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CONCEPT NOTE ON LIVELIHOOD ENHANCEMENT OF POOR IN SOUTH ODISHA:


BY HARSHA TRUST.

Background
The tribal and remote belt of Odisha comprising districts in south and western Orissa are
inhabited by people who are conventionally backward and vulnerable due to inconsistent
livelihoods. Poverty is pervasive mostly due to lack of proper access to and use of natural
resources and low level of education and awareness. These areas are part of the contiguous
poorest region of the country consisting of parts of Orissa and Chhattisgarh (CG): all the
eight KBK districts, Southern Orissa, and three districts of Bastar region of CG. This region is
one of the poorest regions of South Asia (Indian Subcontinent) with over two-thirds of
people living below the poverty line. Moreover it has a high proportion (over two-thirds) of
Tribal and Dalit communities. The area suffers from abject poverty and lack of local
livelihood opportunities resulting in a high rate of distress migration. Compounding the
difficulties in some pockets is the crippling effects of the Naxalite activities.

Over two-thirds of the population consists of tribes and dalits (10-15%). The tribes are of
various ethnic groups and are socio-economically more deprived than others. Within their
ranks, there exists wide socio-economic divergence. Making them even more vulnerable are
low literacy and serious health problems, caused by various factors such as early marriage,
improper sanitation and hygiene, and inadequacy of nutritious food. Their aspirations and
self-image are low. Outside influences are marginal and societal changes are slow.

Even within one district, some pockets and blocks are more disadvantaged than others:
these areas have poorer connectivity and no agricultural development, land distribution is
skewed, there is low degree of undulation and vegetation, forest cover has diminished, and
there is lack of infrastructure. The degree of entrepreneurship within different tribal
communities is also varied.

Following are some of the more common features of the area:

Undulating terrain with intermittent hills.
Slash and burn (Podu) cultivation is practiced by the tribal communities in varying
degrees.
Ecologically, the area is at its early stage of deterioration.
Cultivable lands are mainly terraced, located in valleys, varies from 10% to 30% of
the geographical area and highly topography-specific.
With less than 15% irrigation coverage, the area is mainly rain fed with traditional
practices of mixed cropping to combat risks.
Around 70% of the farmers are small and marginal farmers and they own 50% of
total agricultural land. Landlessness ranges from 15 to 30% in different blocks.
Cropping is mainly for household consumption and sustenance.
Commercial crops like tobacco and chilly is found in few pockets only.
Low agricultural productivity

Food sufficiency varies from three to nine months a year, forcing families to migrate or find
other livelihoods options such as selling wood in the local markets. Poverty, unemployment
and lack of access to services have contributed to the spread of Naxalite activities in some of
these pockets. To alleviate poverty and counter Naxalite there have been many specific
programme launched by both state and central government. The programmes like OTELP (
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Orissa Tribal Empowerment and Livelihood Programme), NREGA (National Rural
Employment Guarantee Act) and BRGF (Backward Region Grant Fund) are targeted
towards livelihood enhancement, employment generation and infrastructure creation; and if
implemented in right spirit can make difference to the lives of many. As the area is also rich
in Bauxite, many aluminum factories are being set up and can play critical role in providing
employment. Many of the civil society organizations have partnered with the government
and industry to alleviate poverty and there exists opportunity to further strengthen such
collaborations to enhance the effectiveness of the programme and reach out to more number
of families.

So the thrust would be to have synergetic collaborations and work on a multi-prong
approach in order to:
Build strong community based organizations as the channels of development that
can continuously access resources and services from different agencies for betterment
of its members.
Judiciously invest in land and water resources to sustainably increase the crop
production to provide round the year food sufficiency to the families and generate
marketable surplus.
Promote micro enterprises for mostly the landless and also to supplement farm
income.
Device strategies through which the development prototypes fit into a revenue
model and are replicable over large area.

In a scenario where independent efforts by civil society organizations, government or the
industry have had limited success in alleviating poverty, there is need and opportunity to
join hands to demonstrate and replicate models of development that can transform the lives
of large number of poor.


Project: Expanding Development Interventions of Harsha Trust

Harsha Trust with its presence in poverty stricken south and western Orissa, has been able
to make significant impact in improving the quality of life of the rural poor. The
organization has promoted community based institutions like women Self Help Groups,
their federations and cooperatives and linked them to mainstream institutions for different
livelihood enhancement programmes. More than 359 SHGs and 4 district level cooperatives
have been formed. Different livelihood interventions are designed and delivered catering to
the needs of both the landless and the landed. Agro-horticulture intervention under
NABARDs wadi model and improved agriculture (SRI paddy, improved millet, maize and
vegetable cultivation) with suitable irrigation infrastructures like ring wells, gravity and lift
irrigation are being implemented with more than 2500 families across four districts. For the
landless commercial broiler poultry farming and scientific goat rearing are being promoted
with 400 families in 3 out of four districts. The poultry intervention has garnered support
from DRDA and NABARD for its expansion and has also been integrated with maize
farming in more than 600 acres per season in the local area for poultry feed, hatchery of 1.2
lakh chicks per month capacity for supplying chicks to its members and stock point at urban
centre for retailing.

The organization has pioneered collaboration with industry under their CSR initiative to
address poverty in sustained manner. Such collaboration has helped in development of
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market led interventions like promotion of farm forestry in degraded lands. With buyback
assurance from the industry and around 7 crore loan from NABARD, more than 2300
farmers have formed cooperative and developed farm forestry in their degraded land. The
farm forestry intervention has received international recognition and has been awarded with
FSC certification. The plantation is soon going to be covered under CDM.

In all the livelihood interventions the target has been to provide each of the families at least
an additional income of Rs 10,000/ - per annum. To reach out to more number of families,
there have been efforts to move from grant based programmes to loan based programme
and support other NGOs in their development initiatives. Improved agriculture through
ring wells that was initially demonstrated with grant from SDTT is now being replicated
with loan from NABARD. Although the organization has completed just 9 years, it has
bagged the best NGO award in medium category in eastern zone.

The Project seeks part-support for expanding, intensifying and piloting the various
livelihood enhancement programs in the endemically poor districts of Orissa. The Project
seeks to co-finance development support costs of Harsha Trust teams, support development
of community based organizations, fostering collaboration with other NGOs and livelihood
prototype development in the new and existing project locations.


Location: Activities will be implemented in four existing districts (Koraput, Kalahandi,
Rayagada and Nawarangpur) in south and western part of Orissa. All are among most
backward districts in India.

Project Target: In 5 years, 7 Harha Teams would cumulatively work with 35,000 families
organized into SHGs and cooperatives. Out of the existing 12,000 families that Harsha Trust
presently works with, no funds will further be required for 5000 families; however 7000
families would require additional investment to move above poverty. 23,000 new families
will be assisted directly by Harsha Trust to access meaningful livelihoods. Project will
orchestrate efforts to facilitate rural communities to access mainstream funds to the tune of 3
times of the development support cost from donor.

The existing locations proposed for support are Jeypore, Bissamcuttack, Boipariguda
Rayagada, Golamunda, Nawarangpur, and Kundra.

Project Purpose: The project seeks to strengthen and expand livelihood activities in the
selected pockets. The focus would be on promoting strong community based organizations
and take up both farm and off farm livelihoods which can be replicated in south and
western part of Orissa.
It also seeks to field test ideas that are bankable and have scope for wide scale replication.
The proposed project would not only lead to sustained higher income ensuring year-long
food sufficiency and a cash surplus but in long term improve the quality of life of the
rural poor. The purpose would also be to work in collaboration with the government,
industry and other NGOs to improve the effectiveness of various development interventions
and reach out to more number of families.

All the above provides an opportunity and challenge for the organization to move in
exponential growth path and through this proposed project, it seeks to enhance the
capabilities of its staff and the management group to further the growth process.

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Objectives:
For the five years the project objectives include:
1. To form additional 1200 SHGs of around 20,000 members and have agricultural and
poultry cooperatives, as member based organizations, steering the livelihood
enhancement of total 35000 members.
2. Strengthening CBOs, intensifying existing interventions and replicating them in with
more number of families, to enhance the income of 7000 existing families those
require further support and of 22500 new families by Rs 10,000/ - per year/ family.
3. Piloting bankable models of integrated agricultural development to enhance the
livelihood of 500 new families.
4. Building the capabilities of its teams and its members and improve upon their
performance through proper orientation, training, exposure and periodic review,
reflection and evaluation.

Activities: The activities are based on the experience and learning in its different projects.
The key activities are:

Strengthening community based institutions like women Self Help Groups and
cooperatives
Visioning with the community for improving the quality of life and facilitating
livelihood planning in the context of local resources, people's skills and sectoral
realities, followed by implementation of plans.
Collaborating with government, industry and other agencies and catalyzing linkages
between the CBOs and the above agencies for different products and services.
Collaborating with other NGOs for mutual learning and support to reach out to more
number of poor families.
Orientation, training, exposure and learning through demonstration in the field
location to build the capabilities of the staff and local cadres.
Piloting bankable revenue based models of livelihood interventions.

Building community based institutions and catalyzing its linkages with mainstream and
other agencies for different products and services would be central to the intervention. Focus
would be to make these CBOs as the channels of development for its members and adopt
strategies to move from grant based programs to bankable models of development. 30,000
families would be supported under both farm and non-farm based livelihoods; with a break
up of 5000, 15000, 20000, 30000 and 30000 families (cumulatively) being covered in year
one, to five respectively.

Methodology
Development of a robust and actionable livelihoods strategy and menu of possible
livelihoods options calls for a careful understanding of the situation prevailing in the
designated area and the people inhabiting those areas. Community based organisations
would be promoted based on initial understanding and the groups would be assisted
through exploring traditions, past and current livelihoods practices and how they evolved,
resource endowments i.e. of individuals and the natural resources, technological penetration
and adoption, the functioning of markets and its key participants. The understanding would
also involve the attitudes, perceptions and the world view of the residents so as to decide on
how a livelihoods option menu and implementation strategy needs to be formulated.

Effort will be directed at understanding in detail the livelihoods practices of individual
households. Agriculture, wage employment, attractiveness of migration, self employment,
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enterprise and many more could be the basis for exploration and probing. The role of
markets and the clout of market intermediaries will form a strong basis to identify suitable
options as also the manner in which various poverty alleviation schemes are taken up and
whether opportunity exists to strengthen their delivery.

The next step is institutional building and establishing linkages of CBOs with mainstream,
industry and other institutions for suitable resources and services to initiate livelihood
interventions. At this stage an enabling approach is adopted where the intuitions are
groomed to foster different linkages, over see technology transfer, manage production and
market risk through suitable forward and backward linkages and products. Potential of the
institutions are also built to look into the over all well being aspect of their members.

Harsha Trust would also take initiative to collaborate with other NGOs and learn and
contribute to a larger sphere of development apart from its direct action. The Trust also
focuses on building the capabilities of its staff though a process of reflection and action and
suitable HR development processes.

Expected Impact:
It is expected that
Sustainable livelihood options are adopted by families to move out of poverty and
their institution becomes the channels of further growth and development.
Bankable models of development are available for wide scale replication
Synergetic collaboration between civil society organizations, industry and
government for poverty eradication are demonstrated.
Harsha Trust evolves into a strong organization managing its growth and
development interventions.

























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Monitoring/Learning Indicators

Objective Output expected Base line
To form additional 1200 SHGs of
around 20000 members and have
agricultural and poultry
cooperatives, as member based
organizations, steering the livelihood
enhancement of total 35000 members.


1. 1200 new SHGs and four new
district level cooperatives are
formed. Poultry cooperative and
agricultural cooperative at Jeypore
function without any support
from Harsha Trust. SHGs and
other cooperatives groomed as per
the growth path designed for
them.

2. At least 200 local cadres
groomed across different project
locations of Harsha Trust and 50%
of them get paid by the respective
community based organizations.

1.Presently working in
four districts(
Koraput,rayagada,
Kalahandi and
Narangpur)

2. 359 SHGs and 3
poultry cooperatives and
one agricultural
cooperative have been
promoted to act as
channels of development
for its members.

3.100 local cadres are
operating in the project
locations.
Strengthening CBOs, intensifying
existing interventions and replicating
them in with more number of
families, to enhance the income of
7000 existing families those require
further support and of 22500 new
families by Rs 10,000/ - per
year/ family.

1.Income of additional 29,500
families is increased through
different livelihood options by at
least Rs.10,000/ family/ year

2. At least INR 30 crore is invested
for different livelihood
interventions with the target
families in the project area.


1. Sanctions of Rs 18
crore is available for
programme expenses.

2. Presently covering
12000 families. Of the
above around 5000
families dont require
any further funding and
are capable of enhancing
their income by RS
8000/ Year.
Piloting bankable models of
integrated agricultural development
to enhance the livelihood of 500 new
families. (Detail in Annex I)


1. Five hundred farmers take loan
from cooperatives for agricultural
development and from this
intervention each of them earn an
additional income of Rs
10,000/ year.
2. They repay the loan to the
cooperatives in time.
1. Initial demonstration
has been done with 50
families.
Building the capabilities of its teams
and its members and improve upon
their performance through proper
orientation, training, exposure and
periodic review, reflection and
evaluation.

1. Each team is trained on group
facilitation, planning, review and
monitoring and new recruits are
oriented on development sector
and the organization.
2. Each of the existing teams
invests at least Rs 4 crore on
programmes in five years.
1. Members are sent for
training organized by
other agencies and
provided exposure to
interventions by other
development actors.

2. Teams invest approx.
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3. Each of the teams takes up
livelihood intervention with at
least 500 new families/ year, in the
project area.

4. Each of the families becomes
capable of enhancing their annual
income by at least Rs 10,000/ -
through the interventions.
Rs 1 crore on
programmes in a period
of 3 years.

3. Addition of new
families varies across
teams and is between 300
to 1000 families/ year.

4. Target families are
able to generate an
additional income of Rs
6000-8000/ year.

Budget:
The total budget for the project envisaged to be around Rs. 51.40 crore. Of the total budget
Rs 38.68 crore will be mobilized from other sources and Rs 12.72 crore is being sought as
grant from Axis Bank Foundation. Additional 30,000 families will be benefited from this
intervention. The investment is going to be Rs 17,135/ family, of which Rs 4241/ - per family
is sought as grant from Axis Bank Foundation.
(Details of Budget are given in Annex II.)





























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ANNEX I
Loan Based Integrated Agricultural Livelihood Promotion

1.0 Project concept:
The project envisages loan based agricultural development through investment in
land development, irrigation infrastructure and improved cropping practices. The
focus would be on ensuring food sufficiency and a cropping pattern that can ensure
sufficient return to repay the loan. Key to this intervention is building tree based
collateral for financing agricultural investments. This also entails working with a
family continuously for 6 years to create a significant impact. Following year wise
activities are planned under the intervention

a. First year:-
i) More time in building an activity group; in this case agricultural
development group at the village level
ii) Intervene in improving the productivity of millets, paddy and other
cereals like maize mostly through seed change and improved
practices.
iii) Raise live hedge around an acre of upland( where improved
agriculture is planned in future)
b. Second year:

iv) On the boundary of one acre upland (where live hedge has been
established) take up plantation of 300 nos of eucalyptus trees.
These plantations would act as collateral for the future
investment to be made by the farmer for irrigation infrastructure
and land development.
v) Take up green manuring in the upland to improve fertility and
repeat the interventions of the first year focusing on improving the
productivity of cereals and millets.
c. Third year:
vi) Towards the end of second year or at the beginning of the third
year; depending on the growth of eucalyptus, investments can be
planned for providing irrigation to paddy in medium land and for
land development in uplands.

vii) If the growth and survivability of eucalyptus is good then loan can
be provided by the agricultural cooperative for one ring well of 4
dia and 20ft depth in the medium land to provide critical irrigation
to paddy and ensure a second legume crop.
viii) Loans for land development in upland in terms of field bunding,
deep ploughing and compost application would also be provided.
ix) In the Kharif season of third year; SRI would be practiced in the
medium land with irrigation through ring well and in the upland
turmeric cultivation would be promoted.

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d. Fourth Year:
x) At the beginning of the fourth year; a part of or total loan for ring
well and land development can be repaid from the sale proceeds of
turmeric and maize.

xi) Depending upon the choice of the farmers further loans can be
provided to intensify cropping in upland like one might want to
take up horticultural plantation like cashew plantation.

xii) Few of the farmers might want to take loan to dig a well in upland
which they can share to irrigate their horticultural plants.

xiii) The total loan amount to a particular farmer would however not
exceeds the return expected from the sale of eucalyptus plants at
the end of 5
th
year. One farmer might choose to plant more
number of eucalyptuses to avail more amount of loan.

e. Fifth and Sixth year:
xiv) Work with the families for crop intensification like improving
productivity of paddy, millets, maize, pigeon pea, turmeric and
Niger etc.
xv) Recover as much as loan from the sale of cash crops like turmeric
and maize
xvi) Harvest the eucalyptus at the end of fifth year and recover the
remaining part of the loan.

The members of the village level activity groups would also be the members of a
district level Self Help Cooperative that can provide loan and inputs at the right
time. Harshas staff mandate would be to groom the village level activity groups,
build individual capacity, help the families plan around their resources and link the
members to the cooperative for different services. The eucalyptus plants can be sold
to Ballarpur Industries or any other nearby paper mills.

To begin with members under the above model can be linked to Patneswari
agricultural cooperative for the required services. Although the loans would be
provided to individual members, other members of a village level activity group
would stand as guarantors for any of their members availing loan.

Under the above model the investment per family for irrigation infrastructure and
land development would be Rs 19,000 and additional Rs 6000 would be required as
working capital for improved cropping practices. So if a family is supported with Rs
25000 which he can easily repay through sale of turmeric, maize or eucalyptus; it can
work out as a viable model of loan based agricultural development for sustainable
livelihood.
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Annex II. Budget for Development interventions
by Harsha Trust
In Rs lakh
Item Nos Unit

Un
it
rat
e(R
s.
lak
hs)
Total
Amou
nt in
Rs
Lakhs
YR1(April 12-
March 13)
YR2(April
13-March 14)
YR3 (April
14-March 15)
YR4(April
15- March 16)
Yr5(April 16-
March17)
(April 12-March
17) In Rs Lakhs.

Reque
sted
from
Axis
Bank
found
ation
Contri
bution
from
other
sources
Requ
ested
from
Axis
Bank
foun
datio
n
Cont
ribut
ion
from
other
sourc
es
Requ
ested
from
Axis
Bank
foun
datio
n
Cont
ribut
ion
from
other
sourc
es
Requ
ested
from
Axis
Bank
foun
datio
n
Cont
ribut
ion
from
other
sourc
es
Requ
ested
from
Axis
Bank
foun
datio
n
Cont
ribut
ion
from
other
sourc
es
Total
Contri
butio
n
From
Axisb
ank
Found
ation
for 5
years
Total
contrib
ution
from
Other
sources
Development support cost for
Teams


Cost of Salary 7 Tea
ms 897.50 92.50 65.00 140.00 30 140.00 40 140.00 50 140.00 60 652.50 245.00
Travel Cost 7 Tea
ms 15 105.00 5 16 15 6 15 6 15 6 15 6 65.00 40.00
Office Administration 7 Tea
ms 12.5 87.50 5 12.5 10 7.5 10 7.5 10 7.5 10 7.5 45.00 42.50
Social Security( PF, Gratuity,
Medical reimbursement,
Insurance, Maternity
allowance)(25% of Basic)
45 staff
s
180.00 25.00 7.00 25.00 9 25.00 11 27 11 29 11 131.00 49.00
Sub Total-A
1270.00 127.50 100.50 190.00 52.50 190.00 64.50 192.00 74.50 194.00 84.50 893.50 376.50
11
Programme cost
Cost of strengthening SHGs
through trainings
1550 SHG
s
0.00
50 7.80 1.3 0.65 1.35 1 0.7 0.35 1.05 0.7 0.35 0.35 4.75 3.05
Cost of strengthening 8 nos of
agriculture and poultry
cooperatives through trainings
8 coop
erati
ves
2.50 20.00 4 4 4 4 4 20.00 0.00
Programme cost for integrated
agricultural interventions with
24500 families
24500 Fami
lies
2255.00 10 290 15 435 20 380 20 480 25 580 90.00 2165.00
Programme cost for loan based
Integrated agricultural
interventions with 500 families
( fund will be given as grant to
cooperatives, which in turn
provide as loan to its members)
500 Fami
lies
0.25 125.00 12.5 12.5 12.5 12.5 12.5 12.5 12.5 12.5 12.5 12.5 62.50 62.50
Programme cost for poultry and
goatary interventions with 5000
families(mostly landless)
5000 famil
ies
0.25 1250.00 250 250 250 250 250 0.00 1250.00
Forward and backward
linkages like retail outlets, feed
mills and risk mitigation fund
for 4 poultry cooperatives

90.00 30 20 20 10 10 90.00 0.00
Sub Total-B
3747.80 57.80 553.15 52.85 698.50 57.20 642.85 47.55 743.20 51.85 842.85 267.25 3480.55
Capacity building of Staffs
0.00 0.00
SHG Orientation for staffs 25 staffs
4.00 1.8 0.2 0.2 0.3 0.2 0.3 0.2 0.3 0.2 0.3 2.60 1.40
Training on group facilitation at
the team level (one training per
yr per team)
25 staffs
4.60 2 0.5 0.3 0.3 0.3 0.3 0.3 0.3 0.3 3.20 1.40
Training on project planning
and monitoring at the team
level( one training per year per
team)
15 staffs
4.60 1.5 0.5 0.5 0.5 0.3 0.3 0.3 0.2 0.3 0.2 2.90 1.70
Training on cooperative
management
16 staffs
3.20 1 0.2 0.3 0.2 0.3 0.2 0.3 0.2 0.3 0.2 2.20 1.00
Training on planning and 25 staffs
4.00 1.2 0.4 0.4 0.2 0.4 0.2 0.4 0.2 0.4 0.2 2.80 1.20
12
monitoring
Training on leadership and
team management
10 Staffs
5.80 1.5 0.3 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 3.50 2.30
Sub Total-C
26.20 9.00 2.10 2.20 2.00 2.00 1.50 2.00 1.70 2.00 1.70 17.20 9.00
Grooming local cadres
0.00 0.00
Cost of training community
resource persons
200 cadre
s
3.00 0.8 0.2 0.3 0.2 0.3 0.2 0.3 0.2 0.3 0.2 2.00 1.00
Cost of Community resource
persons @Rs3000/ month (cost
of 50service providers ).
50 servi
ce
provi
ders 72.00 18 18 18 9 9 72.00 0.00
Sub Total-D
75 18.8 0.2 18.3 0.2 18.3 0.2 9.3 0.2 9.3 0.2 74 1
Review and evaluation
0.00 0.00
Annual review of staff
performance( centralized
event); cost of boarding and
lodging
5 times
1 5.00 1 1 1 1 1 4.00 1.00
Evaluation by external
consultant @10000/ day for 10
days
1 time
1.00 1 1.00 0.00
Travel, boarding and lodging of
consultant

0.50 0.5 0.50 0.00
Sub Total -E
6.5 0 1 1 0 2.5 0 1 0 1 0 5.5 1
Fund for trying out innovative
ideas to make projects
bankable

0.00 0.00
Fund for trying out innovative
ideas for livelihood
enhancement of poor.

Ls 15.00 3 3 3 3 3 15.00 0.00
sub Total-F
15 3 0 3 0 3 0 3 0 3 0 15 0
Grand Total
5140.50 216.10 656.95 267.35 753.20 273.00 709.05 254.85 819.60 261.15 929.25 1272.45 3868.05

Amount Requested from Axis
Bank Foundation 1272.45 Lakhs

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