genisis development and diversification in nrm-jravishanker-2001

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Genesis, Development & Diversification in NRM based VillageInstitutions.

Ravi ShankerHarmeet Saini.

March 2001.

NM Sadguru Water & Development Foundation. Dahod.


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Genesis, Development & Diversification in NRM based Village Institutions. March 2001.

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Contents:

Acknowledgement

PrefacePart I

Introduction

Background of the Organisation

Research Objectives

Methedology

Part II

FindingsGenesis of village Institutions

Self-reliance and Financial Management

Operations and Management

Efficiency in Performance

Leadership and Linkages

Change in Quality of Life

Future Plans

Part III

Indepth Analysis of Case Studies

Lift Irrigation Cooperatives

Process involved in formation

Management Practices

Leadership

Financial sustenence

Influence on Change in Life

Joint Forest Management Committees



Measures in developing resources

Leadership




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Self Help Groups




Leadership



Income Generation Groups




Leadership



Part IV

Federations

Watershed Association

Women Horticuture Cooperative

Lift Irrigation Cooperative Federation.

Part V

Case Studies

Mahudi Lift Irrigation Cooperative

Hadmatkhunta Lift Irrigation Cooperative

Mathwa JFM Committee

Dharadunger JFM Committee

Chasiya Women Saving Group

Raniar Inami Saving Group

Income Generation Group of Sahada

Tandi Milk Diary Cooperative.

Part VI

References

Annextures


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Acknowledgement:

We take this opportunity to thank AKF (I), New Delhi for extending financial

support and valuable inputs during the project. The support of various Village

Institutions, groups and Research Associates was incredible. It is indeed heartning

to acknowledge the efforts put by various people in translation, transcription,

interviews, de-coding the data, arranging interviews, etc., at various stages of the

study. Mr. Ramesh Patel, Mr. Aswin, Ms. Sudha, Mr. Karan, Mr. Lalit Patel, Mr.

Kamlesh, Mr. Javaad for all the support, drivers; Mr. Atul and Mr. Rakesh for

driving us to field. Mr. Harnath. Jagawat, Director of SWDF provided great

impetus to complete the study and his guidance is humbly acknowledged. We

would like to thank Ms. Prema Gera for her constant followup, without which this

study would not have come up in 2001.


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Preface:

This document reviews various village institutions emerged during the course of

more than two decades work of SWDF in the field of natural resource

management. Essentially dealing with their genesis, development and

diversification, the study reviews various processes at inception, management,

performance, leadership, composition, sustainability factors, impact and future

plans.

It also attempted to understand the underlying elements that influence the sustanence of village

institutions and their linkages with each other. Even though the study has limitations in its

comperhensiveness, it focusses on some critical elements in all types of village institutions

supported by SWDF. It attempts to look into various institutional aspects of NRM intervention

and questioned the traditional theories at times, governing community action and participation.


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Introduction:

Village natural resources being commonproperties, village institution formation helps people

mobilize their own potential and resources for a common objective. It is asserted that if thevillage institutions use their knowledge and express unity in purpose, it would benefit them in

the long run.

What is generally believed is formation of village institutions is to expand the decision-making

base, to involve more people in processes leading to formation of policies, norms and

institutions that have an impact on their lives.

In fact a strong, democratic and viable group created and crafted at the community level to

serve a specific purpose is extremely important for sustenance of resource. In nutshell, different

factors like leadership, commonality of purpose, equitable responsibility, benefit sharing,

affordable technology etc are prerequisites for a viable grass-roots institution.

Active participation of rural households and communities is indispensable for any rural

development program aiming at more sustainable management of nature resources at village

level, be it water, crop-land, pastures or forests (Kuhn, 1998). If we accept, that rural

households evolve primarily their own livelihood strategies, then active participation in

projects and programs is only meaningful and rewarding in their eyes, if such an engagement

for more sustainable resource management is connected with vital livelihood concerns. Such

concerns are by no means limited to economic dimensions, but they have roots in social,

spiritual and emotional spheres of livelihood as well (Hogger, 1999)

Institutions generally have a framework of rules for achieving certain social and economic

goals. Most of the institutions operate on the basis of clearly stated goals and objectives.

Generally the centrality of all institutions are governance, membership, resources. These

institutions also depend a lot on the kind of power and leadership that exists within them.

In the process of instituionalisaion prevailing norms, socio-cultural patterns and needs of the

community are constantly changing. They considerably differ from the point of departure and

accordingly the institutional structures and functioning keeps changing. For example, when a

forest committee is formed it would essentially form to conserve and protect the forest. Then


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appearance of grass leads to its distribution, later on regeneration of trees necesiate new set of

norms and rules to govern and at later point those arriangements further lead to uttilisation of

developed resources. It is a long drawn process rather a fixed one time institutional setup.

Similarly, conflicts, differences, contestation is a continuous process in the institutional growth

and maturity. These processes should fuel the growth and development of the group and not

stagnate the process. Groups, which express the ability to handle these processes, continue to

ripe benefits and those, which are weak degenerate. At the same time community management

does not necessarily meen sustainability but it depends on various factors influencing at a

particular point; how best the resources are used, institions (norms) govern the resources, and

inter or intra power relations active in groups.

In a given community situation there are several groups, formed for differet purposes. These

groups mutually interact, work and contest around differet interests. An understanding of the

institutional character of these dynamic village groups involved in management and

development of resources not only helps us understand what makes them perform well. It also

focuses on how village groups resolve conflicts, address issues like equity, gender, power and

future prospects.

The concept behind formation of various village institutions by the organization is to enhance

capacity of local people in managing their resources effectively. The process empowers them to

access and govern local resource systems and at the same time assure sustainability of resource.

Generally in the development process initiated by external agents, duties are decentralised (like

responsibilities of irrigation cooperative in PIM programme or JFM programme) but not the

powers to govern the resource. This is because the promoting organisation is not sure about the

accountability of community authority over the resource use. But it is proven in many cases

that given the complete authority to govern the resource, the groups will ensure total

accountablility.

It also needs to be verified whether the instituions function exactly with in a of set (or

percieved) rules and regulations that govern the resource system or even go beyond to

encompas the social and cultural dynamics to achieve desired results.


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Background of the Organisation

The organisation NM Sadguru Water and Development Foundation (NMSWDF) was

established in 1974 in the tribal belt of Dahod in Gujarat. It is a developmental, non-profit

organisation working to improve the socio-economic status of tribal people through the

regeneration, management and optimum use of the natural resources in Gujarat, Rajasthan and

Madhya Pradesh. The approach of NMSWDF is to promote livelihoods and development

opportunities for the rural and tribal people in the region through formation of various groups

and village institutions around the natural resources. The programmes promoted through

village institutions and various groups are as follows:

# Development, management and optimum utilisation of the land and water resources through

creation of water harvesting structures and irrigation systems,

# Regeneration and management of forest and tree resources through agro-farm forestry and

forest conservation,

# Improvement and development of the land and other resources through various micro

watershed interventions and renevable energy

# Creation of off and on farm business opportunities by promoting income generation

activities, savings and credit, dairy development, horticulture federations etc and

# Networking and policy advocacy activities focussing on access and management to natural

resources to poor.

Research Objectives

As the orgnanisation has been involved in promotion of village instituions for more than 2

decades, it has been envisaged to study the genesis, development and diversification of these

institutions. The study aimed at understanding the following areas as research objectives.

Various processes involved in the formation of village institutions


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How village institutions manage and develop resources

Perception of roles of various members

Leadership and linkages

Role of Village Institutions, bringing qualitative change in the lives of people.

Methodology

Various Village Institutions in the entire project area were selected as universe for the study.

With in the project area there are 372ivillage institutions functioning under various activities

around natural resources. These village institutions are, Irrigation Cooperatives, Horticulture

Cooperatives, Dairy Cooperatives, Forest Cooperatives, Formal and in-formal women saving

and credit groups, informal youth groups, formal income generation groups, Watershed

Associations, User Groups, Self-Help groups etc.

The range of groups vary from hamlet level body to block level federation. A stratified random

sampling method was adopted to select sample village institutions operating at various levels

with respective aims and objectives. Totally 12 village institutions selected and out of that two

are Federations at block level.

The study relies on primary and secondary data for analysis with in the project area. Review of

literature on similar areas of knowledge is also incorporated in to the study to study, analyse

and extrapolate the information obtained from the field observations. A questionnaire

developed to collect data from these village institutions.

Following are primary level sample village institutions (formal) ranging from Federations to

hamlet level groups under the study.

NAME OF THEINSTITUTION

NAME OF THEVILLAGE

STATUS

JFM CO-OPERATIVE MATWA Regd.

COOPERATIVE

JFM CO-OPERATIVE DHARADUNGER

Regd.COOPERATIVE

WOMEN DIARYCOOPRATIVE

TANDI Regd. COOPERATIVE

WOMEN SAVINGS &

CREDITS GROUPS

RANIAR

INAMI

INFORMAL


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LIFT IRRIGATION CO-

OPERATIVE

MAHUDI Regd.

COOPERATIVE

LIFT IRRIGATION CO-OPERATIVE

HADMATKHUNTA

Regd.COOPERATIVE

WOMEN INCOMEGENERATION GROUP

SAHADA INFORMAL

WOMENHORTICULTURE

GROUP

DUNGRI INFORMAL

WOMEN SELF HELPGROUP

CHAYSIA INFORMAL

WATERSHEDASSOCIATIONS

DHDELA Regd. SOCIETY

DAHOD

HORTICULTUREFEDERATION

DAHOD Regd.

COOPERATIVE

JHALOD LIFT-IRRIGATION

FEDERATION

JHALOD Regd.COOPERATIVE

Findings:

q GENESIS OF VILLAGE INSTITUTIONS

While assessing the formation of different village instituions initiated at village level, it

is observed that about 41% of the respondents said they formed groups to manage and conserve

natural resources in the village. The second most importance was listed as employment and

income generation as main objective to initate groups. Among others, reduced dependency on

migration and raising socio-economic status figured prominently.

Mejority of the village instituions are formed with the combined effort of NGO and

peoples initiatives (65%) towards common interest. Rest was shared between NGO

motivated and Self motivated. This reveales that there is considerable outside influence

(NGO) in promoting peoples interests in initiation and formation of groups. A trend is also

observed in self motivated groups based on realised capacities and changing needs of people.

Official records suggest that more and more self-initiated groups in recent times approached

NGO for supportii.

While addressing factors influenceing the formation of village institutions, high scoring

observed around internal differences at initial stages. Groups expressed high concern towards

internal differences that negetively influences formation of VIs. Bureaucratic hurdles and

opposition from non-members shared almost equal concern during the process of formation.

All the groups felt that the goals set by them were realistic. While explaining reasons,

they marked the food self-sufficiency as prime indecator that reflects the realisation of goals.Some of the groups also confirmed that the continuous and efficient management of VIs


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reflects the authenticity of the goal set by them. Group members percieved a strong relation

between the goal set by them and its relation to their livelihoods.

Groups have attibuted higher value to following procedures that lead to achievement

of goals set by them. This includes, following proper planning, conflict resolution and

distribution of benefits. Followed by peoples contribution in the form of enhancing output

and maintaing unity in-group and addressing equity concerns.

Majority of the groups has formal sructure as cooperative or society / trust (65%).

Others are informal groups. This coincides with the organisational dtata on village

institutionsiii.


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q SELF RELIANCE & FINANCIAL MANAGEMENT

Almost all the groups have positively responded to social and financial status in the

community. Attributing high value to capital acumulated. Groups figured shares, savings,

assets, other schemes, and reduced migration due to economic stability. Addressing the social

parameter, group oneness and ownership were also considered importaint. External relations

and efficient conflict management also scored points in determining the socio-economic status

of the VI.

Almost all the groups have appointed secretary to look after accounts. Book of

accounts was maintained in all groups. Memebers in general felt that they jointly ensure the

book keeping regularly for the benefit of all the members.

q OPERATIONS AND MANAGEMENT

While addressing how resources are managed by VIs, groups said (57% of

respondents) that regular maintainence was the prime factor behind proper resource

management. Other members (43%) attributed this to collective responsibility of the group and

community. This indecates that the resources are uttilised and maintained in the long process of

conservation and at the same time groups have standerdised the practices. Secondly, the

collective responsibility expressed by members suggests various processes of benefit

distribution, conflict resolution and other aspects that are part of resource management.

Groups scored (78%) collective concern as prime factor responsible for resource

development. Following rules and ensuring quality of work as key elements in the process.

Constant uttilisation of assets and generating savings was another major factor influencing

resource development and distribution. Role of external agencies such as NGO and State also

effected the process.

Responding to decision making process and execution, 43% weightage was given to

Executive Committee decsions (mutual consultation and mejority apporval) and 43% to general

assembly. About 14% decision ware of adhoc in nature. These figures suggest that

considerable amount of trust was invesated by members in committee and at the same time

the village general assembly ensures trasperency in decisions. At times adhoc decisions were

made by leaders that have positive and negetive bearings.


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Mejority of the conflicts were resolved in Executive committee meetings45% followed

by 40% in mutual consultation in general body meetings. Open redressel of conflicts generate

greater participation of members. Social pressure also acts as mechanism to control group

dynamics and guide the process towards largely accepted ends.

Enforcement of rules are highly controled by social pressure 59% followed by

execution of rewards, disqualification of membership in extreem cases. However, adherence to

rules ensures proper benefit distribution. It is observed that groups have changed rules as per

changes in resource system and ensured general concensus to prevail.

q EFFECIENCY IN PERFORMANCE

About 50% of the members percieved that the roles are prescribed and standerdised

over the years. Other felt that they are voluntary and some times distributed among hamlets for

effective management. Groups also expressed that individuals assigned with specific

responsibilities generally fulfil them. Factors like regular attendence in meetings, timely

conflict resolution, collection of dues, figured in voluntary responsibilities of members.

Groups felt that the roles are executed effectively by members. Pointing to the factors,

group sustainbility, increased capital and no pending dues, consistancy in performance and

overall village development as key indecators.

q LEADERSHIP & LINKAGES

Mejority of the groups sellected/ellected leaders through general assembly (71%). In

other cases the existing leadership assigned the responsibility by the group. This trend shows

that different groups have not necessarily choosen the already existing leadership. It is also

generally believed that in tribal communities traditional leadership dominates community

decision making process. However, those assumptions hold no place in this context.

Mejority of the members felt that the choosen leadership was effective. Various factors

considered by members in assessing the effectiveness. Timely performance, information

sharing, respect for members, new works, relation ship with others, regular meeting, prompt

decision making, influential in getting work done were some of those.

Almost all the groups have linkages with either other groups or with external agencies.

They were banks, government department, electricity board, Panchayats etc. apart from other


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groups in the village and neighbouring villages. Groups in general were well informed and find

it important to keep relations with other groups.

More than 50% of group members felt that their structure and work was similar with

other groups. Other groups (25 %) felt that their work (performance) was better than others.

And some 15% also felt that their work was different from others.

q CHANGE IN QUALITY OF LIFE

Responding to the direct benefits that members realised after formation of VIs, highest

scoring attributed to increased productivity of resource system. Increase in crop production,

milk, food, fodder, vegetables, timber, improvement in soil, better seed varities. Second highest

rating was given to income, in which increased earnings, employment opportunity, access to

loans due to the credebility of village institutions. Self respect improved due to socio-economic

changes. They were also able to build relationships outside, mobility increased, better clothing,

enhaced status of women, empowerment in decision making and frequent outside visitors to the

village and habit of saving were some of the indecators they attributed greater importance.

Access to other aminities and skill development among younger generations was a

direct outcome of VIs as percieved by members. Schools, housing, health fecilities, drinking

water, agriculture inputs, and better food were major areas of change noted by members.

Direct impact of the VIs realised by different groups ranging from 15 households per

hamlet to 300 households. Activities like income generation or thrift groups covering small

nuber of households in-groups to formal cooperatives cover more than 300 households per VI.

q FUTURE PLANS

Diversification around agriculture and livestock and expantion of existing groups into

federation was one common agenda found on all groups. Village development and more

employment generation also followed closely.


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INDEPTH ANALYSIS OF CASE STUDIES

LIFT IRRIGATION CO-OPERATIVES

Objective

Lift irrigation cooperatives are the village institutions, which came into being to manage,

maintain and run the lift irrigation systems based on the principles of cooperation. These

cooperatives are formed to maximise benefits and earnings from the irrigation systems. These

cooperatives are essentially de-centralised entities in water management where water user

groups primarily look into the management, distribution and maintenance of the irrigation

systems. In order to strengthen and make them sustainable new activities related to agriculture

and irrigation , the cooperatives formed their own apex body, as federation.

q Process involved in formation of groups

The irrigation cooperatives interviewed had stated that they have approached the organisation

to build lift-irrigation system in their villages. Even though the NGO initiated LI long back in

Jhalod block of Dahod district, the experiences largely revealed that people organised

themselves first and approached as they saw the benefits of the scheme in neighbouring

villages.

In both the villages leadership was identified as strong and responsible factor which influenced

development initiatives. It was noted that once the villagers were able to get the irrigation

systems in place, they formed cooperative and registered it with government with the support

of NGO. While interacting with the groups, it was learnt that this was the first group of its kind

in the village, and earlier the villagers used to get together and talk but never took up any work

as a group and that too for a development purpose.

Initially the membership was small. But once the benefits were realised by members, other also

joined the cooperative. There was no strong opposition faced at any point of time.

q Management Practices adopted

Groups shared that there were some problems at the initial stage of managing cooperatives. But

the NGO supported them in managing the group. However, members learnt their way to


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execute roles; book keeping, maintaining mechinary, distribution of water etc. And financial

recovery from members was also carried by both the co-ops regularly. This lead to regular

functioning of the scheme. It was observed that members of the group were concious about the

importance of running the scheme on regular basis for financial returns.

Rules and regulations of the co-ops were changed on regular basis based on previous

experiences. This contant change in operational system enhanced the distribution mechanism

and reduced the financial load on members. For example change from acre to hour system in

water distribution in 1995-96 demonstrated the dynamic nature of institution to cope with

changing requirements. These kind of changes ensured member cooperation to cooperate with

the set norms for proper functioning of the cooperative.

The Executive committee shared that the encouragement and support provided to farmers by

motivating them and providing seeds and other agriculture inputs. In Mahudi village, the

committee at initial stage invested its own money in providing improved seeds to poor farmers

as a way of encouragement so that the farmers learnt to use better seeds and agriculture

products. It was also shared that once the farmers benefited they would return the money to the

cooperative.

Employees were hired; the secretary, distributor and operator to have smooth functioning.

Water charges collected would meet all the operational costs of the scheme. This ensures fairer

distribution as paid employees percieved more objective and accountable for proper

functioning.

From the records of the cooperatives and the data it was seen that both the cooperatives were

regular in conducting meetings, general assembly etc.. The members considered this as the

most important as in this meeting the performance and financial status of the complete year was

shared apart from that if the general body wanted to make any changes in the executive

committee it was put forward in this meeting. The Executuve committee has not witnessed

much changes in its membership as members over the years found that they were managing

properly.

Both the cooperatives were prompt in maintainence as they felt that the scheme has to be

functional all the time so as to reap maximum benefits out of irrigation. Water distribution is


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done on basis of sequencing. Water is given on hour basis and the farmers have to make

advance payment by filling an application form given by the co-operative and then accordingly

sequencing is done for the water distribution.

Before starting of each irrigation season, all the water users and members have to be present in

the meeting. A lot of issues are covered starting from operation, functioning, sequencing of

water distribution, water charges, and various other rules and regulations.

q Leadership

In Hadmatkhunta young member replaced the earlier leader because of age factor. The

transition was smooth with out competetion. Mahudi also witnessed change in leadership due

to death of the leader. The son was replaced by and all the members unanimously supported it.

When questioned, they said that the new chair was active and dynamic and they all agreed for

this change in a general assembly. Members in both the groups said that leaders were not

selfish and put members interests on priority.

q Financial Sustenance

Both the cooperatives have managed their financial resources in an organised manner. The

cooperatives were regular in paying their dues, which includes the electricity charges, salaries

to paid employees and all the maintenance charges incurred by the cooperatives in running the

system. In case of Mahudi, the cooperative has been able to earn around Rs.40000. In case of

Hadmath kuta, they didnt build their capital as they prefered to run the system with no profit

no loss basis. The cooperative had saved around Rs.15000. Whenever there was a contingency,

all the members pool in resources to face the crisis. This however was covered in water charges

on regular basis in Mahudi.

Local banks however readily lend loans to these cooperatives.

q Influence in change of life

They feel that they are performing well because they themselves are the managers, users and

the beneficiaries, so they think like one community and know what they require and what they

dont .


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Joint Forest Management CO-OPERATIVES

The objective of formation of the JFM co-operatives is to rehabilitate the degraded forest lands

through peoples action and help in establishing clear user rights and responsibilities.

Process involved in formation of institution

During the data collection and the group interactions, it was noted that in both the JFM

villages, a gram sabha was held where the need and benefits of protecting the forest by the

community with the support of the organisation and the government were discussed. The

villagers held the meeting, as they were interested in developing the forests of their area.

During the study it was observed that the attendance in the gram sabha was more than 90%.

After the meeting the executive committee was chosen and the registeration of the Committee

was undertaken. The villagers decided to form the cooperative so as to be able to take the

benefits of all the government programmes. In the selection of the committee, members were

selected from various hamlets so that there is equal representation from all the hamlets.

Management Practices adopted

The villagers showed clarity regarding the purpose and taking up of the JFM. The core work of

the JFM cooperative is to protect and manage the jungle. The members told us that in order to

function well the committee meets every month and discusses all issues related to the project.

Once a year the gram sabha is held where all the resolutions related to the functioning of the

JFM are passed.

When the members were asked why they formed the cooperative, it was shared that in order to

protect the jungle and products of jungle, so that people for the development of the village can

use it.

In case of village Matwa the members shared with the researchers that the fodder and fuel

became available only after JFM and in their village for last 70 years only 10 families

benefited from the forest produce in the whole village, but after the community took up the

JFM program, all were benefiting.

The data showed that the cooperatives were holding gram sabha every year and in which the

accounts, benefits and the problems that were faced in the program were discussed. The


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executive committee meetings were held every month where if any one has a problem it is

looked into and also the progress etc. were reviewed by the executive committee.

The cooperatives had formed very clear cut rules for the purpose of development of the

resource and management of the program. Some of the rules that were pointed out in the data

collected and the group interactions were that firstly no one can cut wood from the forest and

no cattle to be allowed inside the protected JFM area for 4 months. This is done till grass is not

cut after rains. Equal distribution of resources amongst all members was followed so that no

one derives more than his/her share.

It was also shared that 2 member from each house can enter jungle to cut dried wood etc and

the committee members were responsible to care all the works in the JFM cooperative.

The data showed that in both the cooperatives all the members were following the formed rules

due to which the project was functioning well.


In order to develop the existing forest resources rules and regulations were formed keeping in

mind the forest development and management. The data also showed that along with the forest

cooperative villagers also developed other natural resources in their village through activities

like watershed,plantations etc. In the group interactions it was shared that due to the increased

benefits and earnings in the village, many saving groups of the villagers had also come up and

this money was of great help to them in exigency.

Leadership

The group interactions indicated that in both the villages the leadership was strong and

assertive due to which in a program like JFM, which was so unclear, they managed to get many

of their forest rights by standing up against the government when needed.

Inspite of good leadership and commitment of the villagers, in village Matwa the cooperative

went through major differences with the forest department due to which they lost on a lot of

grass in the drought year to the forest department.

Financial Sustenance


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In order to be a member of the cooperative, villagers had to pay a share fee. Both the villagers

have been able to build their resources. In case of dharadunger the villagers managed to save

Rs.75000/.

Influence in change of life

The data collected highlights the fact that though the JFM is a very unclear program but the

benefits are many. All the villagers benefited of fodder, wells were deepened after JFM co-op.

was formed, and the villagers took up nursery and saving activities. Drinking facilities came up

and distress migration has reduced to a great extent.

SELF HELP GROUPS

To empower women to make decisions, enhance capabilities and participation in all areas of

development, to build confidence of women in collective saving schemes and economic

activities and at the same time stimulate the expansion of local economic activities and

community action.

Process involved in the formation of the groups

Interactions with the various groups indicated that the women groups were a organic spread

from the various other natural resource activities of the villages. The process was initited by

NGO (1994) in few villages to organise women around savings and thrift. They used the capital

so generated for consumption and productive purposes. In the process they were exposed to

various activites that eanbled them to voice their concerns in the village. Later many other

groups have emerged on the same lines seeking support of NGO. The group size varied

between 20 to 40.

Management practices

The members shared that in order to be able to save on regular basis and sustain the groups,

various rules and regulations were made. Apart from this a secretary and chairman were

selected to manage the records and finances. Rules were framed for depositing money,

meetings and the loans to be given so that they are able to function smoothly.


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Measures in developing the resources

Various interactions highlighted the fact that initially the groups were small and savings were

little but with the benefits the membership and the amount to be saved both increased. This

increase in savings led the groups to start loans and credit activities. The data indicate that the

group savings led to the women getting involved in activities like poultry farming. Goatery,

dairy development, vegetable cultivation etc and the economic gains went up three fold.

Leadership

Due to strong leadership which managed the group activities well, the women were able to get

involved in many activities apart from just savings. The members of village Raniyar shared

with the researchers that due to the strong leadership and a united group, the group managed to

have a corrupt government official taken to task who had cheated.

Financial sustainability

The balance sheets and the data collected show that both the groups have sufficient savings and

are able to lend upto Rs 10,000/-.

The interest charged on the loans was upto 60%. The members shared that due to the good

management in the groups and the well managed finance, loans for purchasing buffaloes, goats

etc are readily available.


The members openly expressed the benefits that they felt when they came together as one.

They strongly expressed the sense of freedom that they have gained because of the various

activities and the respect that they get in the family and village now. Due to the formation of

these groups, women not only have a strong sense of independence but are also able to express

themselves in front of any audience. They are more respected in the household and the village

due to the economic power that they hold. The women are able to earn sitting at home, the

banks and other agencies like shopkeepers easily give loans. Women have started moving out


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and have started taking up activities like poultry dairy etc. They are able to send all their

children to school because of the extra flow of money in the house.

The data also indicates that the groups are greatly involved in other activities like watershed,

forestry, youth groups etc.

INCOME GENERATION GROUPS

As a means of livelihood opportunities during the lean periods of irrigation, traditional crafts

were encouraged as sources of supplementary income to the women, developing skills for

diversification towards non-farm activities to increase the supplementary income. Empowering

women by providing them options for independent status. Bead ornaments culturally were a

part of the lives of the tribal and this was seen as means of skill development and economic

empowerment. The groups operate at the village level. Skill and product development is the

main focus. Not only do the products created by these groups have a national market but also

an international market.

Process involved in the formation

The data collected and the interactions with the members showed that in case of the dairy

cooperatives, it was the initiative of the informal womens savings groups to undertake

economic activities around the existing natural resources. Water and fodder availability was the

deciding factor for this initiative.

Beadwork was the outcome of the existing tribal skills which were lying untapped and which

had the potential to be developed into an economically viable preposition and source of earning

for the women sitting at home and at their leisure time. In order to be part of the group the

women had to pay a share fee. It was seen as a source of more earnings in the family. The most

important point that came out was that it was earning sitting at home.

Management practices adopted

The data collected showed that, the women in both the groups keep individual records.


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Every month monthly meetings are held where the group not only shares the activities of the

group but also the members deposit the savings. Loan applications are shared in this meeting

The data showed that records are kept by the group, which are managed by the group leader, in

case of the dairy cooperative this data is kept by the secretary or chairman of the group.

Apart from the economic activities undertaken, savings in the group are a very important

compenent.


In case of the dairy cooperative, most of the women in the village had buffaloes but in order to

form their own dairy cooperative all women took loans and bought more cattle.

Instead of selling milk in the market on individual basis, they sell through the cooperative, to

the district dairy.

In case of the handicrafts group, the women have developed on their traditional designs to

compete with the world markets and in order to build there skills, they continuously undergo

trainings and exposure.

Leadership

The data showed that in case of the dairy cooperative, the group and the leadership aspect both

are very strong.. Since the year of establishment, the chairman is the same as she is managing

the group well ands all are satisfied with her functioning.

The handicrafts group is more of an individual activity group, the leadership is their but till

now has not been taking any initiatives to develop the group or get involved in other activities.

Th group is more individual earning focussed, developing other resources has not been in the

priority.

Financial sustainability

The dairy cooperative because of a good management and complete involvement in the activity

has been able to manage there accounts well and has been able to get land for office, which is a

major achievement and also is able to give loans to the members at 2% interest. The handicrafts

group is also involved in savings but has yet not diversified the earnings to other activities.


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Both the group members strongly feel that life has changed for them since all these

development activities became part of their lives. Children are getting good education due to

the extra family earnings, health status of the women and family has improved. People have

started savings, and have started investing in jewelry, fertilizers, seeds etc., People have

managed to make pucca houses. Awareness levels have gone up. Women no longer need to

migrate in search of livelihood, they are able to earn sitting at home.

FEDERATIONS

WATERSHED ASSOCIATIONS

To conserve and manage the land and water resources on area basis to meet the needs of the

people in sustainable and just manner through various user and self help groups

CASE STUDY-I

WATERSHED ASSOCIATION-DHADELA-GORIYA

The Watershed Association

The watershed association came up in the village Dhadela in the year 1995 under the watershed

program. It was a new program of the government under which the villagers were the decision-

makers for all the development works that have to be taken up in the village. Initial village

meetings were held where the villagers were given clarity on the 4year-watershed program.

Watershed Association was registered under societies act.

Process of formation

Meetings were held falia wise and then a village meeting was held. In the meeting the villagers

decided that each falia should have a member on the committee. A 12-member committee was

made representing all the falias in the village, in which 3 women members were selected. The


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WSA has 2338 members out of which 424 members were women. The WSA has 5 youth

groups, 2 mahila juths and 19 users groups.

Why the Association

The association was formed in order to have a system of functioning and to be able to get all

benefits of the various government programs, which are available.

Functioning

The committee holds monthly meeting of all the members where various issues discussed. Its

the responsibility of the committee to motivate the villagers to take up various programmes for

village development. Conflicts were resolved in this meeting. The committee was also

responsible for managing watershed works which are part of the program.

Various user groups managed soil and water conservation activities in different hamlets of the

village. Self help groups formed aroung savings and income generating activities. All these

groups are united under Watershed Association as one single apex body at village level.

Benefits

Due to the watershed program villagers came together and learnt to work as work groups. With

inputs and awareness they were able to get other government schemes. Due to this program the

villagers were able to mobilise funds for the village and many saving groups started. The

village has a fund of

Rs.2 00 000 in bank. Apart from that villagers have 10% contribution as savings. The women

groups have been able to save Rs.20,000 to Rs.50,000. The groups also managed to get

government support for taking up on-farm income generation activities.

Rules and Regulations

Monthly meeting held on the fixed date. Every member has to be present for the meeting.

The chairman and secretary would sign all transactions and decisions. Those who violate rules

were fined.


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Future activities

The watershed association was planning to form more youth groups in the village, start a

poultry farm, dairy co-operative and take up vegetable cultivation on a larger scale to enhance

the economic status of the members.

Relationship with other organizations

The watershed association has working relationship with the various banks at the district and

taluka level, the district dairy cooperative, taluka panchayat.


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CASE STUDY-II

Horticulture Womens Co-operative- Dahod

To promote assured income alternatives from marginal lands and value addition to farm lands

through the formation of women horticulture cooperatives focussing on development of women

leadership, entrepreneurship and capacity building.

The cooperative

The dahod taluka women horticulture Cooperative was the first women horticulture cooperative

to have been formed in this tribal region. Horticulture has been identified as the most profitable

activity for this area. It came up in 1998-99. It has women members from 35 villages and the

total membership is 390.


In the beginning individual members interested in taking up horticulture had to pay a

membership fee to be part of the horticulture program. The program plan considered women as

the key role players. Women nursery raisers associated with the NGO felt that farmers who

have irrigation facility could take up alternative land use practics, and furit trees are more

beneficial for them. They were encouraged to take up horticulture plants in a small part of their

land and develop it into horticulture orchards. This process was started in 1998-99. In order to

become a member a share fee of Rs.51 was kept in the first year. Later it has increased to

Rs.101 as the response was visibly high.

Why the Cooperative

The need to get all the women under the cooperative umbrella was felt as it was important to

organize all the women and make them prepared to face the future markets and challenges and

to be able to become strong entrepreneurs in the coming years. It was also felt that by

organizing as a group the women could take up any activities they wanted and they could work


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together for future developments. The main goal was to make individual farmers get access to

markets and profit from buying and selling of the produce through the cooperative.

Benefits of the cooperative

Due to the cooperative, members were able to get timely and prompt services needed to

maintani the orchard. Various inputs such as manure fertiliser, pesticides, plants and irrigation.

Cooperative also provid technical services to the members. Cooperative conducted exposure

visits to its member to other areas where orchards already developed. Members said that these

exposures helped them in understanding how orchards could be managed for better production.

Functioning

Individual horticulture orchard owners became members of cooperative at block level by

paying share and entry fee. Executuve committee was ellected from the general body in annual

meeting and the committee members were on rotation every year. Secretary was appointed to

look into day to day affairs. Apart from this the cooperative hired technicians to assist its

members in mainitaining orchards. Apart from this informal groups of 30 members each lead

by a group leader meet on regular basis to monitor the growth of orchard. Members were also

provided with various inputs to carry out on-farm activities at costs lesser than markets. From

the members a chairperson was ellected who acts as e the chief signatory.

The executive committee was responsible for monitoring the orchards and calling meetings etc.

The executive committee can only make any resolution. All documents etc. have to be signed

by the chairperson. The secretary maintains the accounts and all the contribution deposited in

bank. If any problem arises it is immediately looked into and solved by the committee members

by adhoc meetings. The members sit together with all people involved and come to a common

consensus which beneficial to all.

Future activities

q Well irrigation/ Drip irrigation

q Hotrticulture nursery development


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q Vegetable cultivation

q Increase the membership

q Increase the savings

q Take up economic activities to increase the earnings of the cooperative.

Relationship with other organisations

The cooperative has established relation with the various government offices like the tribal sub

plan, government horticulture department, etc. The cooperative has a constant and fruitful

relationship with NGO from where it gets all the inputs, trainings, guidance etc.

CASE-III

L.I.CO-OPERATIVE FEDERATION

Why the Federation

The lift irrigation co-operative federation in Jhalod taluka was formed in the year 1996. During

various group interactions in the irrigation cooperatives, farmers expressed the need of a

farmers body which could look into various areas of development around water and irrigation.

The need was felt as with increasing number of cooperatives, for coordination and

management. To liason with the government as a farmers body, to look into the maintenance

works of the irrigation cooperatives, to provide services like good quality seeds and fertilisers

to the member cooperatives at reasonable rates and on time were some of the other reasons.


Earlier SWDF, the implementing organisation used to look into the requirements of the

cooperatives. But with increasing numbers the need to be self sufficient in handling various

issues affecting the cooperatives came up and it was felt very strongly by the cooperatives that

they should have their own farmers body looking into their requirements.


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Initially meetings were held at the individual cooperative level to discuss the prospects of the

federation. Each village cooperative selected 4 members from the cooperative as their

representatives for the federation. From the 4 , one was selected as the representative in the

cluster which was formed of 6-7 villages falling close by. From these cluster committees the

executive committee was selected and elections were held for chairman and vice chairman. A

secretary was kept as paid employee of the federation. A share fee of 10001 was kept for the

cooperatives who wanted to become members in the federation. The executive committee

consisted of 15 members.

Problems in formation

As far as the process was concerned all the cooperatives were very supportive, only the very

old cooperatives who were used to being supported without putting much efforts initially

resisted to some rules and regulations for functioning.

Since this was the new initiative, the formation of the bye-laws took a lot of time and then the

registeration was very taxing as the cooperative and registration department raised a lot of

queries and cancelled a lot of programmes which the federation wanted to take up

FUNCTIONING

It provided regular and subsidized maintenance services to the member cooperatives.

It has decided to ensure quality material to the cooperatives along with supplying seeds and

fertilisers to the cooperatives who demand.

The federation has monthly meetings of the executive members and the cluster committee

members share informations, take up activities which were suggested by the cooperatives,

make plans on works, trainings and exposure visits etc.

During the irrigation season and in periods like the drought the federation members meet more

frequently, so to be able to give timely and prompt services to the cooperatives.

Due to the federation during the year of the drought fodder was purchased in bulk to distributed

among cooperatives based on their demands. Repair and maintenance works of non-functional

hand pumps was taken up and wells were deepened in the drought period to provide relief to

many villages.

Structure of the federation


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In the beginning 28 co-operatives had become members by depositing Rs 1000/ as share fee.

Now 45 co-operatives have become members and all new irrigation cooperatives will be

becoming members.

The federation consists of the General Body , 4 member from each co-operative then there is a

cluster committee which consists of 1 member from each cooperative. From the cluster

committee 15 members were chosen who formed the executive committee. From the executive,

the chairman and vice-chairman were elected.

Financial management

The federation has as capital the share fees taken from the cooperatives, amounting to

Rs.10001 and Rs.400 as annual fee is given by the individual cooperatives.

Apart from this the federation got financial support from the parent organisation for the first 3

years.

The federation trying to raise funds from other organisations and funding bodies and at the

same time it was trying to take up programs like wastelands development, seeds and fertilisers

purchase and sale etc. from which the federation could earn and at the same time support the

individual cooperatives.

The federation has generated savings of Rs 1 17 50 000.

Linkages

The federation has linkages with the parent organisation. Apart from this the federation has

linkages with the urban bank, mercantile bank, panchmahal bank and the various government

departments at the taluka level.

Management

The day to day management responsibility of the federation vested on staff, chairman and the

executive committee. The chairman in consultation with the federation manager makes

decisions.

During the irrigation season the cooperatives have to enter their complains in the federation

office by paying a complaint charge of Rs.51. Maintenance work done on the given time and


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date. The material has to be purchased by the individual cooperatives on their own from the

federation office.

The executive committee meets every month and decisions are taken there.

The meetings have issues related to that particular time and season. Generally the areas

discussed in the meetings focuss on the performance of the cooperatives, accounts , new

activities, liasoning with the government etc.

New initaitves

Wastelands development through horticulture plantations on commercial basis

Trading seeds and fertilisers to individual farmers on fair priase policy

Encouraging vegetable and other profitable crop cultivation

Benefits

Immediate maintainence and easily available services to the cooperatives as and when required

at low cost

Main aim - Farmers should benefit should get services easily and then only federation will

think of earning. If federation doesnt earn it will fail.

The federation members felt that this was their first step but they were sure that they will

progress and become a strong body, an independent farmers organisation.


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Case Studies:

CASE STUDY-I

Mahudi Irrigation Co-operative (Irrigation on Dam)

Why they formed the irrigation co-operative?

The cooperative members said that earlier they were dependent on rain-fed agriculture that

compelled them to migrate for long durations whenever monsoon failed. Hence they decided to

tap the potential water in Machan river with the support of NGO (in 1994)which already

working with other villages. As a result they formed a group and approached the NGO for

support. Members say that they are now yielding three seasons in a year at the place of hardly

one season. This resulted in progressive irrigation cooperative in Mahudi along with a water

harvesting structure to tap the optimum potential of water.

The process of the formation of the co-operative

In the beginning the villagers got together and talked of forming a lift irrigation for the purpose

of irrigation, they had learnt about the irrigation system and the co-operatives from the near by

villages where these systems were already functioning. So they got together and formed a

group of 60 people and got together to form this group. They apporached the implementing

organisation to ask them for the benefit of irrigation through the construction of LI system.

After the initial phase of technical feasibility and surveys in consultation with the villagers the

system was constructed. Villagers took up responsibility for the complete construction works.

During this process itself the villagers in consultation with the organisation started the process

of forming their own village co-operative.

With the support of the organisation a cooperative was formed. As the whole process requires a

lot of interactions with the government departments NGO supported the cooperative members

in dealings. This was the first group of its kind in the village, earlier the villagers used to get

together and talk but never took up any work as a team and that too for a development purpose


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Involvement in other areas of development

Initially this cooperative was formed for the purpose of managing the irrigation system but due

to the benefits and change in the living status of the villagers irrigation this cooperative decided

to get involved in other areas like JFM, Dairy development etc.

Functioning of the co-operative members

The cooperative considers itself successful as it feels that the committee members are

performing their duties well and are able to manage water and finances due to which no one in

their hamlet was ever dissatisfied.

They felt that if the organization had not given them guidance and inputs through various

exposures and trainings, they would have been like any othe village where state programmes

were going on without any success.

They also felt that the community members have been dedicated, faithful, strong and just to all

in their management and distribution of the water resource. They felt that because they were

working as one they were successful from the first day itself. Cooperation among members

generally observed and regular meetings, rules, regulations followed per say.

The committee members felt that they were not only managing the cooperative but were also

motivating farmers to go in for improved crops and agriculture techniques. If the farmer was

very poor at times they also lend money and farmer would return to the cooperative after he

gains benefit.

The members said they were able to perform well because every one was equal for them, no

partiality shown even when their own reletives ask for any favours.

Even though it was a market day (Haat), all the committee members were present for the

meeting. This showed the sense of responsibility and commitment of the members.

Said by one memmber in the meeting.

Structure of the co-operative and functioning

The structure of the cooperative generally consists of a chairman, followed by the committee

members. The paid employees mainly the secretary, distributor and operator and the water

users constituted general body of the cooperative.


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In every general body meeting which is held every year before 30th

september of the year,

change in Executive committe members is put as part of the agenda but if the general body is

happy with the functioning of the committee members, they request the committee members to

continue. AS the cooperative is functioning well not many committee members have been

changed.

Involvement in other areas of village development

Since the irrigation cooperative could be formed in only one hamlet due to technical reasons,

the cooperative is supporting the other hamlets in taking up activities like forestry (1991),

horticulture (1999) and watershed (1998).

The other groups that have come up due to the success of this cooperative are the Mahila

Mandals(1997), the Forest Protection Committee which has 270 members covering all the

hamlets.

Resources of the co-operative and maintenance

The cooperative has been able to earn around 40,000 till date since the cooperative worked as a

service oriented and the profit margin kept negligible. Members felt that the cooperative was

self sufficient and able to manage its financial requirements from within.

They feel that they are performing well because they themselves are the managers, users and

the beneficiaries, so they think like one community and know what they require and what they

dont

Since it is an irrigation co-operative, it has a complete unit which has a pump house, motor,

panel board, pipe lines, valve systems,outlets, books and records of the farmers and accounts

etc. The members are responsible for looking after the whole system and the member nearest

the system has to take more responsibility.Watchman looks after the pump house which is near

the river.


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Maintenance works need to be done on motor ,valve, pipes, footvalves etc from time to time, if

the system is well maintained the maintenance is less. The expenses are borne by the co-

operative for all maintenance and this is part of the water charge taken from all the water users.

The repair is done immediately.Maintenance on the pipes and other small repairs are done by

the villagers themselves motor work is done by the federation on cash payment. If motor gets

burnts etc it is major problem as it is expensive compared to other maintenance works, in such

cases C.M. meet and discuss the reasons, the steps to be taken etc.

Water distribution and management

The water distribution in L.I. is done on basis of sequencing. Each and every farmer should get

water.

Water is given on hour basis and the farmers have to make advance payment by filling an

application form given by the co-operative and then accordingly sequencing is done for the

water distribution.

Water management is good and generally there have been no serious complains by any

members and no dissatisfaction expressed, it is only if the electricity does not come on time or

comes for less hours that the sequencing that is fixed gets disturbed and some complains come

but most of the members understand and co-operate and time and water are important for all

during the season, but the sequencing pattern is followed as decided.

Decision making in the co-operative

Meeting is kept before starting of each irrigation season, all the water users and members have

to be present for this meeting. In this meeting a lot of issues were covered starting from

q When motor is to be started

q What would be the sequencing of the water, every time sequencing is changed so that

no one feels bad

q what would be the water charges, time for depositing the money


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q The various expences of the co-operative are shared like the maintenance required etc.

q Every month the committee meets to discuss any problem, collect advance money.

q In the first meeting only the issue of light is discussed, the C.M. dont want any

problems during the operation of the system, so in advance itself the light irregularity,

fluctutions etc. are shared .

q What crops to be grown in cases of scarcity is discussed, and all have to follow.

q In the drought year the meeting was held and members were explained the situation.

Decisions were made by the committee members after discussing in the general body and if all

the members approve and consider them okay.

The committee members felt that they were performing well as all were bhagats so no one

consumes alchohol and every one cooperates with each other.

Rules Followed

q Each farmers has land on each outlet, so all get water in atleast one farm, so all the

farmers in the command area were covered.

q Money taken in advance. No flexibility on paying money, only in case of emergency

(health) one month is given.

q Rules and Regulations change every year based on previous years experience.

q The registers kept by secretary. Regular entires were made in every season. He has to

reprot to the Committee.

q Audit of accounts carried out every year by external (government) auditor.

q One person from the house has to be there to take water from the outlet to the field,

People have to come, if they dont come water is not supplied to their fields.


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q The Committee members are responsible for solving the problems in the co-operative.

q Maintenance material has to be brought, changed by the secretary and operator and the

Committee is responsible for all the dealings.

Linkages with other organisations

As reported, the relations with banks were good. As the cooperative was performing in a

regular manner, the banks were open to giving loans. Lamps (Local Area Multi-Purpose

Societies) were not functioning well so the farmers and the cooperatives stopped taking even

seed/fertiliser from them when they required. These societies with large defaulters and

malfunctioning, not in a position to extend services as desired by farmers. Group members said

that they instead depend on the LI cooperatives or banks.

Mahila Mandal emerged at later stage in the village, serve the small lending needs of members.

At times members take productive loans from these mandals for purchase of seeds or fertilisers.

Benefits of L.I and the co-operative.

q Agriculture quality improved farmers started multi cropping, cash crops, vegetables etc.

q Migration reduced as the farmers started earning from their fields and gained.

q Children started going to school as the family did not have to migrate. Some of the

children were also going to college and studying outside also.

q Health status has improved, less children fall sick and die of mal nutrition etc.

q Housing improved/tractor/rickshaw /flour mill/cattle/jewellery started coming in.


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Hurdles in further progress

Members said that, even though they earn much but some traditional events like marriage

ceremony consumes all money they saved. They however came out of the clutches of alchohol

but they were compelled to follow other, when they interact with neighbouring communities.

Each emeber of the group have had spent Rs. 20-40 thousand on brid-prise.

Future Plans

q Extension of L.I .so that more area could be covered

q Horticulture plantations would be taken up by the farmers

q Better Houses will be built

q Dairy Co-op will be formed by the members, for which new cattle will be purchased.

q Land levelling will be done in the villages so that more area could be taken under

irrigation.

CASE STUDY-II

HANDMATH KUTA Lift Irrigation Co-operative (TANK irrigation)

Handmath kuta was one of the oldest lift irrigation co-operatives in the Jhalod taluka. It was

formed in the year1984.

Why they formed the irrigation co-operative?

Farmers had seen the irrigation system in nearby village Shankerpura & felt that if they had a

co-operative in their village, they would also get benefit of irrigation. Village farmers would be


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able to earn in their own village and would not need to migrate for food and employment. So

they decided to form this co-operative. Agriculture productivity was the main reason for

forming the co-operative.

Process of formation of the irrigation the co-operative

Group said that at village level itself the irrigation system could be managed without involving

anyone from outside. Villagers had a village meeting where the benefits of the irrigation system

and forming a unregistered co-operative to manage the system were discussed. The villagers

contacted the organisation to construct the irrigation system in their village, once the technical

formalities were done the system was constructed in which all the villagers contributed in

construction work. As it was a new program in the area, initial first year members were very

less. Various aprehensions were also prevailed among people over irrigation systems and

management. Lots of doubt about benefits, land alination, high expences of motors, difficulties

in getting diesel invoked less involvement. But from the succeeding year when farmers saw the

benefits from irrigation and also the kind of crops that they could grow like wheat and other

cerels, they were motivated to join the cooperative

Problems

q When the system installed in the village, there was drought for two consecutive years.

The system could not function initially and people were aprehensive.

q First 2 years of operation was done with diesel engines and its management was

difficult. Later they received electricity connection.

q Even when the system was not operating then also had to pay flat rates in past (i.e., till

1993). The co-operative had to bear the extra-cost and due to which the cooperative could not

save much.

q Earlier we had some problems because of lack of knowledge but, once everyone

benefitting people started co-operating.

Structure of the co-operative and functioning


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The co-operative has a committee of 13 members out of which 3 are women members.

Before the season starts the farmers call for a general meeting in which all decisions of

operation and management were taken. Distribution of water from various outlets decided and

the main criteria kept in mind is that no ones crop should dry. People cooperate in the water

distribution and till date no one has done wrong during the operation of the sytem. If anyone

objects, the members get together and decide. The Chairman/Secretary were approached in

case of any dispute and immediate decision were taken. All the farmers have to listen but if any

one remains problamatic water share immediately stoppediv.

In 1994 a new chairman was selected this was done in the general body meeting.The total

membership in the cooperative increased to85. Earlier it was 55. When the people saw the

benefits and earnings from the irrigation cooperative they joined it.

Earlier few records were kept in the group. Initially the villagers had not registered themselves

under the cooperative act and were managing as an informal group with experience and

learnings they went in for registration. The benefits that they saw due to the formation of

cooperatives were better record keeping, sense of responsibility for the activity.

Rules and Regulations

q Farmers keep imformed to others and operator about the water usage and requirements

during the operation of system. The operator keeps register in which record of each farmer is

kept.

q Deposit/charges are to be given in advance for the season and before watering.

q Water rates were fixted considering total costs incured during the season.

q If someone has more land to irrigate, the turn would be considered after all other

farmers draw water in equal proportion. This too subjected to availability of water.

q Meetings held every month during operation and also as and when required.


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q Falia wise members responsible for water outlets and the part of system that stretches.

q Recovery of dues is the responsibility secretary, operator and distributor and supported

by committee members in respective hamlets.

q Selection of a member for Chairman depends on commitment to work, cooperation with

others and regularity in meetings.

q Defaulters in the cooperative are punished eg. If any farmer opens the outlet before turn

or without the permission of the committee he has to pay a fine.

q Water distribution made on hour basis. Earlier it was on acre basis.

Involvement in other areas of development

200 acres (1 falia) gets the irrigation in the village. The other falias could not be taken in the

command as the water for irrigation is lifted from a tank, which is small. The tank was

constucted for irrigation but due to less water all the faliyas could not get water for irrigation.

The villagers had put a proposal for getting water from the river, but as it was very expensive

so the irrigation system could not be constructed for the whole village. Local administration

promissed to construct another tank. The cooperative committee members pursuing the matter

with the government and trying to have the work started so that the complete village could

benefit from the irrigation system.

In the faliyas where the irrigation system is not their, other development works like watershed,

savings and credit, nursery raising, tree plantations had been done on a large scale.

Mahila Mandal functioning since the 1999. 31 women were members. Youth groups for

savings were being encouraged, to inculcating a habit of saving. Through these groups the

youth are encouraged to stop alchohol consumption, smoking etc, and save that money.

Profits and financial planning for the future


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When this issue was discussed with the members they said that they never thought of it as

expenses of routine were covered in the water charges. So profit not made by the cooperative

and also they percieve this cooperative as more of a service oriented than a profit making

cooperative.

Maintenance and Management

Small maintenance works are done by the operator, distributor on their own but major repair

has to be done then the federation is informed and on paying the complaint charges and

material charges, maintenance staff from the federation does the necessary works. During the

season maintenance works are done immediately but in the off-season maintenance complains

attended at convenience. Since the cooperative is member of the federation, it gets timely

maintenance services, seeds and fertilizers inputs, trainings and exposure visits.

Relationship with other organizations

The cooperative has maintained relation with ban.ks but dis-associated with LAMPS, as the

experiences were bad. Members have expressed strong openion about malfunctioning of

LAMPS and expressed complete dissatisfation. Relation with electiricity board found to be

good.. They support the farmers and try to give timely and proper supply of electricity during

irrigation season. Sometimes the cooperatives get delayed in filling their electricity bills. They

get benefit of grace period due to the relation they maintained.

Benefits and changes

q Before the irrigation system, the whole village used to migrate and even could not

efford to wear proper clothing.

q Now they get water to their door steps otherwise irrigation was only rainfed in past and

to get drinking water they had to walk for kilometers together.

q Children go to school and several members joined outside services. Some were working

in State departments and private sector. Earlier non were qualifyed to secure such high posts.

q Wheat, grains and food available easily and even in drought year people have food

grains in their homes.


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q They have a primary school till 4th standard in their village and for higher studies the

children go to the nearby village till class 10th

.

q Girls were sent to school as they study more. Some members said that it is better to

educate them because if they are educated they contribute more to the house. If the girl gets

educated, she can lead a peaceful life for herself.

q Earlier they had small homes but now big houses were built.

q Cycles, scooter, tractor, jeep etc were being purchased in the village.

q Money earned was spent on meeting daily needs, weddings, education etc.

q The earnings depend on what they produce in the fields.

q Due to the cooperative lot of greenery, trees and forest has developed in the village due

to which the quality of life has improved for all including cattle.

q Leadership in other areas has come up, from the co-operative farmers ellected to

Panchayat, the chairman of the cooperative is a panchayat member and another member was

ellected as deputy Sarpanch.

q Due to the efforts of cooperative the whole village got electricity since 3 years.

q More people stopped c

genisis development and diversification in nrm-jravishanker-2001

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