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This document provides background on poverty in rural south and western Odisha and proposes a project by Harsha Trust to expand their livelihood enhancement efforts. Key points:
1) The region suffers from high poverty rates, lack of opportunities, and distress migration. Harsha Trust has implemented various livelihood programs reaching over 12,000 families.
2) The proposed project would work with 35,000 additional families over 5 years in 4 districts, introducing both farm-based and off-farm livelihoods.
3) The goal is to test replicable models that improve incomes, ensure food security, and generate surplus for families in the impoverished region. Collaboration with other organizations would be fostered.
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CONCEPT NOTE ON LIVELIHOOD ENHANCEMENT OF POOR IN SOUTH ODISHA: BY HARSHA TRUST
This document provides background on poverty in rural south and western Odisha and proposes a project by Harsha Trust to expand their livelihood enhancement efforts. Key points:
1) The region suffers from high poverty rates, lack of opportunities, and distress migration. Harsha Trust has implemented various livelihood programs reaching over 12,000 families.
2) The proposed project would work with 35,000 additional families over 5 years in 4 districts, introducing both farm-based and off-farm livelihoods.
3) The goal is to test replicable models that improve incomes, ensure food security, and generate surplus for families in the impoverished region. Collaboration with other organizations would be fostered.
This document provides background on poverty in rural south and western Odisha and proposes a project by Harsha Trust to expand their livelihood enhancement efforts. Key points:
1) The region suffers from high poverty rates, lack of opportunities, and distress migration. Harsha Trust has implemented various livelihood programs reaching over 12,000 families.
2) The proposed project would work with 35,000 additional families over 5 years in 4 districts, introducing both farm-based and off-farm livelihoods.
3) The goal is to test replicable models that improve incomes, ensure food security, and generate surplus for families in the impoverished region. Collaboration with other organizations would be fostered.
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 ( 2 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 3 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.
4 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, 5 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.
6 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. 7
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.)
8 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.
9 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. 10 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