examples of SME are
agriculture input centre, cattle feed facilitation centre, retail outlets, poultry mother units, soya bean
processing unit etc. while ME level enterprises promoted are vegetable cultivation, micro dairy units,
micro poultry units, off farm activities etc. IGAs include small back yard poultry, seed production,
small level vegetable production and few non farm sector enterprises.
During 2011-12, ULIPH Project promoted 30,094 IGA’s, 1209 ME and 183 SME across all the identified sub sectors and all project districts through demonstrations and facilitated 284 household enterprises to avail the bank linkages for various innovative and general activities. The details of IGA, MEs and SMEs in all sectors are consolidated in the following table:
Sub Sectors Enterprises established in 2011-12
Cumulative enterprises since inception
IGA ME SME IGA ME SME
Agriculture 11,152 261 82 35,482 1,855 214
Horticulture 12,651 89 4 31,049 1,963 107
SWR 132 64 13 767 108 13
Livestock 4,930 604 79 12,683 3,992 303
Forestry 894 8 0 6,497 132 30
Eco-tourism & non farm sector 335 183 5 609 574 82
Total 30,094 1209 183 87,087 8,624 749
Apart from this investment, UPASaC is also in process of investing its Social Venture Capital Fund
(SVCF) into the enterprises emerging as a result of demonstrations grounded by the project. INBAR
assisted the team in forming the system and processes for the purpose. For the purpose of
developing SVCF guidelines, agreement was signed with INBAR, field visits organised and draft
SVCF guidelines developed and modified. These guidelines were presented to and got approved by
the Management Committee of UGVS and Board of Directors of UPASaC.
For operationalisation of the SVCF two pitching sessions for proposals seeking support under SVCF
were conducted at Dehradun on 25-26 September 2011 and November 28-29, 2011 before the
members of the SVCF committee and sector specialists. A total of 6 proposals were presented in the
first pitching and 7 proposals in the second pitching worth Rs. 412 lakhs. Out of these three
proposals worth Rs. 77.36 lakhs were recommended by the committee for investment of Rs.21.6
lakhs. Modalities for making co-investment and repayment are being worked out with Uttarakhand
Gramin Bank UGB. For direct investment, clearance with RBI is being taken.
An agreement was signed between the project and in the month of March 2012 for facilitating financial services in the project area. It will be helpful in building effective bank linkages,
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implementing business correspondent model, implementing SVCF proposals, extension of various bank and development schemes, financing enterprises, development of products etc. Similarly, an agreement was signed between the project and Animal Husbandry department of Uttarakhand in the month of March 2012 for facilitating timely back end chick supply in the project area. It will be helpful in sustainable supply of day old chicks of Kuroiler to Kuroiler mother unit owner and technical expertise to poultry rearers in the Garhwal region through their Bahadrabad (Haridwar) hatchery. A five day training on Business plan preparation and related aspects was organised at Banker’s Institute of Rural Development (BIRD) of NABARD at Lucknow in the month of December 2011. The training was attended by 25 Managers of project and they were practically orientated on business plan preparation, book keeping, marketing strategy development, financial plan preparation, sales and market management, fair trade practices, profit making etc. Two five days training programs were organised by the project with the help of Home Science department of GBPUAT, Pantnagar on ‘Spice processing’ and ‘Value-addition technologies for coarse cereals’ in February-March 2012. The program was attended by 62 rural entrepreuners, who gained practical knowledge on various product development from spices (sabji-masala, chana-masala, garam-masala, meat-masala, tea-masala etc) and coarse grains (baby food, bakery products like biscuits, cake, pastry and namkin from finger millet, barn-yard millet, fox-tail millet etc). Eight exposure visits were organised to Haldwani and Vikasnagar mandis of Uttarakhand in the
month of August and December 2011. A total of 240 progressive farmers were exposed on various
aspects of mandi policy, marketing network, grading, packaging etc.
For capacity building of guides developed under eco-tourism value chain, one month nature guide
training was organised at Govt. Eco-tourism centre at Chunakhan (Nainital) in February-March 2012
through CCF, Eco-tourism. 14 guides from all project district actively participated in the training and
got practical orientation on bird watching, nature trek, adventure tours, hospitality etc.
For promotion of various agri-products and handi-craft articles, the project participated in various
tradefairs and Kisan-mela. Exhibition cum sale of organic products were organised at Kisan Mela,
Pantnagar, Saras Mela, Dehradun and Dilli Haat at New Delhi, where a sale of Rs. 1.95 lakhs was
made. Besides, there are several outlets of SHG products in each district manages by federations.
The dream of collective marketing turned a reality with endeavor of two federations namely Saptrishi
Swayat Sahkarita, Gangtari and Banal Patti Vikas Aajeevika Swayat Sahkarita, Gadoli of Uttarkashi
district. Agreement of 9 federations with Patanjali Gramodyog, Haridwar and other buyers was made
and more than 350 quintals of rural agricultural produce including traditional crops like finger millet,
barnyard millet, foxtail millet, pulses, amaranthus etc were supplied to them worth Rs. 8.5 lakhs.
Similarly vegetable marketing was also initiated through federations in Almora and Uttarkashi
districts. In the reporting period vegetable worth Rs. 16.5 lakhs was collectively marketed through
federations. In collective milk marketing also, federations are doing well with average turn-over of
Rs. 1.2 crores per annum in all project districts.
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The traditional activity of Copper ware of the Tamta community from Bageshwar was supported with
design and marketing inputs for new articles through Studio Alaya, a designer from Dehradun. The
project also facilitated the usages of certain mechanized tools to improve the productivity and quality
as per market needs. The studio Alaya now is providing constant orders for specific items which are
getting sold through 12 different outlets which is benefiting the community with around Rs. 50000/-
per year in addition to their regular income. These specific items include coasters, paper napkin
holder, fruit bowls, book markers and other utensils. Similarly, Sanitary napkin unit got revived with
technical assistance of M/s Renaissance Technical Consulting agency in Devprayag block of Tehri
district.
Umbrella Branding by the name of “Naturally Pahari” designed and registered under various
categories for marketing of produce. One federation from Chamoli is using this brand and all its
produce ranging from traditional crops including millets and pulses, spices, honey, processed foods
etc are being marketed through it.
It is envisaged that this approach would motivate entrepreneurs to think beyond grants and create
suitable environment for pumping in sizable investments in the rural sector through public, private
and people’s participation. Business Development Services (BDS) were provided by ULIPH Project
to IGAs, ME & SMEs in terms of backward linkages as technical inputs, technology transfer and
forward linkages like marketing of the produce either at regional level or at state levels by linking
them directly to the market or through the traders. The products are also test marketed in the market
through the fairs that held at regional or at state level. This intervention helped the company for the
type of value addition required for product designing.
4.2 Rural Finance Interventions:
In the context of project, the rural finance mainly comprises of savings and credit in terms of term
loans, Kisan Credit Card (KCC) and Cash Credit Limits (CCL) of SHGs. The project area is served
by 6 banks and/ Financial Institutions namely State Bank of India, Uttarakhand Gramin Bank,
Nainital Almora Kshtriya Gramin Bank, District Cooperative Bank, Mini Bank & PACS. The outreach
of these banks/Financial institutions is served through 80 branches.
A total of 2,146 CCL have been sanctioned so far for an amount of Rs 76.1 mn. During the reporting
period, a total of 83 CCL were sanctioned for an amount of Rs.7.4 mn. Besides, Kisan Credit Card
(KCC) for each farmer was also initiated with the help of revenue department and banks through
credit camps organised at district level. A total of 2,731 KCCs including 2,662 individual KCC (for Rs.
67.8 mn.) and 35 institutional or SHG based KCC (for Rs. 2.4 mn.) total amounting to Rs. 70.2 mn.
were mobilized in the reporting period. The project took the following steps to facilitate CCL for SHG
members:
• Credit camps were organized in every district for sensitization of bankers and district officials and
review meetings held at district level with bankers.
• Monthly meetings were organized with NABARD and other banks at state level to discuss and
resolve district level issues related with bank linkages.
• Training programs were organized through NABARD to educate the rural banks and project field
staff about various financial and non-financial products and schemes suitable for rural people.
43
During the reporting period, project has facilitated sanction and disbursement of 668 term loans for an amount of Rs. 62.5 mn. The enterprises established through Term Loans range from Dairy (396), Off season vegetables (22), Rural Non Farm Sector (33) and others (211). The loans taken by individuals are 639 for Rs. 57.5 mn. and those taken by SHG members is 29 for Rs. 5.0 mn. The beneficiary also contributed Rs. 10.6 mn as margin money. The total numbers of persons benefitted are 929 mainly SHG members. The district wise performance in bank linkages (CCL) and KCC progress is summarized below:
District wise Progress in Bank Linkages (CCL) in ULIPH during 2011-12
(Amount Rs. mn.)
S. No.
Name of District
Eligible for
Linkage
Proposal of CCL submitted to Bank
CCL Sanctioned in 2011-12
Linkage Cumlative
No. Amt. No. Amt. No. Amt.
1 Almora 1 22 3.21 28 2.17 562 27.71
2 Bageshwar - - - - 0 338 12.60
3 Chamoli 42 13 1.40 15 1.26 417 9.02
4 Tehri - - - - 2.94 590 20.14
5 Uttarkashi 8 42 1.16 40 1.01 239 6.67
Total 51 77 5.77 83 7.38 2,146 76.14
Details of Progress in Implementation of Kisan Credit Card (KCC) in ULIPH during 2011-12
(Amount Rs. mn.)
S.No Name of District
Individual KCC SHG KCC
No. Amount No. Amt.
1 Almora 310 11.11 0 0
2 Bageshwar 767 21.15 2 0.40
3 Chamoli 92 1.74 0 0
4 Tehri 672 15.57 34 0.40
5 Uttarkashi 821 18.28 33 1.54
Total 2,662 67.85 69 2.34
The overall achievement in district wise and value chain wise disbursement of term loans is given in following table: Details of Term Loan, Application received & disbursed in ULIPH during 2011-12
(Amount Rs. mn.)
S. No.
Name of Value Chain No. of
Enterprise Project
Cost Margin Money
of Beneficiaries Bank
Finance
A. Micro Enterprises (ME)
1 Dairy 297 14.32 2.08 12.25
2 RNFS-Off Farm Activities 9 0.62 0.48 0.14
3 MAP 3 0.18 0.03 0.15
4 Other Activity 196 2.26 0.23 2.02
44
Total of ME 505 17.20 2.79 31.87
B. Small Medium Enterprises (SME)
1 Dairy 99 15.66 2.76 12.76
2 Off Season Vegetable 22 2.22 0 0.82
3 RNFS-Off Farm Activities 26 14.81 2.38 0.77
4 Other Activity 16 1.31 0.66 1.10
Total of SME 163 36.78 5.80 30.69
Total of ME + SME 668 73.47 10.62 62.49
Government of India, RBI and NABARD is laying emphasis on financial inclusion through various channel like No Frills Account, SHG Bank linkage, KCC, SCC, GCC and JLGs. As per the latest records only 8% of total bank credit is purveying for rural areas. One of the major constraints in extending credit to farmers particularly oral lessees, share croppers and agricultural labours is inability of such category of farmers to provide collateral security and guarantee to fulfill the requirement of the banks. For such people, Financing under Joint Liability Groups has emerged as an effective tool. Due to peer pressure in JLG, recovery is much better than individual financing. A total of 12 JLG were formed with 93 Members and Rs 34.07 Lac disbursed to them by the Banks under the scheme promoted by GOI and NABARD during the Financial Year 2011-12.
4.3 Seed Capital to SHGs:
During the reporting period, 751 SHGs covering 2081 members were graded and Rs.0.469 mn. was released in all project districts. The Grading of SHGs was done by the representatives of FNGO and District Management Unit. Assessment based on the grading criteria mainly included SHGs performance on points such as regularity of meetings, percentage of Attendance in group meetings, adherence to saving norms, collection of savings, commencing inter-lending processes for consumption purposes, election of office bearers, opening of bank accounts, maintenance of basic records, minutes of meetings and ledgers etc.
4.4 Learnings of Component D:
• Close coordination with banks at all levels is essential for leveraging credit for enterprises. • Credit demand being generated for successful enterprises like dairy, collective marketing, poultry
etc. • Audit by project audit team of SHGs, federations and bank linkages had build the confidence of
CBOs and strengthened credit flows. • A key perceptible change in the SHG members is that they now approach banks with confidence
for bank transactions and availing loan from banks. • A strong MIS is needed to track the performance of ME, SME and IGAs. This need capacity
building of project staff and federation members.
In Component D, the financial achievement was Rs. 41.8 million against target of Rs. 76.8 million which was 54 % of annual target.
45
5. COMPONENT E: PROJECT MANAGEMENT
The progress related to Financial management, Accounts & Audit, Human Resource Management, Procurement, Convergence activities, Knowledge Management, Monitoring and Evaluation, Compliance status of Joint Review Mission recommendations, participation in ICO events etc have been dealt below.
5.1 Financial Progress: The financial progress of the project during the reporting period is summarized below:
.
• The overall financial achievement of the project during 2011-12 was Rs. 215.2 mn. (54 %)
against target of Rs.396.1 mn for all Components.
• In Component B, the financial achievement was Rs. 45.5 million against target of Rs. 59.3 million
which was 77 % of annual target.
• In Component C, the financial achievement was Rs. 103.5 mn. against target of Rs. 189.1 mn.
which was 55 % of annual target.
• In Component D, the financial achievement was was Rs.41.8 mn. against target of Rs. 76.8 mn.
million which was 54 % of annual target.
• In Component E, the financial achievement was Rs. 24.3 mn. against target of Rs. 42.1 mn.
which was 58 % of annual target.
• The progress in rural finance mobilised through the community and FFIs was Rs.155.3 million
against revised target of Rs. 175.5 million which was 88 % of annual target.
The financial progress made by project during the reporting period is summarised in Annex..I
5.2 Accounts and Audit: The audit for the financial year 2010-11 was conducted by M/s RAG & Associates, Chartered Accountants in the month of August and September 2011 and audit report submitted to the project on 15th September 2010. The audited accounts were approved by the 20th Management Committee of UGVS on 16th September 2011 and adopted by the Sixth Annual General Meeting of UGVS on 6th October 2010. The audit report along with annual accounts and auditor’s observation (Management Letter) were sent to IFAD on 30th September 2011. The annual accounts of the project for the financial year 2010-11 have been closed and the audit of the accounts of the project for the year 2011-12 and 2012-13 along with partner NGO’s accounts and Federations will be audited by a newly selected Chartered Accountant Firm M/s Anshul Agrawal and Company as per the Project Loan Agreement. As per last JRM recommendations, internal audit being carried out at quarterly interval by project team.
5.3 Human Resource Management:
During the period the Mrs Ranjana Kala, Project Director got transferred and Ms. Jyotsna Sitling, IFS
was once again deputed by the Government of Uttarakhand as the Project Director from October
2011. Some vacant positions got filled and Manager Enterprise Promotion and Capacity Building,
Manager-Social Development at PMU level, Manager Federation Development at Chamoli & Almora
and Assistant Managers at district level joined the project in August 2011. As of 31st March 2012, the
staffing position under ULIPH project comprised of 44 senior staff, 72 support staff and 117 business
promoters (including 22 federation BPs).
46
5.4 Procurement:
Procurement of goods, works and consulting & other services are undertaken by ULIPH and
UPASaC as per Schedule – 4 (Procurement) of Project Loan Agreement (PLA) No.624-IN dated
20.02.2004 and Finance & Administrative Rules (F&A Rules) of Uttarakhand Gramya Vikas Samiti
(UGVS) and UPASaC under Chapter - VI (Procurement of Goods, Works & Services) as well as
IFAD Procurement guidelines. During the financial year 2011-12, the procurement of goods was
made through various procurement methods i.e. Local Shopping for low value goods; Direct
Contracting for hiring services and goods from Govt. agencies, National Competitive Bidding and
Local Competitive Bidding for high value goods and in some cases of proprietary items through
DGS&D approved rate contracts. In case of procurement of consultant services all the consultant
services are taken from national experts for which the procedures laid down in F&A rules have been
followed. For the services of organizational consultant, the procedure is made after calling three or
more quotations from consultancy Agency and same has been awarded to the deserving agency
after evaluation by the procurement committee of the project.
5.5 Convergence:
Convergence was an important area which emerged with collaboration of International NGOs,
NGOs, line departments & other agencies. The project converged for both social issues and
enterprise development issues. These efforts with inputs from line departments, Boards, NGOs etc
resulted in technical and social interventions worth Rs. 482.47 million to 37,246 beneficiaries in the
reporting period. Besides, the benefit from government pension schemes to the vulnerable was Rs.
20.20 million yearly as pension benefit. Convergence was mobilized through line departments like
agriculture, horticulture, animal husbandry, UREDA, Rural Development, SWAJAL UBFDB, UOCB,
Forests etc. In the area of convergence project moved from input convergence in initial years to
program convergence, where innovations complementing Aajeevika could be integrated in the
program design converged project to harness optimum benefits. The details of convergence
received by the project in the reporting period 2011-12 is summarized below.
S.
N
District No. of
beneficiar
ies
Converge
nce amt
(mn.)
Convergence linkages with various departments
1 Almora 8,174 72.96 Agriculture, Horticulture, Animal Husbandry, Rural
Development, Social welfare, SWAJAL
2 Bageshwar 6,663 58.14 Agriculture, Horticulture, Animal Husbandry, Rural
Development, Social welfare, Industry, SWAJAL 3 Chamoli 2,955 61.12 Agriculture, Horticulture, Animal Husbandry, Rural
Development, Social welfare, HRDI, NABARD,
UBFDB, Forest
4 Tehri 18,837 233.55 Horticulture, Animal Husbandry, Social welfare,
UOCB, NABARD, Health, SWAJAL 5 Uttarkashi 617 56.70 Agriculture, Horticulture, Rural Development,
UREDA Total 37,246 482.47
47
5.6 Knowledge Management:
Knowledge sharing has emerged as key area and accordingly knowledge sharing strategy of project has been evolved. The project has video documented several success stories of various value chain interventions of the federation members. The Women Champions selected through their performance in various fields was also documented by IFAD ICO. Besides, success stories are regularly documented at district level for information dissemination.
Project follows a regular knowledge sharing process with all relevant stakeholders through publication of quarterly newsletter ‘Aajeevika Today’ at state level, ‘Aajeevika Raibar’ in Garhwal region and ‘Aajeevika Khabarbat’ in Kumaon region. These newsletters give details of activities carried out during the past months, plans of activities for the coming months, reflective and inspirational case-studies, information of government schemes, profile of NGO partners and message by a government functionary. The newsletters are distributed to SHGs/Federations and other important stakeholders. Gyan sabha is a knowledge sharing event at village/cluster level which is regularly organised in successful demonstration field of progressive farmer with the objective of sharing best practices, information dissemination to other interested farmers and for beneficiary selection. During the reported period, the project staff participated in various training programs and knowledge sharing events organised by IFAD ICO related to Procurement in IFAD projects, Monitoring and Evaluation, Knowledge Management, enterprise development etc. Piloting of SMS based Sanchar Shakti project was carried out in partnership with department of
Telecommunication with 50 women SHG members in all districts. The results were encouraging and
detailed planning is made to implement Sanchar Shakti project with 3,000 women SHG members of
the project area. Through this project, important information related to crop cultivation techniques,
climate, market rates of various crops, govt. Schemes, news etc is provided to the community at
their door steps through SMS. Besides, piloting was also made with 400 progressive farmers and
project field staff through GIZ project by providing them market related information.
5.7 Monitoring and Evaluation:
Monitoring and Evaluation of Project implementation is essential to ensure that the goal and
objectives of a Project are achieved. Continuous and close monitoring plays an important role in
successful delivery of inputs and achievement of project outputs and objectives, therefore Result
based Monitoring and Evaluation of project is essential. In evaluation of ULIPH, Quality and Quantity
of Effect and Impact was seen to ensure whether goals and objectives of the Project are being
achieved as envisaged., for which RO-AWPB is prepared and regularly monitored.
The project has self analysis through daily review meetings & Quarterly Review Meetings at PMU
and district level. The reflection points are followed very keenly with staff and important topics of the
meetings and workshops includes: AWPB preparation; implementation and review of progress;
effective coordination and convergence with line departments; training and capacity building of
SHGs, federations and project staff; design and development of various training modules; inclusion
of poors in project activities; strengthening of SHG federations; enterprise development and
promotion; reporting to various stakeholders etc
48
Regular reflection exercises are conducted at the district level every fortnight with NGO staff in which
progress is reviewed. The reflection process is also carried out half-yearly with all NGO partners and
federations through field visits with participation of PRIs, government officials and other stakeholders
for receiving feedback as well as making observations of field level realities and the work being done
by the project. These reflective exercises have instilled a sense of ownership and appreciation for
the project efforts being carried out in a difficult terrain amongst the project stakeholders.
Besides, quarterly coordination and monitoring meetings are organised at village, block, district and
state level to review the project progress. Involvement of PRI representatives resulted in organizing
1945 VLCC, 35 BLCMC and 12 DLCMC meetings. A total of three Management Committee
meetings and two Steering Committee meetings were organised during the reporting period at state
level to review project progress and other issues related to project. The discussions in the meetings
have led to awareness building of stakeholders on project progress and necessary guidance and
convergence. More importantly the forums created under project has provided opportunities to SHGs
& federations to articulate their need areas.
MIS Development: The process of MIS development in the project has been evolved as per the
information needs of the project. The project MIS is functional under SHG MIS capturing data related
to SHGs and HOMIS for capturing data related to project activities. Four modules have been
developed under project MIS which includes SHG module where the information of the SHG
transactions is being captured and three modules related to HOMIS which includes a)
Demonstration/enterprise module, b) Annual Work Plan & Budget module and c) Rural Finance
module. MIS facilitators at district level have been appointed for development, refinement, capacity
building and reporting of project MIS. Work is under progress for development of federation,
enterprise, production and marketing related modules. The reports of the Project MIS can be viewed
in www.ugvs.org .
Compliance with Joint Review Mission Recommendations:
The seventh Joint Review Mission of project was held during 17 to 29 June 2011 which visited all
project districts and interacted with various stakeholders including grassroot functionaries during the
visit. The Mission particularly focused on issues pertaining to strengthening the interventions already
carried out by the project in terms of institutions and capacities, functioning of the SVCC and the
status of the project to move towards sustainability in line with its exit strategy, besides issues of
convergence, financial services, knowledge management and gender. The mission recommended
focused efforts towards convergence with MNREGS and other government programs by conducting
training for project personnel, CRPs, federations and SHG members in the mechanics of the
schemes and by taking up demonstrations to show the use of these schemes for integrated natural
resource development in collaborations of PRIs, concerned line agencies and federations.
Annual Outcome Survey 2011:
The Annual Outcome Survey was carried out with the objectives to measure changes happening at
the household level in terms of livelihoods and food security during the project life; to assess
targeting efficiency; to provide evidence of project success or failure; and to provide timely
49
performance information necessary to undertake corrective actions. The survey was a holistic
attempt to provide vital information on the outcome of project interventions in areas of participation in
project activities, livelihoods, food security, land tenure, agricultural production and irrigation, access
to natural resources, access to market etc of the surveyed households. The survey was conducted
using random sampling method on IFAD prescribed format.
The assessment was made using indicators related to Women headed HHs, Participation in Project activities, Livelihoods, Food Security, Land Tenure, Agricultural Production and Irrigation, Assess to Market, Access to Rural Financial Services, Enterprise Development and Employment and Access to Natural Resources. The data was collected and documented in the automated excel version of reporting. The final report was prepared comparing the data of project beneficiaries and non project beneficiaries. Also on selected/available parameters, comparison was made with last year survey results. Following are the major findings of annual outcome survey 2011. i. 100% of project HHs have knowledge about project; ii. 92% HHs involved in project activities; iii. 98% HHs satisfied with project interventions; iv. 99% HHs have improved food security; v. 99% HHs have land ownership; vi. 57% HHs cultivate land for consumption and sale both; vii. 56% HHs cultivate cash crops; viii. 60% HHs reported increase in crop productivity due to project interventions; ix. 69% HHs reported increase in livestock productivity; x. 75% HHs reported increased income and xi. 78% HHs reported access to credit improved due to project interventions.. As per the survey results the general situation and satisfaction level of project community has improved due to project interventions in the area of food security, livelihoods, access to market, agricultural and irrigation, increase in heard size, access of rural financial services, access of forest etc. Still extra efforts are needed to improve access to financial resources (through loans and use of SVCF), access to markets (for marketing & produce), enterprises development and employment creation etc.
If we compare the results of current year survey with last year survey in the light of objectives of annual outcome survey, we find that issues related to food security, agricultural productivity, access to markets, access of rural financial services, livelihoods, access to natural resources and satisfaction level of community has improved. Following learning/recommendations and thrust areas emerged out from the Annual Outcome Survey report on which concrete action is planned in the AWPB 2012-13.
1) Empowering CBOs by capacity enhancement of SHGs and federations related to institutional and business/enterprise development aspects
2) Up-scaling of successful demonstrations. 3) Development of specific value chain clusters for volume creation and effective marketing. 4) Development of viable enterprises for equity investments by SVCC and SVCF infusion. 5) Active convergence with line departments, development boards, projects, NGOs etc. and
improving access to Govt. Schemes like MNREGS, NRLM, NRHM, HTM etc. 6) Achieving rural finance targets by increasing number of inter-loaning amongst members and
term loans mainly for production purposes.
50
7) Strengthening of technical assistance and technology transfer needs of community through service providers and CRPs.
8) Knowledge management through experience sharing workshops and documentation.
5.8 Integrated Livelihood Support Project (ILSP) :
A Concept note on Integrated Livelihood Support Project was submitted to GoI and IFAD under the
guidelines of the Result Based Country Opportunities Strategic Operational Plan 2010-15 of IFAD as
per discussions held during meeting with DEA & IFAD in July 2010. The Concept Note was
appreciated and a team of Consultants from IFAD visited the state and project districts between
March and August 2011 to appraise the proposal and give recommandations for the follow up
project. The Integrated Livelihood Support Project will follow on from, and upscale, the Uttarakhand
Livelihoods Improvement Project for the Himalayas (ULIPH) which will be completed by the end of
2012. The overall objective of ILSP is to reduce poverty in hill districts of Uttarakhand.
This would be achieved via the more immediate development objective of “enable rural households
to take up sustainable livelihood opportunities integrated with the wider economy”. The strategy
behind ILSP will be to adopt a two pronged approach for building livelihoods in hill districts. The first
of these is to support and develop the food production systems which remain the main means of
support for most households. The second main thrust of the project is to generate cash incomes via
the introduction and expansion of cash crops. ILSP will also support non-farm livelihoods, especially
community involvement in rural tourism, and vocational training. The project will be implemented by
three Project Implementing Agencies (PIAs) which are the Uttarakhand Gramya Vikas Samiti
(UGVS), Watershed Management Directorate (WMD) & Uttarakhand Parvatiya Aajeevika
Sanvardhan Company (UPASaC). The project has four main components as summarized below:
Component I - Food Security and Upscaling: Under the component the activities proposed are
developing Irrigation & Infrastructure (Micro-irrigation), Food Security Enhancement (Training in
production technology, support to PGs & VPGs), providing support to Livelihoods Collectives for
upscaling, Agribusiness Planning and organizing buyer-seller meet at clusters, exposure visits,
support for Livestock breeding programme. Support for Market Access and creation of last mile
Infrastructure (Village pathways, Village storage with pre-cooling, River crossing trolleys, Assembly
markets, Collection centres), Capacity building (Farmer exposure visit to market, Post-harvest
Management training, Training on Aggregation). Value chain planning and their operationalization.
Innovation Linkages with R&D Institutions like VPKAS Crop research, GBPUAT, HARC citrus action
research, Livestock & poultry and Non-farm & market development. Vocational training for skill
enhancement with their placement for 10,000 youth will be given.
Component II - Participatory Watershed Development: Under this component the activities
proposed are Social Mobilisation, Watershed & village Development & Watershed treatment
activities, Food Security Enhancement support, Farming system improvement, Support to PGs,
Value Addition & marketing, Small infrastructure development eg Collection centres, Livelihood
upscaling, Promotion of IGA, Support to LC for upscaling IGA, Institutional Strengthening and
Capacity Building of GP and WWMCs, Social training at village level, Technical training at village
level, Training on production technology & Training at Resource centres
51
Component III - Livelihood Financing: Under this component the activities proposed are Financial
initiatives includes Training to LC, Product Literacy training, Risk Management, Weather Insurance,
Cattle insurance, Mutual Health insurance. Banking initiatives include Workshop districts and state,
Training on appraisal, Branch Expansion support, Viability Gap fund, Development financing,
Leveraged credit for SMEs, Agricultural credit.
Component IV - Finance, Project M&E, Knowledge Management: Under this component the
activities proposed are to organise Monthly review meetings & Quarterly learning/sharing workshops
at Block, Division & State Level, trainings & workshops, base-line, mid-term & end term review,
organize PSC and PMC meetings, incorporate the budget requirements into the overall budget of the
GOUK, prepare overall project financial statements, prepare and submit the withdrawal applications,
ensure preparation and submission of annual audit reports of the PIAs and annual RIMS data to
IFAD. Submit the consolidated AWPB for approval of IFAD, PMC and PSC, Prepare the
Procurement Plan, prepare and submit consolidated progress reports annually and quarterly,
undertake M&E and KM activities related to the project covering all the PIAs and prepare RIMS data
for submission to IFAD.
The Project will be financed by an IFAD loan to Government of India (GoI) of approx. Rs.419 crore
(USD 90 million) & a contribution of upto Rs.237 crore (USD 48 million) from State Government.
Uttarakhand being a Special Category State, 90% of the funds received from GoI will be as Grant in
Aid. The Rural Development Department (RDD) will be the nodal agency at the state level. A Central
Project Coordination Unit (CPCU) within the RDD will be established. A State level Project Steering
Committee (PSC) will be constituted and would be chaired by the Chief Secretary, Government of
Uttarakhand.
In Component E the financial achievement was Rs. 24.3 million against target of Rs. 42.1
million which was 58 % of annual target.
*************************************************
52
Annex.KI
UTTARAKHAND LIVELIHOODS IMPROVEMENT PROJECT FOR THE HIMALAYAS - (ULIPH)
Summary of Financial Progress of Project during the Financial Year 2011-2012 (1st April 2011 to 31st March 2012)
Co
mp
on
e
nt/
CT
Cost Table -wise Activity Head
Total Revised AWP&B for FY 2011-12
Total Acheivement (From 1st April 2011 to 31st
March 2012) %
Parti. Prog. Fin. Parti. Prog. Fin.
B Empowerment and Capacity Building of Community Organisations and their support organisation
2 Community Empowerment 10864 507 23358925 15782 579 17684497 76%
3 Facilitation through NGO's 1287 588 17226846 1276 455 15472941 90%
4 Interventions to reduce Women's Drudgery
7939 7849 18697800 9370 11680 12391478 66%
Sub Total : (B) 20090 8944 59283571 26428 12714 45548916 77%
C Livelihoods Enhancement and Development
5 Agriculture 24274 4531 38144650 18317 3810 19041669 50%
6 Horticulture 35422 1990 55766495 20445 995 23681238 42%
7 Soil and Water Resources 1124 793 7763300 961 809 5405641 70%
8 Livestock and Aquaculture 20823 8224 46980530 18716 6978 34435056 73%
9 Forestry Development 3738 309 15050200 2443 129 8474490 56%
10 Eco-Tourism 4368 528 25394360 2018 311 12479417 49%
Sub Total : (C) 89749 16375 189099535 62900 13032 103517511 55%
D Livelihoods Support System
11 Entrepreneurship Development 2036 394 20902635 2919 201 10305198 49%
12 Rural Finance (Refer S/N F) 0 0 0 0 0 0
13 Rural Finance Services Support 8789 789 5794335 3537 842 2219405 38%
14 Social Venture Capital Company 222 1415 45648500 557 937 26193935 57%
15 Policy Studies and Advocacy 0 20 4500000 0 0 3118960 69%
Sub Total : (D) 11047 2618 76845470 7013 1980 41837498 54%
E Project Management 76903 4598 42118550 29579 2055 24340618 58%
Sub Total : (E) 76903 4598 42118550 29579 2055 24340618 58%
TOTAL (A+B+C+D+E) 197789 32535 367347126 125920 29781 215244543 59%
Total Revised AWP&B 11-12
(Including Contingencies) 197789 32535 396100000 125920 29781 215244543 54%
F Rural Finance (T/L & CCL
from Bank and SHG Saving) 48445 5549 175515920 39709 7021 154462550 88%
Total Rural Finance (F) 48445 5549 175515920 39709 7021 154462550 88%
GRAND TOTAL 246234 38084 571615920 165629 36802 369707093 65%