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Final Evaluation Report

Increasing Income for Fish Workers in Odisha

Submitted to

Mr. Aniruddha Brahamchari

Manager, Monitoring & Evaluation Learning &

Mr. Akshaya Kr. Biswal

Regional Manager (Odisha and South India)

Oxfam India

Submitted by

Jitendra Kumar Sinha Independent Consultant

601, Yash Apartment Plot-16, sector-27

Kharghar, Navi Mumbai, INDIA jitendraksinha@hotmail.com

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Contents

Abbreviation........................................................................................................................................ 4

Note from Consultant ......................................................................................................................... 5

1. Executive Summary ..................................................................................................................... 6

2. Introduction ................................................................................................................................ 8

3. Background ................................................................................................................................. 9

4. Limitations of the Evaluation .................................................................................................... 11

5. Evaluation Design ...................................................................................................................... 12

5.1 Methodology ..................................................................................................................... 12

5.2 Evaluation Criteria ............................................................................................................. 12

5.3 Sampling & Selection of Respondents .............................................................................. 12

5.4 Evaluation Methods & Tools ............................................................................................. 14

5.5 Data Analysis and Reporting ............................................................................................. 15

6. Key Findings .............................................................................................................................. 16

6.1. Relevance .......................................................................................................................... 16

6.2. Effectiveness ..................................................................................................................... 18

6.3. Efficiency ........................................................................................................................... 21

6.4. Project Impact ................................................................................................................... 24

6.5. Sustainability ..................................................................................................................... 26

6.6. Coherence to Oxfam’s Thematic Priorities ....................................................................... 30

7. Lessons Learnt ........................................................................................................................... 33

7.1 Partnerships Building is a Process ..................................................................................... 33

7.2 Empowerment comes with Enhanced Responsibility ....................................................... 33

7.3 Group Approach Improves Bargaining Power .................................................................. 33

7.4 Effective Participation Ensures Sustainability ................................................................... 33

7.5 Supplementary IGAs Improve Livelihood Security ............................................................ 34

7.6 Linkage with Government Schemes has Multiplier Effects .............................................. 34

8. Recommendations .................................................................................................................... 35

8.1. Policy Level: ....................................................................................................................... 35

8.2. Field Level ......................................................................................................................... 39

Annexure I: Terms of Reference ....................................................................................................... 42

Annexure II: List of Persons for Individual In-depth Interview ......................................................... 48

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Annexure III: List of Persons for Key Informant’s Interview ............................................................. 49

Annexure IV: List of Documents Reviewed ....................................................................................... 50

Annexure V: Checklist for Individual SHG Member .......................................................................... 51

Annexure VI: KII Checklist for Oxfam ................................................................................................ 52

Annexure VII: Checklist for KII with Stakeholders ............................................................................. 53

Annexure VIII: KII Checklist for UAA .................................................................................................. 54

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Abbreviation

BLS : Base Line Study

DLF : District Level Federation

DRR : Disaster Risk Reduction

FE : Final Evaluation

FGD : Focused Group Discussion

HIV/AIDS : Human Immunodeficiency Virus/ Acquired Immune Deficiency Syndrome

ICZM : Integrated Coastal Zone Management

IOCL : Indian Oil Corporation Limited

KII : Key Informants’ Interview

M & EL : Monitoring & Evaluation Learning

NABARD : National Bank for Agriculture & Rural Development

NAPCC : National Action Plan on Climate Change

NGO : Non Government Organization

NSS : Nari Shakti Sanghathan

PRA : Participatory Rural Appraisal

SGSY : Swarna Jayanti Swa-rojgar Yojna

SHG : Self-help Groups

TNA : Training Need Assessment

TRIPTI : Targeted Rural Initiative for Poverty Termination & Infrastructure

UAA : United Artists Association

UNFCCC : United Nations Framework Convention on Climate Change

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Note from Consultant

I (Jitendra Kumar Sinha) was assigned the task of conducting final evaluation of project on ‘Increasing Income for Fish Workers in Orissa’ which has been implemented by United Artists Association (UAA) with funding support from Oxfam India and John Davidson Foundation.

The evaluation process started with a briefing meeting with Oxfam India representatives at Bhubaneswar office and review of various project reports which followed with the development of evaluation design & tools. An interview with the Project Coordinator and Regional Manager, Oxfam and Secretary, UAA was conducted to get detail information on project modalities, activities and outputs. The tentative evaluation plan was worked out during this meeting.

Field visits were conducted to sampled 15 project villages in Puri, Baleswar, Ganjam and Jagatsinghpur districts to interact with beneficiaries and physically verify the project activities. I also interacted with key stakeholders including personnel from Integrated Coastal Zone Integrated Project (ICZM), Ascent Development Services and Samudram women federation to gain insights into the project progress and stakeholders’ contributions. Focused Group Discussion with Nari Shakti Sanghathan (NSS) & District Level Federation (DLF) proved very informative to get their experiences as well as vision for the future.

I was very impressed with their excellent cooperation, and would remains be indebted for support extended by them. In particular, I wish to put in record the excellent support received by the Oxfam team including Ms. Ranjana Das, Mr. Akshaya Biswal, Mr. Samik Ghosh Mr. Aniruddha Brahamchari; UAA team including Mr. Mangaraj Panda & Mr. Simachalam Panda, and Samudram officials including Ms. Chittiamma and Ms. Parvati. The warmth and hospitality shown by fisher women and their openness in sharing information and experiences will be a lasting memory. I wish to thank them for their excellent support.

Jitendra Kumar Sinha 26th January, 2015

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1. Executive Summary

United Artists Association (UAA), with funding support from John Davidson Trust and Oxfam India started a three years project in May, 2008 in 46 revenue villages of Puri, Ganjam, Jagatsinghpur and Baleswar districts in Odisha state of India. The project was further extended for three years. The project aims at empowering traditional marine women in all aspects of life and foster solidarity among themselves with a special focus on marine resource conservation and sustainable fisheries.

As the current phase ended in October, 2014 an external final evaluation was carried out during November-December, 2014 using participatory methodology to assess the impact of the project as well as to explore areas that have been difficult and challenging. This evaluation also reviewed the relevance, efficiency, effectiveness, sustainability and coherence of the project with Oxfam’s thematic priorities. The evaluation team reviewed the secondary documents as well as conducted primary survey and interviews/focused group discussions with different stakeholders. A random visit to the beneficiaries to physically verify the activities carried out as well.

The evaluation findings are: (i) Project design was relevant to Oxfam, Davidson Trust and UAA’s vision, mission and objectives; (ii) Objectives appropriately identified need of the fishing community, and the activities and outputs were consistent with intended effect; (iii) Objectives are achieved to a good extent as the project was effective in achieving 100% of its 10 Key Result Areas (KRAs); efficient in fund utilization; made impact in increasing overall income of the beneficiaries; and some of the activities are likely to be sustained by the institutions, established during the project; particularly women self help groups (SHGs) and District Level Federation (DLF) in Ganjam and Puri districts; State level federation ‘Samudram’ and Central Processing Unit at Ganjam; (iv) Project beneficiaries are more empowered and have knowledge about their rights. Linking with Mission Shakti, TRIPTI and Integrated Coastal Zone Management project (ICZM) was very much successful; (v) Remarkable improvement in women empowerment and gender relations have been achieved. Women are economically, socially and politically very active, and actively participating at family and community level. (vi) Activities like small livestock development and vegetable cultivation has potential for scaling-up (vii) Project strategies need to be further strengthened for sustainable impact; (viii) There is a great scope for directing staff capacity improvement in the intended project activities; (ix) Women SHGs need further capacity building support in alternative livelihoods in order to become self-sustainable.

The most noticeable impact observed has been involvement of women federation in marine fish processing and trading. The evaluator searched for similar examples elsewhere, and realized that the ‘Samundram’ is a unique model where fisherwomen organized themselves in federated structures and successfully tackled agents and traders.

The lessons learnt are: (i) Partnership building is a process which strengthens over time; (ii) Empowerment comes with enhanced responsibility; (iii) Group approach improves solidarity and increase bargaining power (iv) Effective community participation ensures project sustainability (v) Interventions which have clear visible benefits (like dry fish business and poultry development) with marketing and raw material procurement support are more likely to be adopted and replicated by

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the community (vi) Linkage with government schemes enhance value addition and reciprocity between NGO and government.

The recommendations have been given at two levels viz. policy level and field level. At policy level, it is recommended to consolidate project operation with greater focus in Puri and Ganjam districts; following more focused approach with further strengthening women groups and promoting livelihoods promotion activities with them, while promoting viable business for Samudram through Processing centres in hygienic fish drying and selling as value chain co-owner together with traders located in big cities; promoting hybrid model with for-profit activities with Samudram and non-profit activities through UAA; reorganizing staff structure and developing sustainability strategy for field staff; strengthening their capacities in new roles; and following targeted synergy and convergence with government programme/schemes.

At field level, recommendations are: fish value chain development; promoting targeted livelihoods for women beneficiaries; synchronising community based activities as per Oxfam’s thematic priorities and MDGs; promoting drudgery reduction activities for women; and Community Resource Persons concept for improving project performance and coverage and documentation & dissemination of project activities, specifically pilot projects.

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2. Introduction

Oxfam India is a result of the merger of the different Oxfam’s that have been operating in India for the last fifty years as separate entities. As a national member of an international confederation, it plays a strategic role in campaigns and advocacy, both domestically and internationally.

Oxfam with the support of the John Davidson Trust, initiated work with fisher folk communities from May, 2008 in selected districts of Odisha with the overall objective of doubling household income impacting lives of fisher folk communities. The project reaches the women through the network of women fish workers, Samudram, facilitated by UAA.

The main objectives of the project were:

1. To ensure the sustainability of Samudram and its institutions as a producer company through establishing new operational systems and consolidating the already existing systems.

2. To ensure a sustained source of income and food security for 8,800 poor fish workers families (collectors and processors) through strengthening the already existing access to market systems and credit systems, promotion of value added fish products and alternative livelihoods.

3. To empower women on their rights and other social issues to ensure active participation of Samudram members in the village development process.

4. To ensure quality education for children in the schools located within programme area through continuous awareness generation, community mobilisation and advocacy work.

The initial project duration was 2008-2011, which is further extended till October, 2014. As the project ended recently an independent final evaluation was conducted during November-December, 2014. The objective of the final evaluation was to assess:

i) How effectively and efficiently programme interventions have progressed in attaining the programme objectives

ii) Performance of programme partners (UAA, Oxfam, other) in providing training, post-training follow-up support to beneficiaries,,

iii) Identify lessons learned and iv) Make appropriate recommendations of

general and specific nature for mainstreaming in ongoing Samudram movement or future similar programmes.

The final evaluation reviewed and evaluated relevance, efficiency, effectiveness, sustainability, impact and coherence to Oxfam thematic priorities, per component, independently and altogether.

This evaluation report presents the evaluation design, processes, key findings, learning and recommendations.

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3. Background

Odisha is located between the parallels of 17.49'N and 22.34'N latitudes and meridians of 81.27'E and 87.29'E longitudes. It is bounded by the Bay of Bengal on the east; Madhya Pradesh on the west and Andhra Pradesh on the south. Odisha has enclosed a semicircular coastal belt of nearly 480 kilometre long, forest-clad hills and mountain ranges of the Eastern Ghats. Odisha coastal plains are the depositional landforms of recent origin and geologically belong to the post-tertiary period. This region stretches from the West Bengal border, i.e. from the River Subarnarekha in the north to the River Rushikulya in the south1. Coastal Plains constitutes 25.8 per cent of the state’s area, comprising Baleswar, Jagatsinghpur, Ganjam, and Puri.

Odisha‘s coastal zone is endowed with major stocks of fish, marine mammals, reptiles and Olive Ridley turtles, sea grass meadows, and abundant sea weeds. Thirty-five per cent of the coastal stretch is laden with substantial placer mineral and heavy metal deposits. Coastal fishing employs a large number of people fulltime, and the post-harvest fisheries sector employs many people in the coastal villages.

Despite their ecological richness and the contribution to national economy, the coastal and marine areas are under stress. Rapid urban-industrialization, maritime transport, marine fishing, tourism, coastal and sea bed mining, offshore oil and natural gas production and aquaculture have led to a significant increase in demand for infrastructure, resulting in the overexploitation of natural resources. The returns from traditional fishing are also diminishing due to environmental degradation and over-exploitation.

Climate change aggravates the risks to coastal communities and infrastructure. In more recent years, changes in climatic conditions, rise in sea temperature, sea water pollution from garbage and chemicals from an ever increasing number of industries, and fast vanishing mangroves from the coast, have resulted in a drastic fall in the local fish catch. This has had a negative impact on the lives of fishing families across the eastern coast of India.

As per the Second national Communication submitted by India to the UNFCCC2, it is projected that the annual mean surface air temperature rise by the end of the century ranges from 3.5 c to 4.3 c whereas the sea level along the Indian coast has been rising at the rate of about 1.3 mm/year on an average.

Global warming is already affecting the rainfall patterns in the country. Monsoon rainfall has decreased by approximately 5% - 8% since the 1950s and such pattern could contribute to more intense, longer and more widespread droughts across the region3.

Livelihoods of fisher folk communities living on the coastal areas of Odisha have been purely dependent on marine fishing. Considering the need for market access for the poor fish, Oxfam with

1 http://odisha.gov.in/topography/topography.htm 2 Source: Economic Survey, 2012-13, Ministry of Finance, Government of India; p. 257 3 Source: Oxfam’s India Strategy, 2010-2015

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the support of the Prof John Davidson Trust, developed a project “Increasing Income for Fish Workers in Orissa” which started from May, 2008. The project reaches the women through the network of women fish workers, Samudram, facilitated by United Artists Association (UAA).

The main objectives of the project are:

1) To ensure the sustainability of Samudram and its institutions as a producer company through establishing new operational systems and consolidating the already existing systems.

2) To ensure a sustained source of income and food security for 8,800 poor fish workers families (collectors and processors) through strengthening the already existing access to market systems and credit systems, promotion of value added fish products and alternative livelihoods.

3) To empower women on their rights and other social issues to ensure active participation of Samudram members in the village development process.

4) To ensure quality education for children in the schools located within project area through continuous awareness generation, community mobilisation and advocacy work.

The expected result areas of the project include:

Result 1: 8800 poor fish workers (collectors and processors) will have access to markets, sustained source of income and food security for their families (2000 existing and 6800 new)

Result 2: 237 Self Help Groups (SHGs) functioning effectively in Ganjam, Baleswar, Jagatsinghpur and Puri districts

Result 3: Establishment & functioning of 7 Procurement and Processing Centres

Result 4: Training and capacity development of SHG Leaders

Result 5 : Skill development training to SHG members

Result 6: Gender Mainstreaming training to men, women, youth and adolescent girls

Result 7: HIV/AIDS sensitisation workshops to participants at Ganjam

Result 8: Multi stakeholder consultation workshop at district levels (4) and state level (1) for stakeholders including traders, service providers, private sector etc

Result 9: Revolving Fund provision to SHG members

Result 10: Business Development Service Provision to SHG members

The initial project duration was 2008-2011, which was further extended till October, 2014.

The main aim of the Final Evaluation (FE) was to assess how effectively and efficiently project activities have progressed in attaining project objectives. Specifically, the FE mission reviewed and evaluated relevance, efficiency, effectiveness, sustainability and impact. The FE was conducted during November-December, 2014. This evaluation report presents the evaluation design, processes, main findings and key recommendations.

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4. Limitations of the Evaluation

a) The final evaluation was conducted with 1.5% beneficiaries as the target population is large (8800 fisher women). Though efforts were made to make the sample size representative, there was a limitation in covering the regional diversity due to tight field visit schedule. The field team covered 25% of the beneficiaries covered under baseline survey.

b) The evaluation team could not get opportunity to interview traders, middlemen and male fisher-folks to get their view on Samudram activities.

c) As there is separate income-expenditure survey and financial assessment of the project, FE team did not cover this aspect. The team conducted survey on the improvement in living standard by collecting and analysing data on assets; livestock; type of home and electricity.

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5. Evaluation Design

5.1 Methodology

The methodology included

1. Review of the project documents 2. Briefing with Oxfam-Odisha officials 3. Meeting with stakeholders including partner NGO (UAA), ICZM and Ascent Development

Services; 4. Participatory field assessment with women SHGs, NSS and DLF in four districts 5. Formal survey with 100 beneficiaries in 10 villages of four districts 6. Active observation 7. Synthesis of information and report preparation

5.2 Evaluation Criteria

The evaluation considered following criteria:

a. Relevance: The extent to which the objectives of the project intervention are consistent with beneficiaries' requirements, partners' and donors' priorities

b. Effectiveness: The extent to which the project intervention's objectives were achieved, taking into account their relative importance.

c. Efficiency: The extent to which economically resources/inputs (funds, expertise, time, etc.) are converted to results. As Oxfam conducts separate study on financial aspect, the evaluation covered ‘efficiency’ criteria lightly.

d. Sustainability: The continuation of benefits from the project intervention after the financial assistance is stopped as well as probability of continued long-term benefits.

e. Impact: Positive and negative, primary and secondary long-term effects produced by the project intervention, directly or indirectly, intended or unintended.

f. Coherence: Coherence within the Oxfam critical themes and areas of work, namely Economic Justice, Essential Services, Gender Justice, and Humanitarian Response and Disaster Risk Reduction

5.3 Sampling & Selection of Respondents

Samudram project is implemented in 46 villages of four coastal districts of Odisha with the main objective of increasing fishery income of 8800 marine fishing families from average of Rs.12186/- in 2007-08 to double in three years.

As per the project mandate, a recurrent Monitoring and Evaluation Learning (M&EL) system is in place to review successful implementation of the project and measuring the impacts. 200 households were covered in base line survey of 2007-08. Those households have been considered

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for regular assessment of business, income, expenditure and asset creation, performance of institutions and wellbeing performance4.

The Final Evaluation team visited 33% sampled villages (15 villages) which were covered during BLS. As highlighted in table 1 below, 100 respondents (50% of respondents covered under BLS) were covered for the sample survey, 50% of whom were same respondents as covered under BLS and 50% were new respondents.

Table 1: Villages and Households Covered under Evaluation

List of survey Villages and no. of Households covered under the evaluation

Districts Block G.P Name of villages

No of HHs covered

Baseline Interim Final

Puri Astranga Churiana Sahana 9 14 10

Astranga Nagara Dakhina pantala 14 20 15

Astranga Nagara Kaliakana 14 34 0

Astranga Nagara Balipantala 13 54 0

Total 1 block 2 G.P 4 villages 50 122 25

Baleswar Bahanaga Kalyani Dwarika 20 35 0

Bahanaga Baripada Kheranga 7 15 0

Remuna Talapada Talapada 14 31 12

Bahanaga Kharasahapu

r Kharasahapur, Majhi sahi

9 78 13

Total 2 blocks 4 G.P. 4 villages 50 159 25

Ganjam Gajam Palibandha Gokharkuda 20 97 0

Rangailunda Rangailunda Gopalpur

20 89

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Chatrapur Kalipali Bandar 10 52 11

Puruna Bandha 0 0 8

Total 3 blocks 3 G.P. 4 villages 50 238 25

Jagatsinghpur Arsama Dhinkia Trilochanpur 50 97 12

Govindpur 0 0 10

Nuejam 0 0 3

Total 1 block 1 G.P. 3 villages 50 97 25

G. Total 7 blocks 10 G.P. 15 villages 200 616 100

4 Annual Report (July 2013 – June 2014); Income-Expenditure, SHG Status, Fund Utilization and Market Access,

pp.1

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5.4 Evaluation Methods & Tools

The evaluation included a combination of methods. The evaluation team members visited selected villages in all four districts to collect data. The data collection tools included:

5.4.1 In-Depth Individual Interviews – 10 Numbers

Semi-structured interviews using a flexible interview guide were conducted with randomly selected SHG members to assess socio-political empowerment, level of income and livelihoods improvement taking into account the support provided by Samudram. Kindly see next section on Selection of Area and Respondents for details on SHG members’ selection.

5.4.2 Key Informant Interviews (KII)-16 Numbers

KII was conducted with 16 personnel from Samudram, UAA, Oxfam, ICZM and Ascent development Services. The key informants were interviewed on key aspects of the project components, approach and insights gathered through the project interventions. Challenges faced were especially captured for future learning.

Case studies were also collected to demonstrate how the Samudram has contributed in achieving income and household food security and reducing vulnerabilities, highlighting both challenges and achievement.

5.4.3 Focused Group Discussion (FGD)-15 Numbers

This tool was used with the NSS, DLF and apex bodies to bring out the degree they have been collectively /individually benefited from the Samudram interventions. Local empowerment and institutional/organizational strengthening processes were also captured.

5.4.4 Formal Survey-100 Numbers

Formal survey was conducted with 100 participants by using the same questionnaire as was used during baseline survey. As the data on income and expenditure are gathered and analysed bi-annually, the final evaluation focused on data collection pertaining to change in assets, livestock and type of housing. These factors reflect change in living standards, which is an outcome of change in income level.

5.4.5 Active Observation

While carrying out evaluation process, the evaluation team recorded what they observed by taking descriptive notes.

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5.5 Data Analysis and Reporting

Data collected from field was reviewed prior entry into template prepared earlier. After cleaning the data set, analysis was done using Excel package. The reporting included a concise document of 33 pages (excluding Annex) simple words/sentences with maximum efforts to exclude any jargon.

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Box 1: Integrated Coastal Zone Management Project

The Integrated Coastal Zone Management (ICZM) Project is implemented in three states – Gujarat, Odisha and West Bengal. In Odisha the project on pilot basis is implemented in two coastal stretches – Paradeep to Dhamra and Gopalpur to Chilika. The financial outlay of the project in Odisha is 227.64 crores; Odisha government is also contributing 10% of the total financial outlay. The project aims at coordination of activities of various stakeholders in an integrated approach for the sustainable usages of the coastal natural resources maintaining the natural environment. The project has following objectives:

A. Formulation of Integrated Coastal Zone Management Plan for the State B. Coastal Erosion and Associated Oceanographic Processes C. Vulnerability to Disaster D. Biodiversity Conservation E. Livelihood Security F. Pollution/ Environmental Quality Management, and G. Improvement and Conservation of Cultural/ Archaeological Assets

Source: Integrated Coastal Zone Management Project website http://www.iczmpodisha.org/

6. Key Findings

6.1. Relevance

The relevance of the project was assessed against appropriateness of objectives to the problems that it was supposed to address and to the physical and policy environment within which it operates.

The overarching vision of Oxfam India is “Right to Life with Dignity for All”. Oxfam India fulfils its vision by empowering the poor and marginalized to demand their rights, engaging the non poor to become active and supportive citizens, advocating for an effective and accountable state and making markets work for poor and marginalized people. The Country Strategy focuses on four thematic priorities: Economic Justice, Gender Justice; Essential Services and Humanitarian Response and Disaster Risk Reduction (DRR).

UAA, the implementing partner’s vision is ‘establishing a non-exploitative, gender and human rights sensitive, environment friendly, hunger free and self-reliant healthy society in Odisha’. It works towards its vision by organising the poor to assert their rights; enabling the disadvantaged sections to protect and promote their livelihood; enabling the needy to improve their quality of life; and lobbying and advocacy with Government policy makers and planners for people friendly development strategy.

Odisha Fisheries Policy, 2014 prepared by Department of Fisheries, Government of Odisha5 mentioned in its mission statement (pp.10)

Contribution of the fisheries sector to food, nutritional and livelihood security of the people of the State of Odisha and our nation is enhanced.

A balanced approach to fisheries management based on sound ecological, economic and precautionary principles is promoted to ensure that fish populations remain viable, productive and accessible to future generations.

5 Odisha Fisheries Policy, Draft, April, 2014 at http://www.orissafisheries.com/File/comprehansive-REVISED-

DRAFT-ODISHA-FISHERIES%20POLICY%202014.pdf

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An efficient value-chain and an organised and secure marketing/supply system/chain for fish and fishery products is created so as to protect the producers’ and consumers’ interest and to augment marine products export and foreign exchange earnings to the State of Odisha.

Infrastructure facilities for aquaculture clusters and for landing and berthing of fishing crafts are augmented.

Public – private - partnership and community participation for developing, managing, conserving and sharing the fishery resources, is promoted for the benefit of our society.

The project focuses on fisherwomen who are largely un-organized and exploited. The project reaches the women through the network of women fish workers ‘Samudram with an objective to ensure sustained source of income and food security through value chain development and empower women on their rights and other social issues. These priorities are also fully consistent with the Oxfam priorities which points to gender and economic justice as key concerns. The project is also consistent with Odisha government fisheries strategy which emphasise food and nutritional security through fish value chain development. As such project objectives are in coherence with the Odisha government policy, Oxfam’s Country Strategy and UAA mission, targeting interventions for gender and economic justice for the fisher women and their household members. The project is also aligned with Oxfam India strategy 2020 which states that “….by 2020, through

active citizenship, Oxfam India will work with alliances of poor and marginalized people, especially

women, who are able to realize their rights, influence decision-making processes, transform power

structures, and reduce inequality and injustice in India”. The new Strategy outlines six goals namely,

Goal 1: Right to be Heard: Peace Building, Governance, Private Sector Engagement, Social Inclusion,

Urban Poverty, Young & Middle Class; Goal 2: Gender Justice: Transformative Women’s Leadership

(TWL), Ending Violence against Women (EVAW); Goal 3: Saving Lives, now and in the future: DRR;

Goal 4: Sustainable Food: SHA , Food Security, Climate Change; Goal 5: Fair Share of natural

Resources: Forest Rights, Mining, Energy; and Goal 6 : Financing for development & universal

services: Education & Health.

As the project is working with fisherwomen on food security through private sector linkage it is

aligned with Goal 1 (Right to be heard); Goal 2(Gender Justice); Goal 4 (Sustainable Food Security);

Goal 5 (fair share of natural resources, marine resources in this context) and Goal 6 (financing for

development services i.e. education and health.

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6.2. Effectiveness

The effectiveness was assessed against the contribution made by results to achievement of the project objectives and how assumptions have affected the project achievement.

The table below indicate achievements against targets in 10 key result areas

Table 2: Achievement against Targets in Key Result Areas

S. No.

Indicator Target Achievement % Source of verification

1 No. of Beneficiaries 8800 3889 direct beneficiaries

8911through value chain as key actors

Progress reports Income and Expenditure reports Cross-checking with sampled households during field assessment

2 Self Help Groups (SHGs) functioning effectively in Ganjam, Baleswar, Jagatsinghpur and Puri districts

237 237 100% Field assessment of selected SHGs Project Progress Reports

3 Establishment & functioning of Procurement and Processing Centres

7 7 100% Field assessment Progress reports

4 Training and capacity development of SHG Leaders

550 520 97% Training reports Interview with SHG leaders

5 Skill development training to SHG members

100 100 100% Training reports Interview with SHG members

6 Gender Mainstreaming

training to men,

women, youth and

adolescent girls

120 120 100% Training reports

7 HIV/AIDS sensitisation workshops to participants at Ganjam

80 78 98% Workshop report

8 Multi stakeholder consultation workshop at district levels and state level for stakeholders including traders, service providers, private sector etc

Dist level: 4 State level: 1

Dist- 4 and

State level - 1

100% Workshop report

9 Revolving Fund provision to SHG

250

Members

222 members Rs.1337000

Income-expenditure reports

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members Field verification by reviewing SHG records

10 Business Development Service Provision to SHG members

4000 3200 95 % Interview with SHG members Progress reports

*Note: The processing centre at Ganjam has been converted into Central Processing Unit

As such the project has achieved 100% of its targets. The above key result areas were effective in improving livelihoods security to fisher women and their families.

The project promoted three levels women’s institutions, as below

a) Self Help Groups:

In all four districts, 237 SHGs are operational in 9 blocks. The SHGs are spread in 46 villages with base membership of 3889 women. Total monthly saving is Rs.127770/-, and SHG average saving per month is Rs.539/-. The cumulative saving of the SHG in the bank (Rs.65,57,105) is explored to leverage bank linkage.

b) Nari Shakti Sanghtan (NSS):

NSS is the village level institution with representation from each SHG in the village. Its task is to promote procurement from members and help in member level tracking. Business related records are maintained at NSS level. In four operational districts, there are 31 NSS groups (Ganjam-13, Jagatsinghpur-5, Puri-6 and Baleswar-7). The NSS roles are focused more in channelling loan from Samudram to SHG members and SHGs’ monthly contributions to DLF, and these are in supporting role to DLF. In some of the villages, where there is only one SHG, NSS relevance is minimal.

c) District Level Federation (DLF)

The DLF task is to explore to invest SHG and member savings/shares to help members do a viable business and becomes sustainable of its own. There is a bare need to implement the business plan and maintain related savings and business registers at DLF and NSS level.

The DLF members were found very active and vocal. They deal with the fish traders, negotiate on the price and volume of fish catch and provide guidance the fisherwomen. The SHG members had high confidence on DLF functioning and were satisfied with the support provided to them.

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Box No 2: TRIPTI – Targeted Rural Initiative for Poverty Termination & Infrastructure

TRIPTI aims at enhancing the socio-economic status of the poor, especially women and disadvantaged groups, in ten districts of Odisha over a period of five years, beginning 10 February 2009. The project is assisted by the International Development Agency of the World Bank and implemented by Odisha Poverty Reduction Mission, a society under the Panchayati Raj Department of government of Odisha.

The social and credit mobilisation achievements made under Mission Shakti in Odisha is the stepping stone for implementation of TRIPTI. The project goes one step beyond Mission Shakti and focuses on both, financial services and promotion of sustainable livelihood options for the poor. TRIPTI covers 38 blocks in 10 districts of Odisha including three of the four Samudram districts namely Puri, Baleswar and Jagatsinghpur

TRIPTI has adopted a three-pronged approach to achieve its objective:

Strengthening economic organizations of the poor to be more self reliant and achieve better livelihoods for members.

Enable women’s’ groups to play a more vocal role in local decision-making and help them sustainably access financial services from public and private financial institutions for establishing economically viable small to medium scale enterprises.

Increase incomes of the majority of the poor members of SHGs through enhanced rural livelihoods by financing capacity building measures and developing market linkages.

Source: Source: http://www.orissalinks.com/orissagrowth/archives/2978

The table 3 indicates that except 70 SHGs in Ganjam all the women SHGs were established during the project period. It was observed that the majority of beneficiaries were organized in women’s groups at the beginning of project period during 2008-2010. A total of 237 groups of 3889 women members were formed. Each group elected a President, Secretary and Treasurer to manage group’s activities. These groups are being facilitated by SHG mobilisers who help in conducting meetings and maintaining records.

The partner NGO ‘UAA” developed training design and materials to train beneficiaries in these IGAs. Afterward, they conducted Training of Trainers (TOT) for their field staff, who in turn conducted these training. UAA also made good efforts to involve government officials in these training.

Table 3: Year-wise Project Progress on SHGs

Year Wise SHG Status

Sl. No.

Districts

Year 2007-08 Year 2008-09 Year 2009-10

Year 2010-11

Year 2011-14

Total

SHGs Members

SHGs Members

SHGs

Members

SHGs

Members

SHG

Members

SHGs

Members

1 Baleswar

0 39 509 9 73 0 0 0 0 48 582

2 Puri 0 28 456 15 210 1 16 3 27 47 709

3 Jagatsinghpur

0 20 303 15 189 5 79 0 0 40 571

4 Ganjam

70 1529 21 348 6 61 0 14 5 75 102 2027

70 1529 108 1616 45 532 6 109 8 102 237 3889

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Box 3: Dry Fish Business in Unique Way

Ganga Devi Nari Shakti Sangh at Purna Bandhu village of Ganjam district has 14 Self Help Groups with 210 members. 80% of them are involved in dry fish trading. However, their trading business is unique.

Huma weekly dry fish market is held in nearby area, where fish traders from Telangana sell semi-dry fish. These women buy these dry fish at low rate (Rs.70-80 per kg), clean and further process them, and sell them in urban area at Bhubaneswar, Nayagarh and Berhampur. Normally, one kg of semi-dry fish become 900 gms after further cleaning and drying, however it can be preserved for upto 4-5 months.

As three days of the week (Monday, Thursday and Saturday) the people in Odisha do not eat non-veg, the women use these days for further cleaning and drying of semi-dry fish, and for other three days they make home to home visit and sell them. Normally they take morning local train at Ganjam railway station at 4.00 am and return back late in evening. They sell the dry fish at Rs.120-Rs.140/- per kg and each of their selling days they are able to sell 15-20 kgs of dry fish. As such they make a profit of Rs.800-Rs.1000 each selling day, depending on volume of sale. The Patharmundi dry fish has more demand.

Asked on whether they prefer to buy fresh fish and dry them or buy semi-dry fish and clean and further dry them, the women informed that they prefer buying semi dry fish and then selling them after cleaning and further drying.

6.3. Efficiency

The efficiency of the project was assessed against the cost, speed and quality with which inputs/ means have been converted into activities and the quality of the results achieved.

The project was able to significantly leverage benefits from government schemes like TRIPTI and Mission Shakti. Linkage with government project like ICZM ensured not only technical support but also infrastructure and financial support. For example, ICZM project is installing 99 solar drying instruments in Samudram project area. It is also willing to financially support Samudram members to manage these instruments.

Linkage with financial institutions – NABARD, local banks helped getting finance for income generation activities. The project was able to mobilize Rs.362,000 through Mission Shakti, Rs.60,000 through TRIPTI and Rs.17,50,000 through Swarna Jayanti Grameen Yojna (SGSY).

As the table 4 below shows many families promoted multiple activities together with core activity i.e. fisheries. For e.g. those who had income from fisheries also complemented it with income from petty businesses and wages. The income from fishing constitutes about 41-46% of total income. A lower percentage in fishery income during 2013-14 indicates effect of cyclone Phailin.

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Table 4: Year-wise Income Sources of the Project Participants

Period Income Sources Ganjam Puri Jagatsinghpur

Baleswar

Avg of 4 Districts

Percentage

July 2011- June 2012

Fishery income 29058 45536 9395 25273 27316 43.2%

Non-fishery income (excl. loan) 27227 22304 56725 11442 29424 46.6%

Petty loan 2946 9058 10805 2873 6420 10.2%

All Districts 59231 76898 76925 39589 63161 100%

July 2012- June 2013

Fishery income 32430 53143 7016 20702 28323 43.8%

Non-fishery income (excl. loan) 24197 16414 46197 16636 29844 46.1%

Petty loan 2988 15263 20115 3748 6545 10.1%

All Districts 59614 84820 73329 41086 64712 100%

July 2013- June 2014

Fishery income 25403 67166 3837 23327 29933 41.5%

Non-fishery income (excl. loan) 36722 34801 59431 21210 38039 52.8%

Petty loan 6071 6280 265 3908 4131 5.7%

All Districts 68195 108246 63533 48445 72103 100%

Source: Income-Expenditure Survey, 2014

The income from fishing increased from Rs.12,186 to Rs.29,933 which indicates 245% increase from

baseline figure of Rs.12,186. The highest increase was noticed in Puri, followed by Ganjam. The

percentage increase could be more, however due to decrease in fishery income at Baleswar the

overall increase is less.

Table 5: Change in Income from Fishery during Baseline and Final Evaluation District Average fishing income

Baseline Data-2007

Final Data – 2014

% Change

Balasore 14500 23327 160

Puri 14072 67166 477

Ganjam 8224 25403 308

Jagatsinghpur 11947 3837 -322

Total 12186 29933 245

Source: Baseline Survey Report and Income-Expenditure Report, 2014

Upon investigation it was learned that fishing activity at Jagatsinghpur is severely restricted due to existence of Paradip Oil Refinery which is spread over to 3,344 acres. The fish catch in this region has reduced drastically and the fishing community are forced to work as wage labour to complement income from fishing.

In an interview to daily newspaper “The Telegraph” in June, 2011 Mr. Narayan Haldar, President of Odisha traditional marine fishermen’s association, mentioned6 “Oil leak or toxic impact on the water in the area being perpetrated by industries including IOCL has become routine phenomenon...Though the state government has imposed ban on fishing for seven months keeping in view safety of Olive Ridley turtles, the remaining months are marred by intermittent incidents of oil leakage and resultant toxic effect on the aquatic life.”

6 http://www.telegraphindia.com/1110109/jsp/orissa/story_13410961.jsp

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Box No.4: Fishing Ban to Ensure Turtle Conservation

A seven-month ban on fishing was clamped from November 1 by the Odisha Government on sea fishing within the Gahirmatha marine sanctuary as part of its turtle conservation drive. The ban on the 20 km stretch of the Dhamra-Rushikulya river mouth was clamped in accordance with Sections 2, 7 and 4 of the Orissa Marine Fishing Regulation Act, 1982. It was also applicable to the beaches of Gahirmatha, Rushikulya and Devi where patrols would ensure the ban.

“It will be a tough time for fishermen, fish workers and vendors. Bereft of alternative income sources, the traditional sea-bound fishermen were left to fend for themselves,” said spokesman of the sea-going fishermen’s union Tushar Sardar.

Source: The Telegraph, Bhubaneswar, 4th November, 2014

Box No. 5: Vanaraja Poultry Bird

The backyard poultry breed Vanaraja is developed by Project Directorate of Poultry (POP), Hyderabad. It is very well acclimatized to Odisha climate with good growth and moderate egg production.

Because of their -attractive feather colour they look like deshi bird but their growth and egg productions are far better than deshi breeds. Particularly these backyard breed is resistant to some common poultry diseases. The male Vanaraja kept on low density diet attain optimum body weight for table purpose at the age of 10-12 weeks. Female birds lay up to 150 eggs per annum under backyard condition with minimum input cost.

The diet of Vanaraja can be formulated using locally available feed ingredients like bajra, ragi, jowar, broken rice. The feed supplement required to be given to these birds for optimum production depends on the intensity of vegetation and availability of waste grains, insects, grass seeds etc. in the backyard where they are reared. Some of the important features of Vanaraja which have attracted the attention of rural farmers are as described below.

Attractive feather colour.

Low input cost.

High disease resistance

Better survival rate.

Large egg size with brown colour resembling deshi egg.

Source: ICAR Technical Folder No.8

As the project beneficiaries are pre-dominantly fishing communities their main income comes from

fishing. However, due to ban on fishing for most period of the year (box no.4) they have to rely on

other source of income, and the most easily available is wage labour with oil refinery or other

industries in the region.

The project made efforts to promote diversified livelihoods through poultry rearing and vegetable

production. The initial results indicate that these activities have potential to be up-scaled through

agri-value chain development. For example, the beneficiaries who could keep their poultry properly

earned Rs.1500 to Rs.3000 in a span of four months. On the other hands, many families who could

not take proper care and protect from wild animals and diseases lost.

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Box No. 6: Case Studies on Backyard Poultry

Sahana village Astranga block of Puri district is a coastal village with sea and Casurina forest at walking

distance. All the 14 members of Maa Harchandi women SHG in this village bought Vanaraja poultry chicks.

Each member bought one month old 25 chicks @Rs.30/- per chicks. Initially, they offered poultry feed,

however as the poultry feed was expensive they started feeding them on left-over food and rice. Once the

poultry were allowed to go out and find their feed the wild animals took advantage and started eating

them away. Due to heavy weight and slow movement these Vanaraja breed became easy prey for them.

Many of the women lost their poultry to wild animals, and nobody except two are pursuing this activity.

On the other hand, Mrs. K. Sukriamma from Bandar village at Ganjam bought 15 days old 10 chicks

@Rs.10/- per chick during April, 2014. She took proper care of them and fed them broken rice and left over

food. These chicks became adult in 3-4 months. She was able to sell 6 birds @Rs.300/- per bird, offered

two birds to her relative, and two died. As such, she was able to make a profit of Rs.1500/- plus two bird in

3-4 months period.

Mrs. N. Mahalakshmi in the same SHG has similar story. She bought 15 chicks. All of them survived as she

took proper care and did not allow the wild animals to eat them away. All the birds survived, which she

sold @Rs.300-Rs.350 per bird. She made a profit of more than Rs.3000/- in 4 months period.

As the project was able to manage its costs within the budget while achieving its outputs and

outcome its efficiency was considerably high. The project might be more efficient by focusing more

on alternative livelihoods through value chain development for the fisher women when the income

from fishing is dwindling.

6.4. Project Impact

As the project activities were directly related with capacities building of women beneficiaries and

their involvement in social issues like liquor banning or violence against women the social impact is quite visible. The women groups have successfully tackled liquor manufacturers and traders and they are not allowed to sell in the project villages. The evaluation report (2008-2011) highlighted that

......the new groups are not provided a central ‘model’ or a blueprint, but are encouraged to focus on local issues of concern to the women, which led the women in Balasore to undertake some vigorous campaigns against such local problems as rampant alcoholism amongst the men, encroachment of grazing lands for housing purposes and – in case of Jagatsinghpur – industrialisation7”.

The project has not only contributed to social empowerment but also on economic and political empowerment. Women like B. Gurdumma & N. Mahalakshmi of Bandar village, Ganjam, and Ms. Manorama Behera and Gunni Behera of Dakhina Pantala of Puri district won local government (Panchayati Raj) election and serving the community as ward member and Deputy Head (Naib Sarpanch).

Education of girl child has been remarkable. In almost all the villages where evaluation team visited the villagers have taken keen interest in sending their girl children to urban areas for higher studies. For example, all the five girls who passed secondary school in Dakhina Pantala village are staying at

7 Evaluation Report, 2008-2011 pp.16

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Rajama A. of Kottur village in Ganjam is a member of Jai Maa Santoshi SHG. She is a

divorcee with two sons struggled a lot to maintain her family. Her ex-husband migrated to a

city ‘Vizag’.

When Samudram initiated the women group formation process in her village she took lead

role and organised 15 members group. Each member contributed Rs. 50/- as individual

monthly saving in the group. Later, UCO-Bank provided cash-credit facility to this group.

She took small loan of Rs.6000 and started fish head load selling. Subsequently, she

organised other members for group purchase of fish directly from the fish landing centre at

Bandar. The direct purchase and selling of fish improved the income substantially.

Encouraged by the success, a neighbouring SHG ‘Radhakrishna SHG’ also started fish trading

by taking loan from the bank and purchasing directly at fish landing centre. Later, they got

Rs.50,000 grant from ICZMP to enhance their businesses. The ICZMP also established a solar

fish drying centre in the area, which will be managed by the Samundram.

hostel/guest house at nearby town ‘Astranga’ in Puri district for higher study. Similarly, almost all the college going girls in Kaliakona village are staying in hostel in nearby town and studying there.

This is a remarkable development, considering the fact that before 2008 hardly any girl went outside to study. The government scholarship scheme for girl children also helped in encouraging the parents to send their girl child for higher study.

An increase in income level was noticeable in the households visited. The beneficiaries are utilizing the increased income on purchasing food items, assets and livestock and education of children.

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The table 6 below highlights change in the household assets before and after the project.

Table 6: Change in Household Assets before and After Project

SL No

Type of Household assets

BLS No

% Final BLS Not in BLS

Total % Change in % since BLS

1 Bed 81 40.5 27 32 59 59 18.5

2 TV 41 20.5 33 34 67 67 16.5

3 Music system 7 3.5 0 0 0 0 -3.5

4 Radio 7 3.5 0 1 1 1 -2.0

5 Stove 4 2.0 2 0 2 2 0.0

6 Land line 3 1.5 0 1 1 1 -0.5

7 Mobile 43 21.5 45 34 79 79 57.5

8 Computer 0 0.0 0 1 1 1 1.0

9 Chair/Table 10 5.0 43 40 83 83 78.0

10 Fan 0 0.0 44 41 85 85 100

11 Bicycle 70 35.0 30 33 63 63 28.0

12 Two wheelers 1 0.5 9 16 25 25 24.5

13 Auto 0 0.0 0 1 1 1 100

14 Engine 9 4.5 3 4 7 7 2.5

15 Power tiller 0 0.0 1 0 1 1 100

16 Net 301 150.5 24 23 47 47 -103.5

17 Boat 91 45.5 16 17 33 33 -12.5

18 Ice Box 1 0.5 4 6 10 10 9.0

Total No. 200 50 50 100

As the table indicates there has been considerable increase in household assets like television, fan, mobile phone, vehicle (bi-cycle and two-wheelers) and furniture like bed and table chairs. There has been decrease in net & boat which is related with the loss by severe cyclone ‘Phailin’ during October, 2013. The cyclone also impacted livestock population as there has been major reduction in cattle (-15.5%); bullock (16%) and poultry population.

The increase in income despite this setback indicates that the beneficiaries were able to recover the loss by diversifying their income sources, as well as strengthening their fish business through value addition.

The most noticeable impact has been involvement of women federation in marine fish processing and trading. The evaluator searched for similar examples elsewhere, and realized that the ‘Samundram’ is a unique model where fisherwomen organized themselves in federated structures and successfully tackled agents and traders. They were able to stop their exploitative businesses and bring fairness and equality in fish trading. As a result, the fisherwomen are getting fair prices and no more subjected to exploitation.

6.5. Sustainability

The final evaluation team assessed the sustainability aspects from the perspective of the likelihood of a continuation of benefits produced by the project to the beneficiaries. The final evaluation also looked into the possibility of the sustenance of project interventions and household income levels beyond the project period.

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Box no.7: CHITTIAMMA –A PROFILE IN COURAGE

For Chittiamma the journey from Katuru village in Ganjam district to New York to receive, the Equator Prize 2010 has been long and arduous. The journey began in 1980-81 as a young wife of a fish worker, struggling to make ends meet, determined that her children would have access to education and health facilities. She faced opposition at home, with her husband, asked her to stop her work with the group. Her response was simple; she would continue her work as she wasn’t doing anything wrong.

She persevered with her increasing group of women from the fish workers community. With the support of UAA, Samudram federation set up in 1993. They removed the middle men by setting up procurement units where fish was procured directly from the fish workers, stored in deep freeze and transported to markets in the state and other parts of the country. Samudram was able to successfully develop marketing and financial linkages which soon saw an increase in the income of the fish workers.

The women with the support of the UAA are trained in producing value added products from the fish. Today the group produces prawn and fish pickle, prawn papads, fish jhuri bhujia. Chittiamma’s pride is palpable as she displays these products, “ we decided that instead of going out to work (in the non fishing season) we will generate income within the village.”

Her family has been long won over and today this proud matriarch commands respect not only among her community but also in national and international fora. With her determination and dedication she is an inspiration for the young women in the group but Chittiamma is quick to give credit where it is due “the group gives me courage, I could not have done it alone”

Source: Excerpts taken from Shikha Srivastava at http://uaaodisha.org/upload/CHITTIAMMA%5B1%5D.pdf

The assessment of sustainability focused on institutional, social, cultural, financial, technical and environmental factors.

6.5.1 Institutional sustainability

The project is designed to enhance the sustainability of livelihoods security through effective functioning of women’s groups and improving their income from fisheries and allied activities.

The project has been successful in bringing the women together in groups. Each group has selected three Leaders (President, Secretary and Treasurer), and their orientation and training have been conducted. These groups are being mentored by the SHG Mobilisers. The evaluation team noticed that the SHGs in Ganjam and Puri are more mature in the sense that they are conducting regular meetings, and revolving the loan funds among its members. The members are more actively

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involved in income generation and social activities, and as such these SHGs are likely to sustain even after the project is over.

At village level NSS has been promoted which provides link between DLF and SHGs. These NSS are working as mediatory bodies between SHGs and DLFs. The project functionaries should identify greater roles for NSS to be effective. There is a need to give more financial and decision making power to NSS, otherwise these may disintegrate once the project is over, paving ways for direct linkage of SHGs with DLF.

The apex level federation ‘Samudram’ has been registered as Producer Company and each SHG member is shareholder of this company. As the earlier evaluation report (2008-2011) mentioned “...What makes their job as the implementing agency difficult is a basic contradiction: both Samudram’s and UAA’s strength as social organisations is also a major liability in their functioning as viable economic entities8”. Managing both social and business entity is a difficult task to perform; therefore, there is a need to segregate these two tasks by promoting Samudram as business entity while UAA continue to provide critical support in social aspects.

6.5.2 Economical and financial sustainability:

A declining trend in landing volume of fish was reported in project area. As reported earlier in the report, out of total landing volume in all 6 centres of 4 project districts, 39% reduction in commercial species and 43% reduction in non-commercial species was found during 2011-12 and 2012-13. There are several reasons including rampant development activities in coastal zone, encroachment by trawlers and irratic climate change. More-over in Odisha, the government is also implementing much stricter coastal conservation regimes with the result that up to a third of the state’s coastline has become inaccessible for fishing for several months in a year and this has had significant impacts on the life and livelihoods of the fishers.

Promoting diversified livelihoods for fisherwomen is one of the best option. In this regard, the project promoted poultry rearing and vegetable production on pilot scale, which showed potential for scaling up. An orientation to potential income generation activities (IGAs) could be a better preposition, as it would have ensured that the beneficiaries knew the pros and cons of the IGAs (like poultry rearing) before making their choice. During the final evaluation, it was found that more than 50% of the beneficiaries preferred cattle rearing as their IGA due to lesser risk and higher perceived benefits by them.

Through the project these women beneficiaries are able to generate 20-30 days of employment for them annually. They are also getting an additional income; however such income depends on local festival and ceremonies.

As such these beneficiaries are likely to be economically and financially secure unless major threat/hazard occurs. The economic and financial value can be further increased if collective approach in procurement and marketing (value chain development) is promoted.

8 Evaluation Report, 2008-2011 pp.30

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6.5.3 Social Sustainability

There has been substantial capacity building and empowerment of the women in addressing social issues. Due to their involvement in the project and their economic role the villagers view these women with respect. For example, we take the case of Taapoee Behera of ‘Sagar Kanya SHG’ in Balipantala village in Astaranga Block of Puri District. She attended training on fish processing. The fish traders used to come to her village and purchase their product at mere Rs. 12 –Rs.15/- per kg. She learned from Samundram staff that re-processed dry fish in the local weekly market is sold at Rs. 20 to Rs. 24 per Kilogram. They told the fish traders that they would not sell the dried fish lower than Rs.24/- per kgs, and they can provide big quantity of fish if the trader agrees to buy at this rate. The trader agreed and the group members benefited from this deal.

There are several other examples when women in the project area organised themselves and successfully tackled the issues. The project should continue to target women empowerment vigorously with collective actions on social issues to gain further solidarity and momentum.

6.5.4 Environmental Sustainability:

The main project support is for fish collection, value addition and trading. These activities are essentially on a micro-scale and unlikely to have a noticeable effect on the environment.

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6.6. Coherence to Oxfam’s Thematic Priorities

Oxfam India aims to be a role model in linking up four critical themes and areas of work – Economic Justice, Essential Services, Gender Justice, and Humanitarian Response and Disaster Risk Reduction – into a comprehensive programme framework pursuing dignity of life as the overarching goal. This section examines project performance against Oxfam’s thematic priorities.

6.6.1. Thematic Priority I: Economic Justice

Change Goal: More women and men will realize their right to secure and sustainable livelihoods.

Oxfam India’s strategy 2010-15 mentioned that while India is currently experiencing high economic growth over half of its population remains poor; their livelihoods precariously balanced on the verge of food insecurity, bankruptcy, and indebtedness. It further mentions that India's National Action Plan on Climate Change (NAPCC) recognises the negative impact that climate change will have, and is already having, on agriculture, fisheries and forestry because India has a long, densely populated and low-lying coastline and an economy tied closely to its natural resource base.

Oxfam India reiterates to work with others to ensure that government policies and programmes provide support to poor and vulnerable communities to adapt to climate change.

In this context the project provides a good model which aims at empowering traditional marine women in all aspects of life and foster solidarity among themselves with a special focus on marine resource conservation and sustainable fisheries. The project further works on reducing vulnerabilities from climate change by strengthening value addition to fish and diversifying livelihoods.

As such, the project is fully coherent with 1st thematic priority of Oxfam India.

6.6.2. Thematic Priority II: Essential Services

Change Goal: People living in poverty, especially women and girls will realize their rights to accessible and affordable health, education and social protection.

Oxfam India stresses that access to quality essential services is not merely a human need but also a human right. It further states that inequities in access to quality essential services perpetuate further inequality. Unequal access also hampers the ideal of inclusive growth in a nation.

According to its Strategy Paper access to essential services needs to be looked through four broad lenses namely, legal, financial, systemic and accountability to community. Oxfam India identifies twin strategy i.e. strong grass root backed movements to realize the potential of the existing policy and plans while also pushing for greater policy reforms at the state and national level.

In this context, the project financially enabled the community to afford to send girl children to nearby cities for higher education. It’s not only impacted financial status but also community’s

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perspective towards girl child. No doubt the supportive government policies towards girls’ education helped, but the change in attitude and behaviour towards girl child can be attributed to the project.

Oxfam India emphasise that it will work with other civil society groups to build a strong grass root campaign to advocate for an effective national health act including user fee free basic health services to all. In this context, the women groups launched various social campaigns aiming at ban on liquor trading, atrocity to women, etc.

Therefore, the project addressed the 2nd thematic priorities to a great extent. As the women groups are empowered they could be more directed to include ‘health and social protection’ in their social campaign.

6.6.3. Thematic Priority III: Gender Justice

Change Goal: Women from all communities will gain power over their lives and live free from violence through changes in attitudes, ideas and beliefs about gender relations, and through increased levels of women's active engagement and critical leadership in institutions, decision making and change processes.

The strategy paper mentions that various human development indicators demonstrate substantial gender gaps for women in India. Discrimination against girls begins even before they are born and continues till they die as is evident by the declining sex ratio. Oxfam India is committed to and believes that “Gender Justice” is the goal of full equality and equity between women and men in all spheres of life. It highlights that specific attention to women's rights and empowerment is required in order to address the multitude of gender gaps, inequalities and discrimination that historically have disadvantaged women. This does not preclude activities that address men were doing so will contribute to gender equality.

The project earlier focused on women social and economic development with 100% focus on women and their groups. As such it was women oriented development project. A major change in the project focus was brought in 2010 with the induction of gender sensitive Project Coordinator from Oxfam’s side. Key Result Area on Gender Mainstreaming training to men, women, youth and adolescent girls was included, and conscious efforts were made to include men and women in the project.

Basic gender training courses were conducted with members and their families. In those training, issues like domestic violence, education to girls children, leadership and social protection were addressed. As a result, changes in attitudes, ideas and beliefs about gender relations have been observed. Women political empowerment has also been a great success of the project which contributes towards Oxfam India’s work for increased and effective representation of women in decision making forums in governance institutions.

As such the project significantly contributed towards 3rd thematic priorities of Oxfam India.

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6.6.4. Thematic Priority IV: Humanitarian Response and Disaster Risk Reduction

Change Goal: All women and men in humanitarian crises will be assured both the protection and the assistance they require, regardless of who or where they are or how they are affected, in a manner consistent with their human rights. Fewer people will suffer deprivation as a result of conflict, calamity and climate change. And to reduce risks and building community resilience to disasters, one of the critical areas of specialization and pillars of Oxfam India's humanitarian work is disaster risk reduction programming.

The strategy paper highlights that disasters and poverty are closely linked to each other. Experience has shown that disasters drives poor people further into a spiral of poverty, and undermines their capacity to recover from social and economic losses, that they incur during a disaster. Oxfam India specifies three types of actions - enhancing capacities to provide timely and quality relief assistance to disaster affected population, preparing the communities to cope with disasters through undertaking risk reduction initiatives; and working with others to influence the Government disaster management policies and agencies. It further specifies that it will support communities and partners to build livelihoods that are resilient to disasters through supporting them with technologies that help communities change agricultural practices, improve water harvesting and management, diversify into non climate dependent livelihoods, building appropriate infrastructure.

In this context, the project assisted the women participants to diversify into non climate dependent livelihoods like petty businesses and non-land based income generation activities.

As such, the project partly addresses the 4th thematic priorities. Oxfam and UAA may consider including project interventions like training on disaster risk reduction, community contingency plan during cyclone and flood to improve performance to 4th thematic priorities area.

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7. Lessons Learnt

7.1 Partnerships Building is a Process

Oxfam and UAA started working together from 2005-06 initially through movement against trawlers operators to stop their encroachment. Oxfam later supported small project on disaster risk reduction and livelihoods promotion.

The current project was taken up in May, 2008 after having initial experience of working together on issues of mutual interest. During the period, organizational change occurred in Oxfam, and it came into existence of Indian organization in October, 2008. The project was earlier managed by Kolkata office (2008-10), which moved to Hyderabad office in 2010 and to current office in Odisha in October, 2013. Samudram also went through organizational change, and was incorporated as Producer Company in 2012.

Throughout, the whole organizational change process the partnership between Oxfam and UAA became stronger and the project activities were not hampered due to change. The mutual understanding and respect between both partners were evident through the concern expressed on financial sustainability of Samudram and livelihoods security of participants once the project funding stops.

7.2 Empowerment comes with Enhanced Responsibility

Women oriented development project attributes to women empowerment and their involvement in decision making; however it may also result in increasing workload on women for which the project design should have corrective mechanism by including drudgery reduction activities and male sensitisation programme.

7.3 Group Approach Improves Bargaining Power

The women participants could successfully tackle the exploitative practices by fish traders and money lenders through working together in the groups. Earlier fish traders used to pay them money in six month. When the women used to take loan from money lenders, they were supposed to repay through fish-catch, where they were forced to sell at lower rate than market price, and were cheated on the weight. Such practices were stopped when the project started and they started working together in the group. They were able to bargain better price and payment terms as they approach the traders through NSS and DLF.

7.4 Effective Participation Ensures Sustainability

The women groups in Ganjam and Puri were found stronger compared to the groups in other two districts. These groups conducted their meeting regularly, utilized micro-credit effectively and took collective actions against social issues more frequently. These collective actions improve solidarity

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among group members and improve probability of group functioning even after the project support is over.

7.5 Supplementary IGAs Improve Livelihood Security

Supplementary IGAs when taken together with fish trading enhances livelihood security. The non-commercial dried fish could be used as feed for the poultry, and the income from poultry could be used to buy productive assets. These IGAs become more effective and remunerative when taken as value chain development. For example, poultry rearing could be promoted by linking with good quality chicks and feed supply, technical support like de-worming, vaccination and marketing of matured poultry.

7.6 Linkage with Government Schemes

has Multiplier Effects

Linkages with government schemes facilitate value addition, greater diversity and reciprocity between NGO and government. It also contributes towards holistic integrated development.

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Box No 8: Market and Value Chain Development

A value chain is a specific type of supply chain, where actors actively seek to support each other so they can increases their efficiency and competitiveness. Actors are those involved in the production, processing, trading or consuming a particular product.

Value Chain Matrix

Chain Activity

Integrator

Chain (co) owner

Chain Actor Chain Partner

Vertic

al

Inte

gra

tion

(activ

ities)

Horizontal Integration (management)

A women fisherwoman can have four situations in the value chain:

• Chain Actor: engage only in activity and has no influence over the management of chain. • Chain Activity Integrator: Pefrom other activities in the chain like sorting, grading without

exerting any influence on the management of the chain. • Chain Partner: Engaged in activity and has some control over the management of the chain. • Chain Co-owner: Fot e.g. besides catching fish, sorting, drying and packing them and influence the

price through the union.

The most preferred way of chain development is vertical integration. This means, increase the number of activities the women farmer undertakes – from cultivation into processing, transport and trading. The idea is that by adding activities to their businesses, the women can get added value and extra income. However, this is not always true. Adding activities also means adding costs and risks. It also requires new sets of assets and skills. These may include: technology; finance; human resource – managerial capacity and appropriate staff strength; and organization – delivery standards, procedures, commitment, etc.

Source: Author’s training material with Government of Maharashtra, 2011

8. Recommendations

The key recommendations include some of the practices already being followed in the project which need to be maintained or up-scaled further.

The recommendations have been provided at two levels viz. policy level and field level. The evaluation specifically focuses on viable business for processing centres

8.1. Policy Level:

8.1.1. Consolidate Area:

During the final evaluation it was learned that while women groups in Ganjam and Puri are very active and vibrant, however, it is not so in Baleswar and Jagatsinghpur, and some of them are disintegrating due to industrialization and fishing ban. The landing volume of fish has drastically reduced (50% in Baleswar and 61% in Jagatsinghpur) and beneficiaries have diverted their livelihoods from fishing to wage labour as is evident from table 5 of the report. The income from

36

fisheries reduced in Jagatsinghpur from baseline figure of Rs.11,947 to Rs.3837. Under these conditions, it is not viable to continue the project activities with same intensity. It is advisable to use those resources in consolidating and further strengthening work in Puri and Ganjam. It does not mean to withdraw from those two districts, but take more time to strengthen women groups and mobilize internal micro-finance activities.

8.1.2. Focused approach:

Current project design has 10 key Result Areas and a number of corresponding activities. Efforts were also made to link all women groups with the business of Central Processing Units which turned out to be a limiting factor in ensuring regular supply, quality and quantity. Therefore, it is recommended to segregate activities of Central Processing Unit with that of women groups. Only those women groups who are interested in pursuing fish business should be linked with Central Processing Unit.

The focus should be

Further strengthening women groups and promoting livelihoods promotion activities with them, which could include besides fish trading & value addition, livestock development, non-land based income generation activities like petty businesses & poultry development;

Promoting bulk selling of hygienic solar dried commercial fish for Central Processing Unit. Efforts should be made to work as value chain co-owner by identifying and negotiating with traders in those cities. The CPU can provide bulk dried fish while the final packaging and marketing to end customer can be taken up by the trader.

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Box No. 9: Social Entrepreneurs Tap Hybrid Business Model

Traditionally, a not-for-profit entity or non-government organization (NGO) got grants for various socially relevant projects and implemented them. But, with grants drying up and an increasing tribe of social impact venture capitalists willing to invest in a for-profit corporate set up, a large number of NGOs are adopting the hybrid model. This also helps them to scale up the value chain and hire the right talent. Corporate and tax laws necessitate setting up of two distinct legal structures. Typically, the not-for-profit arm carries out its activities as a trust or society, whereas a private company is set up for carrying out business or profit-based activities.

Some NGOs envisage a hybrid model right from inception, as was the case with Under the Mango Tree (UTMT). It provides bee keeping training to tribal farmers and procures and sells honey and allied produce in cities. Largely, the for-profit entity is created at a later stage. In this context, Vishnu Swaminathan, India Director of Ashoka, an international network of social entrepreneurs, says: "In such instances, founders of NGOs do find the transition a bit difficult. Most important is the need to have a different mindset. Only then can the economic and social benefits of a hybrid model be reaped."

Bangalore-based Waste Wise Trust, founded by Anselm Rosario, has worked with the informal sector of waste (rag) pickers for over 20 years. Clients serviced include hotel chains and companies, especially those in the electronic city. It has begun to scale up by adopting a hybrid model. Rosario explains: "People management, funding, standards of service and also scaling up were some challenges we faced. We had to develop a financial model that could sustain itself by finding customers who were willing to pay right price for proper service and find ways for people to work. The hybrid model has two functions - the not-for-profit will concentrate on identifying, mobilizing, training and building capacities of waste pickers.

Menon, who has advised WWT, Fractal and many others, says: "In a good hybrid model, the for-profit creates the market linkages for products and services that are created or provided by poor communities through the non-profit."

Source: The Times of India, Mumbai, November, 2013 available at http://timesofindia.indiatimes.com/business/india-business/Social-entrepreneurs-tap-hybrid-business-model/articleshow/26438085.cms

8.1.3. Promote Hybrid Model:

In the hybrid model, a non-profit and a for-profit are linked. In some cases, one is a subsidiary of the other; in others, the two entities are bound by long-term contracts in which one entity fulfils a basic need for the other and vice versa. Hybrid arrangements can get complicated fast. They require separate boards and management staffs, given that both require different skill set requirement and significant crossover in leadership might signal a conflict of interest.

As Samudram is registered both as Producer Company (for profit) and NGO (as non-profit, under Society Registration Act) the obvious option could be to promote hybrid model with Samudram. However, it is recommended to promote for profit activities with Samudram and non-profit activities through UAA, looking at requirement of different mind-set & skill-set and potential conflict of interest.

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As this is a new concept it is recommended to get services of an expert to help developing hybrid model for UAA and Samudram.

8.1.4. Develop Sustainability Strategy for Field Staff

Normally in project based work, while the organizations are able to absorb senior staff, the field staffs (in this case, SHG mobilisers, Trade Supervisors and volunteers) are left alone. As they have invested their time and project has invested in their capacity building, therefore it is recommended to develop a strategy for their sustainability right from the beginning of the project.

As the roles include both non-profit and for-profit tasks, it is recommended to attach Trade Manager and Supervisors with Samudram for business promotion with CPU, while relocating SHG mobilisers and volunteers with UAA for livelihoods promotion activities. The tasks of later should be broadened by including linkage with government entitlements schemes for SHG members.

The monthly staff salary should be converted in basic salary and performance incentive, which will directly be linked with achievement of targets with given quality standard. The basic salary should be kept minimum and greater emphasis on performance incentive by generating revenue through service charge from the members.

The service charge from SHGs shall be converted into percentage of revenue/profit generated through active support of UAA staff rather than fixed monthly charge to DLF. A set of services can be identified for which the UAA field staff will be responsible. The field staff shall also be given preferences in piloting new income generation activities, as such part of their income can be substituted from new livelihood activities besides service provision to the community.

8.1.5. Strengthen Staff Capacities in New Roles:

After the re-organisation of project structure on hybrid model, different skill-sets will be required from UAA field staff and Samudram Trade Manager and Supervisors. The UAA field staff capacity building shall include organizational development, partnership development, liaison with government agencies, livelihoods strategies and activities, etc. The Trade Manager and Supervisors will need enhanced capacities in value chain development, supply chain management, business promotion, networking and liaison, conflict resolution & negotiation, etc. It is recommended to conduct capacity needs assessment as per the new roles, and develop and implement staff capacity development plan accordingly.

The focus shall be on organizational capacity building rather than individual person’s capacity building.

8.1.6. Targeted Synergy and Convergence

UAA and Samudram are recommended to focus on targeted synergy and convergence with government/other agencies’ programme. There could be numbers of programme/schemes, but these shall be analysed from the perspective of adding value to work. The motto shall be: Not with all, but selected few which compliment, not complicate.

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8.2. Field Level

In the new phase, the following approach & activities are recommended at field level

8.2.1. Fish Value Chain development:

The value chain can be established as below:

Conduct mapping of landing volume of different commercial fish, suitable for dry fish

Establish forward linkage with traders in Chennai, Mumbai, Hyderabad and other South and West Indian cities by getting regular supply order

Establish backward linkage with DLFs to supply the semi processed fish to Central Processing centre at Ganjam. The Processing Centres in Puri (Kaliakona and Chandrabhaga) and Ganjam (Kottur and Bandar) can procure and process the fish. In case the DLFs and these four processing centres are not able to supply desired volume to CPU the linkage should be established with small traders to fill the gap

Manage quality standard, grading and transportation to traders in big cities from Central Processing Unit. The CPU may also needs to expand its unit, include storage facility and hire more staff to manage the operation on regular basis

Establish contact with service providers (transporters, C & F agents), work out cost estimate and include them in costing together with margin and risk factor while negotiating and agreeing with traders.

It is highly recommended that the Trade Manager at CPU and Trade Supervisors at district Processing Centres should get exposure to such kind of business, and spends some time in learning the operation from business perspective

8.2.2. Promote Community initiated, managed and owned livelihoods

These shall be followed as below

Start with participatory identification of needs and priorities of the women members and their families

Identify resources and capabilities. Develop village resource maps with above information. Update it from time to time;

Work out on three means of livelihoods security as below:

a. Improving fish production b. Improving income level through alternative livelihoods c. Linking with government entitlement schemes

Identify key activities under first two means. Develop a system/holistic approach for each component/ activity

Develop/enhance staffs’ capacities on above (follow Training of Trainers approach); Enhance communities’ capacities (either through trained staff or through technical persons).

Explore government linkage for training and hand-holding; Link the women members with capital needs. Assist SHGs to develop loan repayment

schedule in each loan case and follow them Link the eligible households with government entitlement and other schemes; Develop community based monitoring system (what to monitor, who, what frequency); Establish benchmark; and Regularly review the progress against bench-mark

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Box No. 10: Conducting Livelihoods Potential Analysis

Following steps are followed in conducting livelihoods analysis, though these steps are not necessarily comprehensive, nor do they necessarily have to occur in the order set out. These may change or modified as per context and situation.

Step 1: Select the sites: This will be village where the project is being undertaken.

Step 2: Put together the team who will carry out the analysis.

Step 3: Collect secondary data: Information from government reports and census data - will help the team build up knowledge on the livelihoods context.

Step 4: Divide the responsibilities: Team leader, recorder and narrator. They shall also identify who the key stakeholders are, deciding who they will speak to, and how to follow the process.

Step 5: Building the team: The team members orient themselves and refresh key fieldwork principles, behaviours, and approaches.

Step 6: Initial assessment. This should involve a combination of different participatory methods and activities. These help to:

develop a historical understanding and different forces that have shaped it

identify issues related to gender and power and how these are reflected in local institutional arrangements

discover how local people define well-being

understand the range of assets, activities and capabilities that create different livelihood strategies

develop categories of well-being and rank sample households

assess the key aspects of the vulnerability context - risks, hazards and trends

identify connections between local level issues and factors which affect them that originate in the broader environment

Step 7: Analysing the information. This is about making sense of the information collected through different participatory activities. The team must make sure it reflects the assessment findings back to the community in an open-ended way so that local analysis can take place.

Step 8: Making the linkages. The team and local stakeholders need to consciously make the connections between local trends and factors in the broader environment.

Step 9: Reflection, vision and prioritisation. Appreciative planning approaches can enable people to develop a vision, priorities and ideas about key activities, building on existing strengths.

Step 10: Activity design and appraisal. This involves carrying forward the analysis, reflection and prioritisation undertaken into activity design and appraisal. Depending on these priorities, it might be appropriate at this stage to use other types of analyses or methods, such as market analysis, gender analysis and environmental analysis.

Step 11: Programme or project implementation. Key activity areas are refined with the stakeholders and detailed activities agreed.

Step 12: Participatory monitoring and evaluation. Data from the baseline livelihoods analysis and household profiles can provide important information for a monitoring and evaluation framework.

Promote cross linkages and learning not within the project but with other organizations and government programme

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8.2.3. Promote Drudgery Reduction Activities for Women

In this regard, gender auditing of the key project activities should be conducted in the beginning of the project to understand the impact of those activities on increasing/decreasing workload on women. Accordingly, corrective measures should be taken to offset the negative effect. The project should consider promoting some drudgery reduction activities like provision of water and fuel near to their home, labour saving devices, etc. by linking with other similar schemes of the government.

In addition to efficient gender friendly tools and timing of operations, change of attitude is important. The cultural backgrounds of most of our fisher-folk prohibit women from doing certain activities or playing certain roles. Some of these roles need to change. Some work like sun-drying of fish that is considered as drudgery may not necessary be so but only requires change of attitude.

8.2.4. Synchronise Community Based Activities

As mentioned in Coherence to Oxfam’s thematic priorities chapter, the project could have achieved much greater coherence to not only Oxfam’s thematic priorities but also MDGs by targeting community based activities. These activities may include renovation/construction of community structures (community hall, school etc.), and improving education, maternal and child health, nutrition and hygiene. It is recommended to UAA and Samudram to consider linking with government schemes for such activities which can be identified and implemented together with the women groups and their federations. These will not only improve performance but will also bring greater cohesiveness among women beneficiaries.

8.2.5. Promote Community Based Resource Persons

UAA and Samudram may consider Community Resource Person (CRP) concept for replicating project activities by transforming participants into trainers. A CRP is an individual resident, selected by the community to lead specific community based activities. S/he has earlier practiced some specific activities in which s/he was successful, and regarded as role model in her/his village. S/he also possesses specific qualities like commitment, effective communications, leaderships and willingness to serve the communities through sharing knowledge, skills and experiences.

The concept has been found very effective in other projects. The women SHG members and other villagers with good leadership and communication/ interpersonal skills should be identified, and they should be upgraded as community based resource persons/trainers by improving their skills and capacities. These people sustain themselves by charging fee for the services they provide. As such they improve service delivery and generate sufficient income to sustain them. The field manual on Community Resource Person can be downloaded from https://www.dropbox.com/s/ao5kwbkk075y7dd/Field%20Manual%20on%20CRPs%20final.pdf?dl=0

8.2.6. Documentation

Documentation is a crucial tool for project replication and expansion as well as for institutional learning. This is particularly important while conducting pilots. For example, in poultry rearing and backyard vegetable cultivation the participants shall be encouraged to maintain a note-book which mentions all the inputs and outputs from the activities. As such, the benefits from such activities could be demonstrated to other, who may be encouraged to replicate. The documentation of project processes and activities in audio-visual and written form should also be undertaken.

****

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Annexure I: Terms of Reference

Budget Code: J D Trust Samudram 50185

Title: Final Evaluation – Samudram—Women Fishworker’s Project in Coastal Odisha

Reporting to: Aniruddha Brahmachari MEL Manager (Delhi) and Akshaya Kr. Biswal Regional

Manager (Odisha and South India)

Background: Oxfam India is a result of the merger of the different Oxfam’s that have been

operating in India for the last fifty years as separate entities: Oxfam Trust, Oxfam

GB, Oxfam Novib, Oxfam Australia, Oxfam Hong Kong and Intermon Oxfam

(Spain). It undertakes all the activities of an Oxfam affiliate: international and

national rights-based programming, international and national advocacy and

campaigning, humanitarian response and fundraising. As a national member of

an international confederation, it plays a strategic role in campaigns and

advocacy, both domestically and internationally. Oxfam India aims to be a role

model for promoting gender equality and diversity.

Introduction

Samundram is a State Level Federation of Women Fish Workers’ Organization for the development

of marine fisher folk living along the coastline of Bay of Bengal. It is being supported by Oxfam India

through its partner organization United Artists Association (UAA).

The organization, registered in the year 1995 as a federation has been working on the socio-political

and economic empowerment of marine women fish workers and also taking up issues of fisher folk

communities in the state at different forums.

It aims at empowering traditional marine women in all aspects of life and foster solidarity among

themselves with a special focus on marine resource conservation and sustainable fisheries.

Considering the need for market access for the poor fish workers Oxfam developed a programme

“Increasing Income for Fish Workers in Orissa” which started from 2008. The programme reaches

the women through the network of women fish workers, Samundram, facilitated by UAA.

The main objectives of the programme are:

5) To ensure the sustainability of Samundram and its institutions as a producer company

through establishing new operational systems and consolidating the already existing

systems.

6) To ensure a sustained source of income and food security for 8,800 poor fish workers

families (collectors and processors) through strengthening the already existing access to

market systems and credit systems, promotion of value added fish products and alternative

livelihoods.

43

7) To empower women on their rights and other social issues to ensure active participation of

Samundram members in the village development process.

8) To ensure quality education for children in the schools located within programme area

through continuous awareness generation, community mobilisation and advocacy work.

The expected result areas of the programme include:

Result 1: 8800 poor fish workers (collectors and processors) will have access to markets,

sustained source of income and food security for their families (2000 existing and 6800

new)

Result 2: 237 Self Help Groups (SHGs) functioning effectively in Ganjam, Balasore,

Jagatsinghpur and Puri districts

Result 3: Establishment & functioning of 7 Procurement and Processing Centres

Result 4: Training and capacity development of SHG Leaders

Result 5 : Skill development training to SHG members

Result 6: Gender Mainstreaming training to men, women, youth and adolescent girls

Result 7: HIV/AIDS sensitisation workshops to participants at Ganjam

Result 8: Multi stakeholder consultation workshop at district levels (4) and state level (1) for

stakeholders including traders, service providers, private sector etc

Result 9: Revolving Fund provision to SHG members

Result 10: Business Development Service Provision to SHG members

The programme is funded by Professor Hugh Davidson, UK. The initial programme duration was

2008-2011, which is further extended till October, 2014.

Objectives of Final Evaluation

The objective of the final evaluation is to assess:

v) How effectively and efficiently programme interventions have progressed in attaining

the programme objectives

vi) Performance of programme partners (UAA, Oxfam, other) in providing training, post-

training follow-up support to beneficiaries,,

vii) Identify lessons learned and

viii) Make appropriate recommendations of general and specific nature for mainstreaming in

ongoing Samundram movement or future similar programmes.

Evaluation Criteria

The evaluation will consider following criteria:

g. Relevance: The extent to which the objectives of the programme intervention are consistent

with beneficiaries' requirements, partners' and donors' priorities

h. Effectiveness: The extent to which the programme intervention's objectives were achieved,

taking into account their relative importance.

44

i. Efficiency: The extent to which economically resources/inputs (funds, expertise, time, etc.)

are converted to results.

j. Sustainability: The continuation of benefits from the programme intervention after the

financial assistance is stopped as well as probability of continued long-term benefits.

k. Impact: Positive and negative, primary and secondary long-term effects produced by the

programme intervention, directly or indirectly, intended or unintended.

l. Coherence: Coherence within the Oxfam critical themes and areas of work, namely

Economic Justice, Essential Services, Gender Justice, and Humanitarian Response and

Disaster Risk Reduction

Evaluation Methods & Tools

The evaluation will include a combination of methods including Participatory Rural Appraisal (PRA).

The evaluation team members will visit selected blocks in all four districts to collect data. The data

collection tools include:

In-Depth Individual Interviews

Semi-structured interviews using a flexible interview guide will be conducted with randomly

selected SHG members to assess socio-political empowerment, level of income and livelihoods

improvement taking into account the support provided by Samundram. Kindly see next section on

Selection of Area and Respondents for details on SHG members’ selection.

Key Informant Interviews (KII)

KII will be conducted with Samundram stakeholders (Oxfam, UAA, traders, procurement and

processing agents, traders, banks and ICZMP, ORMAS other officials). The key informants would be

interviewed on key aspects of the programme components, approach and insights gathered through

the programme interventions. The participant would also be interviewed to assess progress on

quality education for children through continuous awareness generation, community mobilisation

and advocacy work. Challenges faced would be especially captured for future learning.

Case studies will be used to demonstrate how the Samundram has contributed in achieving income

and household food security and reducing vulnerabilities, highlighting both challenges and

achievement.

Focused Group Discussion (FGD)

This tool will be used with the NSS, DLF and apex bodies to bring out the degree they have been

collectively /individually benefited from the Samundram interventions. Local empowerment and

institutional/organizational strengthening processes will also be captured.

Active Observation

45

While carrying out evaluation process, the evaluation team will record what they see by taking

descriptive notes.

Selection of Area and Respondents

The programme is implemented in 46 villages of four coastal districts of Orissa with the main

objective of increasing fishery income of 8800 marine fishing families from average of Rs.12186/- in

2007-08 to double in three years.

As per the programme mandate, a recurrent Monitoring and Evaluation Learning (M&EL) system is

in place to review successful implementation of the programme and measuring the impacts. 200

households were covered in base line survey of 2007-08. Those households have been considered

for regular assessment of business, income, expenditure and asset creation, performance of

institutions and wellbeing performance9.

The Final Evaluation team will visit 20% sampled villages (9 villages) which were covered during

BLS. As highlighted in above table, 100 respondents (50% of respondents covered under BLS) will be

covered for the in-depth individual interview, 50% of which would be the same respondents,

covered under BLS and 50% would be new respondents.

Besides conducting in-depth interview on key result areas the team will also triangulate following

information covered during bi-annual survey:

9 Annual Report (July 2013 – June 2014); Income-Expenditure, SHG Status, Fund Utilization and

Market Access, pp.1

Seller Class

Seller Class Ganjam

BLS F.E

Puri*

BLS F.E

J.S.Pur

BLS F.E.

Baleswar

BLS F.E.

Total

BLS F.E

Percent

BLS F.E.

Non sellers

(<10%)

0 0 16 8 50 25 3 1 69 34 34.50 34.0

Occasional (10-

30%)

4 2 0 0 0 0 2 1 6 3 3.00 3.0

Frequent sellers

(30-60%)

45

23 5

3 0

0 3

2 53

28 26.50

28.0

Very frequent

(>60%)

1 0 29 14 0 0 42 21 72 35 36.00 35.0

Total 50 25 50 25 50 25 50 25 200 100 100.0 100.0

46

1. Income- Expenditure pattern

2. Socio-economic pattern

3. SHG Status & Revolving Fund Management

Evaluation Processes

The evaluation process will be carried out through three phases, namely:

Desk Phase,

Field Phase, and

Synthesis & Writing Phase

Desk Phase

In this phase, briefing with Oxfam team and review of relevant programme documents as well as

policy documents shaping the wider strategy/policy framework will be conducted.

The evaluation team will prepare checklist, guide questions etc. and will finalize field visit details and

schedule (date, area to be visited, persons to be met) together with UAA and Oxfam team.

Field phase

The field phase will immediately start upon approval of field visit schedule (included). The evaluation

team will:

Submit its detailed work plan with an indicative list of people to be interviewed, surveys to

be undertaken, dates of visit and travel itinerary.

Ensure adequate contact and consultation with, and involvement of, the different

stakeholders; working closely with the relevant programme point person during entire

assignment.

Synthesis and Writing phase

This phase will be mainly devoted to the preparation of the draft & final evaluation report. The

evaluation team will make sure that:

Assessments are objective and balanced, affirmations accurate and verifiable, and

recommendations realistic.

When drafting the report, team will acknowledge clearly where changes in the desired

direction are known to be already taking place.

The TL will also present the main finding and recommendation to the Oxfam, UAA and stakeholders

on a mutually agreed date.

47

The draft final report will be prepared and shared with Oxfam for their review, comments and

feedback. Based on the feedback and comment, the final report will be prepared incorporating all

relevant feedback and comments.

Comments requesting methodological quality improvements will be taken into account, except

where there is a demonstrated impossibility, in which case full justification will be provided by the

TL.

Evaluation Team

A three members’ team under the Team Leader will conduct the evaluation. The Team Leader will be

the source of primary contact, and would communicate with Oxfam and programme partners during

overall evaluation period.

Mr. Jitendra Kumar Sinha (Team Leader)

Jitendra has completed his advance education with triple Masters Degree from India, Ireland and the

Netherlands. He has worked extensively for more than 20 years in 11 countries. He has led

evaluation of more than 10 programmes for UNDP, IFAD, WFP, UNOPS, EU, DFID, GIZ and other

international donors in India, Bangladesh, China, Thailand, Indonesia and the Philippines. He has

conducted earlier evaluation in Odisha for Dan Church India with RCDC.

Mr. Manoj Kumar Samal (Team Member)

Manoj has more than 10 years of programme management and implementation experience in

Odisha. He has conducted primary survey and well versed in extracting information from the rural

communities. He has earlier worked in Balasore.

Tentative Timeline

The following time schedule is proposed (estimated working days):

Task Day

Preliminary briefing at Bhubaneswar 1.0

Desk review and preparatory work 3.0

Briefing with Oxfam/UAA & orientation to team members

Field team visit for data collection 8.0

TL visit for gathering information through PRA/ supervision of field team 4.0

Data analysis and preparation of draft report 3

Writing of final report, incorporating comments/feedback 1

Total working days 20

*****

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Annexure II: List of Persons for Individual In-depth Interview

S.

No.

Name Organisation Village Position

1 Mrs. Bella Behera Samundram Balidih, Puri Apex Body Member

2 Mrs. Manjulata Behera DLF, Puri Kaliakona, Puri Member

3 Mrs. Sanjukta Behera DLF, Puri Balipantala, Puri Secretary

4 Mrs. Pramila Behera DLF, Puri Balidih, Puri President

5 Mrs. Beni Behera Trishakti NSS, Balipantala, Puri Secretary

6 Mrs. Odi achamma Maa Harchandi

SHG,

Sahana, Puri President

7 Mrs. G. Saraswati DLF, Ganjam Puruna Bandha,

Ganjam

Secretary

8 Mrs. Manjulata Biswal DLF, Baleswar Kharashpur President

9 Mrs. Damyanti Malik DLF, Baleswar Talapadar, Baleswar Secretary

10 Mrs. Sukanti Khemiya DLF, Jagatsingpur Nuejam, Jagatsingpur President

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Annexure III: List of Persons for Key Informant’s Interview S. No. Name Organisation Position

1 Mr. Mangaraj Panda UAA Secretary

2 Mrs. B. Chitamma Samundram President Koturu, Ganjam

3 Mrs. Parvati Samundram Secretary Koturu, Ganjam

4 Ms. Ranjana Das Oxfam-India Programme Coordinator

5 Mr. Akshay Kumar Biswal Oxfam-India Regional Manager

6 Dr. N.C. Biswal ICZM Fisheries Expert

7 Mr. Smruti Ranjan Das ICZM Rural Development Expert

8 Mr. Nigamananda ASCENT Dev. Services Executive Director

9 Shri Girija Shankar Pradhan Samundram SHG Mobiliser, Puri

10 Shri A. Kaleya Samundram Trade Supervisor, Puri

11 Ms. Sai Bandita Jena Samundram SHG Mobiliser, Baleswar

12 Ms. Laxmi Priya Malik Samundram Trade Supervisor, Baleswar

13 Ms. Kanchan Swain Samundram SHG Mobiliser, Jagatsingpur

14 Mr. Pradip Panda Samundram Trade Supervisor, Jagatsingpur

15 Mr. B. Mohan Samundram SHG Mobiliser, Ganjam

16 Mr. N. Chennaya Samundram Trade Supervisor, Ganjam

17 Mr. Simachal Panda Samundram Institutional Coordinator

18 Mr. Subhash Chandra Das Samundram Trade manager

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Annexure IV: List of Documents Reviewed

1. Annual Income Expenditure Analysis Report, July, 2011-June, 2012

2. Annual Income Expenditure Analysis Report, July, 2012-June, 2013

3. Annual Income Expenditure Analysis Report, July, 2013-June, 2014

4. Annual Progress Report, July, 2011 – June, 2012

5. Annual Progress Report, July, 2012-June, 2013

6. Baseline Report by RCDC, 2008-09

7. Draft Report on Livelihood Scoping Study in four districts of Orissa by Margdarshak, 2011

8. Final Proposal, Year 2 Funding Application to Professor Hugh Davidson “Increasing income

for fish Workers in Orissa”

9. Final Report “ Research Study on Fish Value Added Products, by Margdarshak, 2011

10. Fishing ban to ensure turtle conservation, The Telegraph, Odisha 4th November, 2014

11. Funding Application to Professor Hugh Davidson “Increasing Income for Fish Workers in

Orissa”, 2008-09

12. Integrated Coastal Zone Management Project, Govt of Odisha, downloaded from

http://www.iczmpodisha.org/

13. Interim Half Yearly Progress Report, April 2011 to Sept, 2011

14. Interim Half Yearly Progress Report, July-Dec, 2013

15. Interim Proposal, April-June, 2011 Funding Application to The John Davidson Trust

Increasing income for fish Workers in Orissa

16. Mid Term Evaluation Report by Mr. Venkatesh Shalagrama, 2011

17. National Action Plan on Climate Change, Government of India, June 2008

18. Process Documentation ‘Our Sea Our Living’ by

19. Project Implementation Manual on TRIPTI, Panchayati Raj Dept, Govt of Odisha, 2008

20. Project Proposal to the John Davidson Trust

21. Proposal on Increasing income for Fish Workers in Orissa, submitted March, 2012

22. Revised Draft ‘Odisha Fisheries Policy, 2014” Dept of Fisheries and ARD, Govt of Odisha

23. Two Years Proposal July, 2011 – June, 2013 Funding Application to The John Davidson Trust

Increasing income for fish Workers in Orissa

24. Women Empowerment Programme ‘Mission Shakti’ downloaded from

http://www.wcdorissa.gov.in/Mission%20Shakti.aspx

25. Vanaraja – A Dual Purpose Bird for Backyard Farming, Technical Folder No.8, ICAR, 2005

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Annexure V: Checklist for Individual SHG Member

1. Since how long the SHG is established? How often the meetings are organized-

weekly/fortnightly/monthly? 2. Since how long you are member of this SHG? How much you have saved so far? 3. Have you taken loan from SHG? If yes, how many times and for what purposes? 4. Have you received any training on income generation activities? Which one? How long was

the duration? 5. Which learning you found most relevant for your livelihoods? 6. What income generation activities have you pursued so far? Which ones are more relevant

for you after fishing? 7. Do you get loan from your group? How many times? What was the interest rate? In how

many months you returned/intend to return the loan? 8. Are you involved in planning, implementing and monitoring SHG activities? In what capacity

(leader, member)? Please share some examples? 9. How these activities will continue with project activities once the project closes? 10. Whether you received any training and exposure for SHG functioning/skill development?

Which ones? How long was the training? When these were conducted? 11. Whether any fish Procurement and Processing Centres is situated near to your village? If yes,

do you use these? For what purpose? Are you satisfied with the facilities provided? 12. Do you pay any charge for using the facility? How often and how much? 13. Have you received any Gender Mainstreaming training to men, women, youth and

adolescent girls? If yes what did you learn? How long were the training duration and when it was organized? Whether any follow-up meeting after the training was conducted?

14. Result 9: Revolving Fund provision to SHG members 15. Do you receive any guidance/advice for Business Development Service? Who provides

them? What kind of guidance/support? 16. Any suggestion or feedback for project?

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Annexure VI: KII Checklist for Oxfam

1. What are the main activities undertaken in the Samundram programme? 2. What are roles/tasks of Oxfam in the programme? 3. How did you select the project areas and NGOs? What procedures you followed? 4. How do you monitor programme progress? How often coordination/review and planning

meetings conducted with UAA? 5. How often you visit the field? Can you tell some of the key observations you made in the

field (i) regarding implantation of field activities; (ii) regarding UAA functioning 6. Who are other key stakeholders? What kind of support they provide? How do you mobilize

support from them? Is there any coordination mechanism? Please explain? 7. Whether you have taken any activities together with stakeholders? Which ones and how? 8. Have you visited any/all 7 Procurement and Processing Centres? When was your last visit?

Do you remember any specific observation regarding their functioning? Are they working as per your satisfaction? What further improvement you would like to see?

9. Have you attended Gender Mainstreaming training? When this was conducted? How the participants were selected? Any specific observation/recommendations?

10. Have you attended HIV/AIDS sensitisation workshops to participants at Ganjam? When this was conducted? How the participants were selected? Any specific observation/recommendation?

11. Have you attended Multi stakeholder consultation workshop either at district levels and/or state level? When this was conducted? How the participants were selected? Any specific observation/recommendations?

12. Have you attended last training/exposure of the SHG leaders/members? How the participants were selected? Any specific observation/recommendations?

13. What is reporting system (i) from UAA to Oxfam; and (ii) from Oxfam to Professor Hugh Davidson Trust, UK? What kind of feedback you get/give?

14. How are you planning to up-scale/disseminate/mainstream project learning? 15. What is the project withdrawal strategy? Have you discussed it with the UAA/other

stakeholders? What were their reactions? 16. Any other inputs/feedback?

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Annexure VII: Checklist for KII with Stakeholders

1. Since when you have been involved in the Samundram programme? 2. Whether you have been involved in any similar programme earlier? If yes, please inform

more on the programme and similarities/differences. 3. How is their relation with other partners (UAA, traders, procurement and processing agents,

bank, ICZMP, ORMAS)? How they coordinate and monitor their activities? Any learning for the future on partnership management?

4. What is their roles/involvement in the Samundram programme? 5. What training/capacity building inputs they have received from UAA/Oxfam/other agency?

How far they were able to implement new skills gained through these training? 6. Have they attended any meeting/workshop on multi-stakeholders’ consultation process,

gender mainstreaming, HIV/AIDS? If yes, what learning they still remember? 7. Any other inputs/feedback?

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Annexure VIII: KII Checklist for UAA

1. Since when you have been involved in the Samundram programme? 2. Whether they implemented any similar programme earlier? If yes, please inform more on

the programme and their roles? 3. How is their relation with other partners? How they coordinate and monitor their activities?

Any learning for the future on partnership management? 4. What are the main activities they have undertaken in the Samundram programme? 5. What processes they followed to identify beneficiaries’ preference for the IGAs (specific for

UAA)? 6. What processes they followed to develop training design and materials? Please explain the

steps followed to conduct the training for IGAs and the follow-ups? 7. How they organized the procurement and distribution of productive assets? Whether the

beneficiaries were involved in the process? In what way? What challenges they faced in procurement and distribution?

8. What topics they covered in the Social development aspects? How frequent they conduct Social Development Training (SDT)? Who conduct such training? Whether any training (TOT)/orientation were organized for these trainers? If yes, then in what ways?

9. What training/capacity building inputs they have received from Oxfam/other agency? How far they were able to implement new skills gained through these training?

10. What is the project monitoring and review system? How frequently they conduct such monitoring and review? Who are involved in the process? Have they developed any monitoring format? If yes, please share a copy?

11. What is reporting system? To whom and at what interval they submit the reports? 12. How do they mobilize support from LGIs and government? How often they communicate?

Whether they have taken any activities together? What and how? 13. How often they get advice, inputs and feedback from PTF, TAT and EU-Delegation office?

How they implement it? 14. How are they planning to up-scale/disseminate learning? How they have documented the

processes and learning? 15. Have they developed programme withdrawal strategy/exit plan? What is it? Have they

discussed it with the PTF and the beneficiaries? 16. Any other inputs/feedback?