convergence for livelihood creation of rural poor

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Convergence for livelihood creation of rural poor

Picture the Change | Change the Picture

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PRADAN in Chhattisgarh

Teams Raigarh Dhamtari Bastar Kanker Total

Blocks 3 4 3 1 11

Villages 177 112 58 15 362

SHGs 745 482 270 47 1544

Families 9495 5982 4375 617 20469

Families in Livelihood

2640 3165 763 147 6715

SDTT supported SRI Project: 16660 families through 12 partner NGOs in 408 villages covering 11 districts of Chhattisgarh

As on Sep 2013



Context

• Homogenous societySimilar caste (Gond), similar economic conditions

• Strong social boundingStrong social institution (Samaj), village level support system

• Culturally women has respectable position in the society.

• Gradual cultural invasionGovernment officialsOther Political Movement

• Some scheme like PDS running well

• Small and approachable Gram Panchayat but loosing importance and trust of community

• Lots of government scheme for development of people and area- people know it but difficult to access

• Lack of communication and trust between community and department / officials

• Alienation from government

• Farming, agricultural labour, NTFP collection and trading are major source of livelihood.

• Agriculture– Average land holding is 2.5- 3

acres but 80% household struggling to fulfill the basic necessities

• NTFP– Provides 2-3 months sustenance– Resources degrading• Wage labour– Seasonal migration for 2-3

months– Strong feeling of inferiority /

backwardness

Society Resources / Livelihood Institution/ Stakeholders



Beliefs and assumptions

•People have potential to change their own life and influence change in lives of others .•Changes has to happen in people – all our interventions or interactions should lead towards it.•Development of area is possible only if people collectively want it, own it and take lead for it. We are just a catalyst, demonstrator, co-traveller.•Alone we cannot make much difference. There are number of stakeholders and they can be influenced and oriented.•A strong, vibrant women collective and Gram Sabha is a must for sustaining change.



PRADAN at Dhamtari, Chattisgarh

Working with 4562 families organized into

350 SHGs spread over 82 villages

Started in 2007 with SHG

Demonstration CRP/ CSP/ BNV

Influencing Convergence

Women INRM

Group Participation

Area Saturation Capacity building



The Approach

Elements of our Approac

h

Promoting and

strengthening

women Self Help Groups

Understanding

family’s resource base and ensuring

utilizations

Integration of

different programme in INRM approach

Scaling up through pool of

Resource Persons

Institutional

arrangement for

planning and

implementation

Linking community with various department

and programme

Influencing the

relationship among

I- P- R

Approach of area saturation

Building an area based perspective

Identifying poverty pockets Mapping potential families,

needs and opportunities Mapping potential activities Developing a proposed course

of action in each area



The Intervention- Convergence for livelihood of rural poor

• Organised Community• Orchard plantation demonstrated• Linkage with field level officials of

agriculture & horticulture dpt.• Land & water resource development

activities demonstrated

Background• To enhance productivity of resources

(land and • water) following NRM approach.• Collaboration and convergence as a

basic • approach towards creating

significant impact on • livelihoods at the household level.• Active participation of the

community (SHG and • Gram Sabha) in planning and

implementation.

Central theme of intervention

Demonstrated at one village- helped

in developing system processes &

formats

Further replication by PRADAN as well

as by district



Process Followed

Hamlet or Village is taken as the basic unit of planning

Village: PRADAN- where about 60-70% of households are mobilized and organised into SHGs.District- Gram Panchayat where Sarpanch is proactive

Active participation of SHGs and PRIs member based at the hamlet is ensured

Exposure visits for SHGs and PRI members

Hamlet level meetings after exposure visits - whether they are interested in such work and whether they can pursue their plan

Plan for one year at a time- helpful for government as well as the community



Process Followed

A 4-5 days event

Plan is prepared and the task is divided amongst the

PRADAN team, CSP and SHGs

Officials from Agriculture and allied department to help community in mapping

plan with schemes

Present status and use of resources, potential of using it alternatively, present status of

existing schemes in the village etc. are discussed in detail.

• Exposure Visit

• Social Mapping / Wealth Ranking

• Resource Mapping/ Selection of Patch

• Transect Visit

• Activity Planning & Mapping

• Documentation- CSP

• Presentation & Approval from Gram Sabha; Application to relevant department



Family Village Local area / cluster

Sub-Sector

Present situation

Visualized end state

Activities

Milestones * * * * * * * * * * * * * * * * * * * * * * * * * * *

The proposed operational framework


Resource Map

Activity Map



MGNREGA and Convergence

MGNREGA

Farm Pond, Well, Land development, CPT, Plantation

HorticultureTSC

Agriculture

Fisheries

CREDA

Sabji Kuti, Community Nursery,

Orchard

Borewell, Composting, Implements, sprinkler pipes and agricultural

inputs

Inputs for fisheries, training

Biogas

Toilets

BRGF

Forest ITDP PHED

Drinking water


How it affected an individual family

Prabhulal Markam- Village Amlipar

•Own 4 acres of land but produce only 6 months of food for his family. •Developed orchard in 1.5 acre of land with support from NABARD and department of horticulture•Constructed a vegetable nursery shed with support from MGNREGS and RKVY. •MGNREGS further helped him to construct two farm ponds and level his 0.5 acres of land.•Earned Rs 25000 from vegetable cultivation, save paddy even after monsoon failure

Sushila Bai / Kisun Netam – Village Chhindbharri•Own 1.5 acres of land out of which 1 acre is upland•used to migrate for 45 - 60 days in a year for paddy harvesting•Developed orchard in 1 acre of upland and farm pond in paddy field•Earned Rs 35000 from vegetable cultivation in upland•Completed 100 days of work in MGNREGS



Implementation

Work planned under MGNREGA

• By GP / departments• PRADAN conducts training of

Mates, Rojgar Sahayak and Technical assistants of block before initiation of work.

• The Community monitors the work for quality and to check irregularities.

• Cluster- Roaster System for work initiation and payment.

Work planned with other department

• By concerned department with support from SHG and CSP.

• SHG as forum for explaining the scheme/ programme.

• CSP help the department as well as households in documentation etc.

Implementation



Action plan is prepared in the meeting for

following up with the relevant departments.

Roles and tasks are assigned amongst the

member.

Monitoring of Progress by Community

At hamlet or village level through regular meeting using

monitoring sheets to help ascertain the status of each part

of the plan

Follow up at Gram Sabha



Efforts for Replication

The village plan is accepted as a base for planning by other departments like agriculture, horticulture, fisheries, forest, CREDA etc.

SHGs became a pioneer in spreading the message of INRM based participatory planning and successful experience of convergence.

Training of technical assistant and mates for planning and implementation.

Formats developed, System and processes established.

The CEO of block, PO of MGNREGA and technical assistants from all blocks, Sarpanch, Sachiv and Rojgar Sahayak from selected GP participated in the event.

Orientation and training of local youth (CSPs/ BNVs) to support the community in the planning and documentation process.

Workshop on NRM base planning and convergence for block and Panchayat level functionaries and PRIs


Orientation of PRI and officials on NRM Experience Sharing by SHG Member

Field Visit Orientation Workshop


The Change Process – Chhindbharri Village, Dhamtari district, Chhattisgarh

Social mobilisation through women-led SHGs covering 85% families.

Introduced alternate land use, development of land and water resources and improved agriculture practices to improve land productivity

Horticulture in the uplands INRM based resource development and

utilisation planning Helping community to establish linkages

with different department- convergence Stabilisation of paddy yields Diversification into seasonal vegetable

cultivation.

All families are food secure throughout the year

Each family earns an average additional annual income of INR 25,400 from farming.

All children attend school.

No distress migration

PRADAN’s Intervention After (2012)

3

71 tribal families (85% among them BPL) were food secure for only 6-8 months – distress migration was the main survival mechanism

No family had any savings.

Before (2009)

Creating A Ripple Effect of Transformation


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Community has provided tap water facilities to all the households through their contribution.

SHG members influenced administration to sanction and construct a heath centre in the Gram Panchayat.

Community has mobilised support from CREDA for bio gas and 56% families started using it.

Government officials visited Chhindbharri to assimilate learning and replicate the approach with other communities in the region.

The Ripple Effects



• A mobilized and organized community is critical, hamlet level planning facilitates participation of poor.

• Perspective plan of the village and GP around people’s need, aspiration, resources, opportunities to be considered

• Whole gamut of forward and backward linkages which do not exist, have to be established in a way that they are sustainable

• Orchestrating convergence between a large variety of players – Govt, NGOs, technical institutions, banks, market.

• Requires capacity building, creation of appropriate linkage structures, infrastructure support

– Building people through series of trainings, exposure and field demonstration

– Engagement with the GP and departments, Ensuring inter-departmental resource integration

– Ongoing support to the planning unit– Proper investment to identify potential

activities/piloting/prototype development

– Facilitating appropriate mode of implementation

– Periodic review of plan

Learning


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