social assessment 2004 · social assessment report-2004 2 by m.c.shivarudappa k.shivaram...

Social Assessment Report-2004

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Assam Rural Infrastructure and Agriculture Service Project (ARIASP)

Government of Assam (GOA) Guwahati, Assam .

Volume I

Social Assessment 2004

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By

M.C.Shivarudappa

K.Shivaram

MYRADA-CIDOR, Hosur.

Agriculture Campus, G.S.Road, Kahanapura, Guwahati -781 022, Assam.

TABLE OF CONTENTS

I. ACKNOWLEDGEMENT …………………………………………..03 II. EXECUTIVE SUMMARY………………………………………….04 III. INTRODUCTION…………………………………………………...08

a. Purpose of Social Impact Assessment…………………………...10 b. Assessment methodology - Framework and Implementation….10 c. Limitations …………………………………………………………..10

III. REVIEW AND ASSESSMENT OF PROJECT COMPONENTS -

BEST PRACTICES, FINDINGS ……………………………………..11


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1.Poverty Alleviation …………………………………………………………12 a. Agriculture/Horticulture……………………………………………..12 b. Fisheries project…………………………………………………….14 c. Livestock development t……………………………………………19

2. Infrastructure Development ……………………………………………..20 a. Irrigation program………………………………………………….21 b. Rural roads program………………………………………………25 .

3. Institutional Development ……………………………………………….26 a. Technology Generation, Extension and Training……………….26 c. Social Mobilization & Community Organization ……………….29 d. Stakeholder Participation…………………………………………31 e. NGO Role ………………………………………………………….33 f. Environmental Concerns………………………………………….33

IV. RECOMMENDATIONS FOR PHASE II :………………………………..34

a. Organizational Management Stakeholders Role (roles and responsibilities of line departments, NGOs, SMU District Administration)…………………………….34 b. Community based institutional building framework……………36 c. Capacity building process and communication system……….38 d. Sustainability framework………………………………………….39 e. Environmental concerns………………………………………….40 g. Monitoring and evaluation ……………………………………….40

Annexure 1 (Selection Criteria’s) …………………………….42 Annexure 2 (SWOT Analysis – Fishery) …………………. .. 47 Annexure 3 (Assessment of Integrated Fishery) ………….49 Annexure 4 (Input Receipt Analysis – Fishery) ……………50 Annexure 5 (Analysis of response on Rural Roads) ……..56 Annexure 6 (Socio-economic analysis of Rural Roads) …58 Annexure 7 (Case Study – Pilot Beel) ……………………….59 Annexure 8 (The Story of CMLIs) ……………………….63 Acknowledgement

The social Assessment study was held between 24 - 29th December 2003 with ARIASP society at the end of phase I. The purpose of assessment was to assess the interventions in poverty alleviation programme of ARIASP society, its process and implementation strategies in the context of social development frame and sustainability factors. From the learning and experiences of the project implemented, the study would also provide inputs to develop appropriate strategic plan for the phase II.


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The social assessment study was carried out very successfully in a short time, we could able to meet various departments functionaries, project stakeholders, beneficiaries, community based organization and NGOs functionaries. They are one who is really contributed a lot during the assessment to make this possible. We take this privilege, to remember them who supported and spare their valuable time and provide inputs to make this study. Out set our sincere thanks to the Project Director, associate staff of ARIAP Society, Government of Assam, and World Bank, who provide an opportunity and kept confidence on us to assign this work. We also extent our gratitude to the Deputy Commissioner, Marigaon, Nalbari, Sonitpur, Darrang, Dhubri & Cachar districts, extended their time, logistics arrangement and ensured the line department people are present during the field visits. Of course, let us extend our thanks to NGO functionaries, community organizations, and people of project villages too. Hoping that, the issues and concern brought out through this report would be useful to for developing the effective strategic plan for the next phase.

With regards.

M.C.Shivarudrappa K.Shivaram

EXECUTIVE SUMMERY 1. Project : Assam Rural Infrastructure And Agriculture Service Project (ARIASP)

Formulated under Government of Assam (GOA)

2. Project Period : January 1996 to December 2003( 8 years) (Extended to June 2004)


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3. Authorized by : Project Director, ARIASP, Guwahati 4. Project objectives : a. Improve equity and alleviate poverty by Offering better opportunities for poorer farmers and women to contribute to Agricultural growth and income generation: b. Improve the nutrition of the rural poor c. Accelerate agricultural growth through Improved use of resources, relieving Infrastructural and technical constraints, and providing and enabling environment to Facilitate the grown of private sector Investments; d. Encouraged sustainability of resources use and quality of the environment; e. Improve the GOAs long tern capacity for Strategic agricultural planning. 5.Project Description: : The project is intended to benefit the poorest

Segments of the rural population. To achieve This objectives, the project supported (a) the department of Agriculture including the extension services for horticulture, fisheries and livestock to poor rural communities aimed at increasing their production;(b) institutional development (technology generation and extension, seed planning and coordination); and (c) rural roads. The Project components have included improving the use of natural resources (soil and water management) and the marketing of highly perishable horticulture and fisheries products.

6.Social Assessment rational: The project period would complete by

December 2003(extension for 6 months). The project has undergone with various kind of project implementation approaches and strategies, were changed different period of time due to the result of various supervision mission visit, interim studies and felt need of the people. Ultimately for the poverty alleviation programme implemented for the up - liftman of the rural poor. The project would preparing to proceed to phase II and carry the learning and experiences of the phase I. At this juncture, it is appropriate to assess the process and strategies are adopted in implementation


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of the programme in phase I in the context of social dimensions and take inputs to refinement of the strategic plan in future aiming to of people centered project.

7.Purpose of study

The Specific objectives of the social assessment are in the following areas in relation to people’s participation and minimizing adverse impact:

• Assessment of process and strategies adopted by the project in planning, implementation and monitoring;

• Assessment of capacity, strengths and gaps of different stakeholders;

• Review of performance of Project staff associated with social mobilization;

• Identify the capacity building needs and assessment;

• Identify strengths, weaknesses and opportunities (SWOT);

• Understand social dynamics in identifying project beneficiaries and developing participatory methodology;

Make suitable recommendations for sustainability of phase II to ensure that:

¾ The project design provides opportunity to

the community/ groups/individuals who are resource poor to derive maximum benefit through diversified & intensive agriculture & allied activities;

¾ A transparent procedure can be established through appropriate communication strategy;

¾ Provide appropriate mitigation measures for adversely affected community/ groups/individuals due to project intervention;

¾ Institutionalize participatory process through capacity enhancement of all stakeholders.


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8. Major observation/issues: The following are broader area of observation and key issues of the project implemented:

• Clear understanding of the project objectives and concept by primary and secondary stakeholder.

• Improvement of skill , knowledge and positive attitude towards the project/project activities

• Promotion of Social mobilization and community organization and people participation.

• Ensuring people participation in planning and implementation was started and resulting positively but lot of improvementation and institutionalization are needed.

• Poor Women participation in programme. • No credit accessibility and opportunities

to invest on the livelihood activities. • Conventional methods Capacity building

and training strategies of stakeholders at all level.

• Monitoring and supervision of the programme need to be improved at all level.

• Inadequate effort on networking and linkages for leveraging local resources at the grass-root level.

9.High lights of Recommendation:Based on the finding/observation the following are the key recommendations: • Internalization of Concept and

objectives of the project among primary and secondary stakeholders.

• Improvement of Intra and inter sectorial and departmental convergence and coordination.

• Capacity building programme shall be the key factors and shall be the integral part of the programme strategies in various level of programme stakeholder including NGOs.

• Institution building at the community level shall be the approach in development approach to ensure the participation of people and attain sustainability.


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• People/ community shall be participate in planning, implementation, monitoring and evaluation (PIME) of the programme ; institution building would foster the process of sustainability of the programme.

• Existing community-based organization could be strengthening towards sustainability .

• Competent NGOs could be identified and they can perform the process of social mobilization & community organization.

• Capacity building & training strategies shall be revitalize and participatory training methodology should be ensured.

• Self-help Group (SHG) shall be the focus activities of the project to promote sustainability of the poverty alleviation program.

• Focus towards Women in development ;provide space for women to participate in the development activities.

• PRA approach shall be institutionalize in the project that will promote people participation in the project at all the stages.

• Entrepreneurial skill development shall be the project thrust area; to improve the enterprising skill and knowledge.

• Improvement in Networking and linkages with resourceful and linking the community organizations to the resourceful institutions.

• Ensure Participatory Impact Monitoring (PIM).


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INTRODUCTION Assam, one of the largest of seven northeastern states of India and the state covers an area of 78,000 sq. km. Of which, 34000 sq. km (44%) of land is cultivable and the remaining covered by the forest or left fellow. The State mainly comprises the valley of the Brahmaputra River, stretching from the Himalayan foothills in the northeast to its entry into Bangladesh in the southwest. On the basis of geographical specification, the state could be divided into three main regions viz., lower & upper Assam and Hilly tracts. The state has six distinct of agro climatic zones viz., northern and eastern parts of the state are largely under tea cultivation, whereas, lower and upper Assam is the main agriculture production belt under Brahmapurtra and Barak river valley. Hilly tracts are found in the southern parts of the state that is less prosperous, bordering to the states of Maghalaya and Nagaland. Assam State receives an average 2000mm rainfall every year. The good rainfall is an advantage to the state to take up water intensive agricultural and allied activities such as fisheries, horticulture etc. Besides the boom of good rains every year, frequent floods are serious problems resulting in frequent human displacement, soil erosion and low crop production. Since Assam has the enormous water resource, irrigation infrastructure of the state remained underdeveloped due to unrealized agricultural growth potentials which could have been achieved much more through developing strategies to increase cropping intensity, adapt improved agro practices, diversified crop cultivation in aspects of horticulture, fisheries, dairy production etc. Poor quality of inputs supply, infrastructure inadequacy for ground water development, poor quality of roads, poor flood management systems, failure in adopting and instituting agricultural research and technology centers which are suitable to the local conditions are some of the critical factors affecting agricultural growth in the state. Considering the agro-climatic and socio-economic features of Assam, a project ‘Rural Infrastructure and agriculture Service Project’ (ARIASP) was established in 1995 with the support of World Bank. The key objective of the project is - Alleviation of poverty by providing adequate agricultural infrastructure support to the rural community and individuals in the state of Assam in a phased manner with support of World Bank, Government of India and Assam state government The present phase would be completed by end of June 2004 with extended period of additional 6 months. The primary objectives of the project include, • Improving equity and alleviation of poverty by offering better opportunities for

poor farmers and women to contribute to agricultural growth and income.


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• Improving the nutrition status of the rural poor. • Accelerate agriculture growth through improved use of resources, relieving

infrastructure and technical constraints, providing an enabling environment to facilitate the growth of private sector investment.

• Encourage sustainability of resource use and quality of the environment. • Strengthen the agricultural policy framework and improve the GOA’s long-

term capacity for strategic agricultural planning. Towards achieving these objectives, the project supports –• The Department of Agriculture’s program, including the extension services for

horticulture, fisheries and livestock to poor rural communities aimed at increasing their production,

• Institutional development (technology generation and extension, seed

multiplication and land administration, planning and coordination, • Rural infrastructure development (small-scale irrigation and rural roads). The project emphasize targeting low-income beneficiaries among farming communities as an agreed criteria including accessibility to markets, availability of commuting rural roads and delivery of inputs. Project would cover the poor farming communities in 23 districts of the state. However, the intensity of the activities in each of the districts depends on the need and existing production potential. Project is providing necessary input support to meet the high priority needs of these areas, Indigenous people (SC/ST), form about 18% of the plain population, are scattered over the entire state. The SC/ST in rural area engaged in agriculture and other farming systems similar to those of its neighbors are among the beneficiaries of the project. The project has focused on multi-sectoral activities that are implemented by different departments and implementing agencies. At the state level, a Project Implementing Unit (PIU) has been established for overall coordination of the project. Under the Supervision and Guidance of the Agricultural Production Commissioner (APC), the PIU has members: a) senior officers on deputation from different government departments and b) officials on contract to coordinate & monitor implementation of related activities. A Social Management Unit is the integral part of the PIU and it was established to coordinate the process of social mobilization and NGO activities to ensure the stakeholders participation in the project. The Project Director , who is heading the PIU, coordinates overall functions and provides required guidance and support. The PIU in place has been made responsible to regularly monitor and supervise execution of the projects and review of program performance/progress.


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a. Purpose of Social Impact Assessment The social impact assessment was undertaken to review and understand the social implications and degree of stakeholders’ participation in the project. The Specific objectives of the social assessment are in the following areas:

a. Assessment of process and strategies adopted by the project in

planning, implementation and monitoring.

b. Assessment of capacity, strengths and gaps of different stakeholders like NGOs, Communities, line departments in respect of Social mobilization, institution building and adoption of learning and better practices so as to increase the efficiency of program strategies.

c. Review of performance of Project staff associated with social

mobilization in promoting participatory development and identified interventions.

d. Identify the capacity building needs and assessment towards

enhancing efficiency of project implementing agencies, participants-communities and develop work plan for future course of action.

e. Identify strengths, weaknesses and opportunities of the projects

implemented in terms of both qualitative and quantitative performance.

f. Understand social dynamics in identifying project beneficiaries and developing participatory methodology to identify appropriate beneficiaries especially focusing on vulnerable and indigenous group.

g. Assess present system of M&E and recommendation for revision. h. Make suitable recommendations for sustainability of the programs

in the context of social empowerment. b. Assessment methodology framed and implemented: The participatory methodology adopted for the study to achieve the assessment objective. Since the assessment was done in a short time, following tools were used. The study was confined to explore the social impacts of the various activities implemented by the ARIASP.

1. Focus group discussion : Focus group discussions were held with the following stakeholders.

- Program beneficiaries: Farmers, WAUs, FMC, Beel Committee - NGO functionaries


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- Government functionaries - ARIASP staff - Training Team

2. Participatory Rural Appraisal (PRA) tool : Two PRA exercises were conducted in two communities/villages. The PRA techniques applied were Venn diagram, Resource mapping, Livelihood, trend analysis.

3. Individual Family interview schedule : Interviewed to collect socio

economic profile of 120 families throughout project area. The families were selected randomly with out any barriers or bias.

4. Brain storming session with the project staff and project stakeholder.

5. Observations:

- Field visits to the program locations - Interaction with project beneficiaries. - WUAs, FMC, Beel Development Committee meeting. - NGO meeting. - DLATC meeting and Extension staff meeting (Line Department).

6. Stakeholde rs’ workshop was conducted to assess the conceptual understanding and to find gaps in the projects implemented.

7. Secondary data: Like report of the World Bank Missions, records at PIU,

register & files maintained by the beneficiaries/users groups etc. c. Study limitations: The social assessment was undertaken at the end project period (last week of December 2003-6 days), in a shorter duration. Hence the samples for assessment and selection of the villages were very less. The participatory tools like, Focus Group Discussion (FGD), PRA and Observation tool was adopted to complete the task with in the stipulated time. The assessment and study was conducted based on the information provided by the ARIASP Society and interaction with the programme stakeholders, beneficiaries and Community Based Organization during the field visit. The project period would complete by 30th of December 2003

III. REVIEW AND ASSESSMENT OF PROJECT COMPONENTS:( Observation & Best Practices, Findings)

The original objectives of the project were: (a) To improve equity and alleviate poverty (b) To improve the nutrition status of the rural poor (c) To accelerate agricultural growth (d) To encourage sustainability of resources use and quality of the

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(e) To improve GOA’s capacity for strategic agricultural planning. However, the objectives remained unchanged during project implementation although the number of objectives were reduced in the PSR of third supervision mission (March 1997) from five to four by combining objectives (i) and (ii) to “alleviate poverty and improve equity and nutrition”

In accordance to the objectives set forth, the exercise was conducted by involving heads of PIU, Line departments, NGO Executives and Coordinators to review objectives, strategic directions of the project, achievements, program indicators and identifying gaps. The component wise assessments based on the revised parameters are: 1.Poverty alleviation Under this component, the project focused to provide extension services support to rural community aimed to increase income through Agriculture, Horticulture development, fisheries development and livestock development. a. Agriculture/Horticulture: Agriculture is the major source of income for the poor, as stated in the objectives. A major thrust was given towards increasing productivity, enhancing employment opportunities and diversifying/intensifying cropping system so as to increase the income of the farming community. In order to achieve the intended impact, the project has developed a vibrant system in extension training and demonstration. Training has been imparted on different farming systems i.e., developing linkages with farming and other agriculture & allied activities, demonstration of improved agriculture practices and advocating to adopt integrated farming practices. In many instances, the farmers have taken up double crops and many of them have diversified to take up commercial crops. The changed knowledge & practices enabled farming community to increase agriculture production, family income with assured food security and nutrition. It was observed that the paddy crop production has been increased from 1100 kgs per hectare to 2000 kgs per hectare especially under Boro (Rabi) crop system. The shallow tube well program has complimented in the growth of agriculture sector. Under STW 116894.80 hectares has been brought under assured irrigation to result in the enhanced crop production and crop diversification and intensification. Thus, created incremental employment opportunities to small and marginal farmers upto 131 man-days from 96 mandays. In addition to this, many farmers have shifted more towards taking up cash crop. Horticulture crop has enormous scope in the three regions of Assam. As a conventional practice, each household maintain homestead, in which, areca nut, vegetables, fruits etc. are being raised. Though there is ample scope for cultivation of horticulture, families the lack of self-realization and they do not perceive homestead as viable income generating activities.


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Further, since the families do not have access to technical know how, development information and timely availability of inputs, this issue has been addressed by the project to undertake horticulture demonstration for 7,400 families besides training to 20,400 farmers. Through these efforts farmers have been sensitized to raise hybrid vegetables, especially tomato, Cabbage, Cauliflower, capsicum and broccoli and farmers training has had a positive impact in diversified agro practices towards earning better income. In order to implement the program effectively and to ensure people participation in the sustainability of the program, Farm Management Committee (FMC) has been promoted by the project among the beneficiaries in the community. In few cases, project has supported to reactivate and strengthen the existing Farmers Associations. FMCs organized at village level, where all progressive farmers can become members. The FMC is being supported by the project with power tiller, lift pumps, tractors and other farm mechanizations. FMCs actively joining hand with project activities to implement STW, agriculture demonstration & extension/training etc. in total 1764 out of 24000 numbers of FMC are promoted by the ARIASP. Findings:

1. The agriculture extension program has spread in almost all 21 Districts of Assam State, however, in certain pockets, the project did not evolve comprehensive package on agriculture extension program and hence, results are not achieved to the desired effect. In fact, the Agriculture extension and input program has not covered all farming community. For example, in a village of 100 farmers, only 45 who belong to cross-sections – small, marginal and large farmers have received benefits and they make part of Farm Management Committee (FMC). The remaining lot of 55 farmers failed to get any benefit though they belong to the most needy group. This indicates that there is a need to strengthen participatory process in identification of needy farmers with motivation and sensitization.

2. As the contacts of line departments and ARIASP are restricted mostly to the FMC members, the spread effect to other corners is minimal.

3. The extension communication strategy was existed and there was deficiency in carrying it to the whole community. The extension communication is reaching all sections of the communities in an effective way wherever implemented and lot of scope for improvement in extension communication strategies. In many villages, women are formed into self-help groups (SHG) and availed training and managing micro credit activities, but it was not cover all the women in the village/community.

4. FMCs are considered as Community Based Organizations. Project supported these organizations to ensure sustainability of the programs, which were implemented ensuring participation of people in the process of implementation and monitoring. There is a high degree of cohesiveness;


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mutual trust and understanding among members but FMCs are not sufficiently strengthened to function independently on its own. In addition, the FMCs do not show any of the following indicators of sustainability.

- Meetings are neither held regularly nor scheduled. Since meetings

are unscheduled, members need reminders, compulsion to attend them. With these norms, the effectiveness of meetings, making decisions is not effective.

- The FMCs does not have rules and regulations framed to manage and the sanctions systems are lacking.

- Poor financial management system - No Common fund was created for future management of programs. - FMCs has not thought of or initiated any social development

activities. Instead, their activities are confined to the implementation of set programs of the project.

- In the absence of vibrant and stable institution in place, the scope for updating the technical know how, sustained service, care and information on agricultural extension and allied activities are impossible

5. The beneficiaries contribute 30% of the project cost as a requirement but

they were not sensitized on post management and maintenance of the assets. Besides, structured capacity building of members in the organizational management and maintenance of assets is not addressed systematically. Hence, stability of FMCs needs to be assessed.

6. The comprehensive development in agriculture sector is far due to lack of

convergence and integration between different line department and communities.

7. People/farmers are not involved in the planning process. Therefore

people do not have the ownership of the project.

8. Due to the project intervention, the agriculture production has substantially increased but in remote areas, forward and backward linkages for marketing produce is lacking. So, the farmers are deprived of getting better price and income.

b. Fisheries: The project had chosen multi dimensional approach in the fisheries sector development. The sector being very small (7% of the total project cost), the physical coverage of the sector is around 5% of the total available water resource of the State. The project has enormous scope for fisheries development and project focused to develop fisheries in beels and open water. Majority of the people rely upon fishing as one of the major income assured source.


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The project aimed to increase the fishing production and to increase income of the fishing communities by using traditional water bodies like river, beels and ponds. Besides, the project aimed to support and encourage individual families to take up fisheries. The target population of the project belongs to marginal farmers and landless (81%) small farmer (12%) and medium farmers (7%) and this category of target population are accessible to derive benefits from fisheries in community tank and Beel. The project has influenced the government authorities to lease such property to the poor for which project has formulated legal literacy program and executed effectively. The project overall improvement in fish productivity has been marginal but it has significant positive impact to family income and nutritional intake among the fish farming community. Success of fisheries development remained largely restricted to farmers’ pond, integrated fish farming models and up to the extent of community pond. The project effort to develop the AFDC beels and open water fisheries did not have much impact because of certain conventional practices and policy formalities (Ex: leasing) at the government level. There is lot of scope in the state to revitalize existing beel to under take fisheries. It was observed during field visits that the cooperative society or the individual lessee has not made any effort to repair and maintain the beels except focusing towards earning income. Some beels of Assam are handed over to the following agencies by Govt. for leasing & managing a) revenue department, b) AFDC and c) Panchayats. ARIASP has taken up 48 beels & OWFs of AFDC. This has been a failure due to not involving the neighboring community, intervention limited to civil work done through outside contractors. During 2002, ARIASP has taken up 6 beels of AFDC leased out to cooperatives/societies for providing facilities for stocking and capacity building of the group fore better management of the beel.

In this context, ARIASP focus towards developing beel and community ponds by involving the community. In many cases, poor fisher communities are accessible to take beels on lease for fish production. The project was revitalized the focus to undertake several beels to pilot test in order to emphasize the people participation, accountability and taking ownership to plan and execute fisheries in common traditional beels especially giving opportunity for poor fishing community and other poor. Through pilot projects, it is evident that many poor communities have formed into Beel Development committees and they have been given overall responsibility of planning, implementation and monitoring. Through this intervention, the community sensitized to share profit to help the poor & needy families and also to develop and maintain the beels. The strategy in empowering community to manage beels has been successful. In addition, few cooperatives that had involved in fisheries by taking beels on lease were supported by the project. These cooperative have become functional and poor friendly. However, in many instances, the program


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implementation is delayed due to delay in obtaining permission and meeting other procedural requirements. Further, it took a long time to make people realize the concept and capacity building process also got delayed. In order to ensure the effective execution of beel development program, the project initiated to form Beel Implementation Committee at district level. BIC has representation from the Community, Department of fisheries and NGOs, where in the District Commissioner chair the forum. The meetings are held periodically which is playing vital role in execution, supervision and monitoring of physical and financial progress. Besides, BIC has taken up initiatives to resolve issues/constraints and facilitating the process for speedy execution of works. A vibrant framework has been developed in the BIC, however, the committee is very effective in taking appropriate decisions by taking into consideration the local situations and peoples requirement for smoother implementation of the programs and these vary from beel to beel. In addition, the BIC has become more effective by inducting representation from the community and NGO. This effort has given more scope to enhance people participation and ensure transparency at the various levels. Similarly the project also identified few cooperatives, which are already formed before the existence of the project. ARIASP has capacitated and supported such cooperatives to convert them more functional and provided technical inputs, training and legal support. The capacity building of BDC in legal aspect and technical aspect was imparted by the project. NGOs have significant role in mobilizing community participation and capacitating the BDCs in technical as well as managerial aspects. The BDCs are being well trained in the implementation and maintenance of the beels. They also undertake responsibilities in procurement of fingerlings, seeds and other required inputs. Project has initiated to identify community ponds by having discussions with respective communities and the indigenous management systems were studied. The project has supported the community by providing inputs, training in improved techniques in fisheries. The program has created enormous confidence knowledge and skills of the community to manage community resources. The income earned by the community fish rearing is being used to support poor for consumption/emergency needs and to undertake road repairs and other various community developmental activities. Besides this, landless families including youth take part actively in fish rearing through which their confidence and skill has been enhanced. Traditionally, the communities were involved in managing community ponds but due to the outdated practices, the income was meager, however, the timely intervention by the project enabled communities to earn substantial income through better practices. The project has given more emphasis in development of fisheries with poor extending support like improving existing ponds and providing technical know how. Besides fishermen are trained in management and other various aspects of fisheries. It has been observed that the productivity of fish has been substantially


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increased upto 2500kgs., per hectare and hence, family income has been increased. It has been observed that the participation the family members have increased since their capacity and confidence level has been enhanced. The women have taken active role in equal to men in management of fish ponds. It was also noticed that many landless families involved in fisheries are taking up fish ponds on lease. Due to the effort, the productivity significantly increased thus having impact on crashing price of fish in the local market. Add to this, lack of better transportation and preservation technologies are hampering in augmenting incremental income of the farmers. Project attempted to introduce innovative activities such as piggery cum fisheries, horticulture cum fisheries and poultry. This program has been very much successful because of increase in income from both the activities. The Project piloted Piggery cum Fisheries program and tried integrating activities with certain special communities (tribal). For instance, in Misamari village, similar kind of intervention was done and this was found successful. The family (Ms. Podumi Tissopi) expects an income of about Rs 35000(Rs15000 from fisheries and Rs.20000 from piggery). The successful model could be replicated to increase the family income throughout the project area wherever feasible. These activities have also promoted women to get involved in maintenance and management to result in enhanced self-confidence and skills among women. From analysis of the beneficiaries list of fishery department under community tanks, individual ponds and integrated fish farming models it appears that there are 21.19% of ST, 10.55% SC, 11.84% of OBC and 6.40% women beneficiaries. The total % of ST & SC population of Assam as per 1991 Census is 12.82 and 7.40 respectively indicating compliance of World Bank Social Safeguard Policies. The families, who have got facilities and ability to mobilize the resources from the department are taking up fisheries and earning substantial income but the very poor lack confidence, knowledge, skills, information and resources, especially capital investment. Besides this, there is no institution to fulfill the credit needs of the poor locally. Findings:

1. The better impact could be seen in the living standard of rural people. Due to capacity building and support, the peoples’ knowledge and skills have got enhanced with better bargaining power. This has paved a way for continuity of the activity in a sustainable way.

2. The services of all departments are becoming accessible and starting to

be easily available for the people to derive timely suggestions and guidance. The interactions and discussions between department and community in the past was very rare, where as now, it has brought them closer with good understanding and good rapport. This wide change set


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way for sustainable development. This could be seen in the community where the PRA has been conducted.

3. The per capita consumption of fish among poor, small and marginal

farming families has been substantially increased due to increased fish production.

4. The self-confidence level and feeling of satisfaction among the fishing

community is easily visible.

5. The fish farmer groups organized based on homogeneity to manage community fishponds and they function very effectively. The community ponds are brought under effective use with increased fish production through adopting improved practices. The effective participation and efforts of the community enabled to extend support the poor in emergencies/critical situations and also take pro-active role in initiating socio- cultural programs in the village to promote cohesiveness.

6. Since the project initiated the fisheries development, about 90% of people

are engaged in fishing and agriculture extension programs. Due to this, seasonal migration has been in control with decreased trend as people are assured of good and continued employment.

7. The ARIASP has effectively advocated and influenced the policies at the

Government level in favour of the poor. So, common beels are made available for lease and use by the community-based organizations such as Fisheries cooperative societies and Beel Development Committees.

8. The fishing community is made accessible for fishing and use resources of

the beels with ownership. Earlier to the implementation of the project, generally beels were leased to outsiders and especially landless poor had no access to fishing in beels. Since the ARIASP created space for Community based Organizations, people are accessible to make use of the resources.

9. The BDCs are formed with membership of one or more villages, who are

generally deriving benefit from the beel. The BDCs have been given responsibilities in the implementation of project including financial management. However, only few members involve in decision-making process. It was noticed that there is lack of established vibrant organization management system and participation of all members.

10. There is a well established benefit sharing system that 30% of the profit is

shared with BPL families, 30% is transferred to revolving capital for interest free credit loans, 20% is reserved for the development of tank, 10% is meant for the village development and 10% is kept for


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Administrative support. But this has not been made known to all and there is no proper strategy in place to ensure the benefit sharing.

11. The small and marginal farmers availing loan from outside moneylenders

to invest in fisheries and the substantial percentage of profit is paid in form of interest to the moneylenders. In other instances, the poor farmers are leasing out their ponds since they do not have sufficient money to invest.

12. One of the major constrain as appeared form the interview/ interaction

/secondary data had been not maintaining the sequence and timely supply of inputs. The present system of 100% subsidy on inputs and supply though contractor by tendering system hinder timely completion of the activity and sustainability.

c. Livestock Development Livestock is an integrated component of all major farming communities in the state and this constitute major source of income to the rural communities. It also supplements nutritional requirement of families. Mainly the rural folk has livestock including goats, cattle, piggery, poultry etc. Predominantly cattle are being reared and placed second importance for goat rearing. The livestock, which is maintained by the community traditionally and in a conventional way fetch them low income. The rural populations have no alternative to improve the productivity from livestock, but there were efforts made by the GOA to take up improved local breed. Under this circumstance, the ARIASP developed the comprehensive plan to intervene to enhance live livestock productivity. The plans include -

1. Support to establishment of artificial insemination centers, with provision to frozen semen banks, rehabilitation of existing liquid nitrogen plants and extending coverage of AI.

2. Strengthening diagnostic and investigation laboratories for disease control and monitoring.

3. Refurbishing and modification of infrastructure facilities of livestock department to organize training and procurement of equipments.

4. Train livestock technicians for self-employment. 5. Train subject matter specialists in basic aspects of animal husbandry and

management. 6. Support forage seeds production by sector through contracts and forage

production by NGOs and field management committees. The considerable amount of progress has been made in the area of Livestock development. Artificial insemination (AI) infrastructure has been expanded in the state to 512 centers and these centers are catering good services. Due to breed improvement programs, the milk production has increased from 2 liters to 5 liters.


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Besides, the commercial value of animals has substantially increased. But in some cases, people find it difficult to market surplus milk either locally or outside. In general, people are quite confident that the breed improvement program has supplemented their family income. Due to increased awareness among the farming community on AI, an average 5-8 AI services are done at each center daily. For example at Bheerabhandha village, an AI center established with support of ARIASP. The result is very much visible in and around the center with more no. Of crossbreed cattle population. Despite augmentation of disease investigation laboratories, animal health care and services facilities are increased in the local veterinary service centers, people are well aware about the services provided by the centers and people are availing such services in large number. The GOA, to bring awareness and provide the veterinary and livestock services to the farmers at their doorsteps and ensure participation of the farming community, the Friday meeting was introduced. The Friday Meeting was found to be useful and successful and there is an increased knowledge and practice on livestock management among the people. The effective participation of AH Department enabled them to disseminate information and provide services to the people. This has become vibrant platform at the village level where a good network has been established. The other concern is related to the fodder availability. In general, paddy straw is the major source for cattle. Usually after harvesting of paddy crop, farmers allow animals for grazing. The dry paddy straw is stocked and used during rainy season, however, it has no good nutritional value. Still, there is acute shortage of fodder for about 3-4 months. The shortage of fodder is hampering productivity of livestock. There were minimal efforts in the area of fodder development by the department and the communities also lack knowledge and option for going for new variety of fodder, which has rich micronutrients. Of course, people do not have the practice of providing concentrated feed to their cattle. Due to the increased tend of livestock activities; opportunities were created for women to get involved in dairying activities with employment and income to the families. The NGOs are playing a vital role in the promotion of livestock activities through Self Help Groups of Women. 2. Infrastructure development program Under infrastructure development, there are two important components and they include - x Irrigation development; and x Rural road rehabilitation. The project has been undertaking these components invariably in all the villages of its operation districts. The irrigation development was expected to improve intensity and productivity of agriculture development and to create an asset base


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for the farming community and to secure protected irrigation. The improvement of rural roads through road rehabilitation enable easy accessibility to market their agriculture produces. i. IRRIGATION: The irrigation program is one of the key activities in ARIASP. The program has been aimed to utilize the ground and surface water to increase agricultural productivities in the state. In order to achieve, the following irrigation programs were under taken. (a) Rehabilitation of old deep tube wells (b) Rehabilitation of River water Pumping station Schemes. (c) Establishment of Community Micro Lift Irrigation schemes (d) Shallow Tube Well Program a. Rehabilitation of old deep tube well At the beginning, ARIASP project focused to develop and reactivate defunct tube wells in various project locations. To begin with, these schemes were executed by the state Government Irrigation Department. Generally, the scheme was planned to cover larger area inclusive of poor, middle and richer community. In many project locations, the DTW programme was viewed to pump water for protective irrigation to raise nurseries and transplantation. The tube well and other machinery systems were established and in rehabilitation project, it was planned to introduce dual operated (both electricity and diesel operated machineries) to overcome the problem of electricity.

The water distribution system has been established erecting underground pipes and water distribution chambers and also by overground brick & earthen canals. It was observed that due to the low water yield of water and pressure, the intended area of irrigation could not be reached and only few who had land closer to the water distribution chambers benefited. Since the water pumping time is quite long, the diesel consumption is also quite high and this is not economically viable.

In most of the cases, people were not consultated and their confidence was not considered in the program implementation and maintenance. To overcome the social pressures and DTW programme dynamics has been planned to cover more area. The project has been envisaged to mobilize 30% contribution towards the program to ensure the people participation and ownership. But the progress in mobilizing contribution is poor and in some cases, people are unaware of contributions and they were informed to contribute later, but there is no progress.


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After rehabilitation, these schemes were to be handed over to the user group formed as WUA for O&M. However, it appears that in most of the cases the WUAs are not willing to take over the schemes as it involved around 40-60 individuals and difficulty in O&M of such huge schemes. One of the major objections of the farmers is the installation of high cost 33/28 HP pumpsets without consulting them. b. Rehabilitation of River Pumping Station Schemes. The RPS established to cover an area from 25 hectares to 40 hectares belong to the large number of farmers. Due to poor water pressure and poor management and maintenance systems, RPS program did not perform well. The programs were designed and executed with out considering participatory planning process such people consultation, people involvement in planning, designing, implementation and monitoring. It was observed that RPS program was benefiting only to the large landholders. In general, poor are not accessible to derive tangible program benefits. There is no established water management and crop management system. In many cases, water is being pumped to limited area for limited people and others are not involved in the process. c. WUA role in DTW and RPS: The project focused to nurture water users association to manage the system. These institutions were formed after execution of the DTW programs, where as, in new schemes, it was organized at the beginning stages. WUA is a registered organization having members covering all beneficiaries under the scheme. A management committee has been formed to execute the functions of WUA. This Committee meets monthly once or whenever need arises, to take executive decisions. The WUA has opened bank account to have financial transactions and maintain required books of accounts and documents. It has been observed that, the WUA is the large hectrogeniry group, the participation by all the members was not ensured. Moreover, WUA is considered as an instrument for implementation of schemes and rather focusing an institutional frame work, like having organizational management systems, financial management systems, post management arrangement of schemes implemented etc. But in practical it is not being followed many schemes. Basically, there were lacunas and they are identified as.

(a) WUAs organized among heterogonous group of people where it was noticed that diversified sub-groups are working having diversified interest and they do not have cohesive mind,

(b) There is no collective ownership and right attitude in the group, (c) Lack in focusing towards capacity building of WUA management and

maintenance of systems. Due to this, mindset has been developed within the community that the irrigation department must operate the pumps.


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(d) In WUA, there is no proper system in place to manage organizational aspects like conducting regular meeting, quorum in the meeting, participatory discussion and decisions etc.

(e) There are no effective systems in water sharing, crop management etc. and members are not aware of.

d. Community Micro Lift Irrigation schemes

Based on the past experience gained out of DTW and RPS program, an attention was given to restructure irrigation program focusing towards –

a. a proper need assessment taken up by the department concerned based on technical issues like topographic survey and referring contour map etc.

b. the program was planned for the small command area of 8 to 12

hectares where water availability was made sure to all crops.

c. consulting community at various stages in progarmme cycle and negotiation to ensure people participation and ownership in PIME.

d. Up-front contribution for scheme and a people managed system of

meeting cost of operations and maintenance

e. the WUA was formed among the beneficiaries of CMLIs which seems to be small and manageable size, homogeneity in nature and taken up more responsibility towards the execution of schemes

f. NGO involvement has been ensured at all stages of implementation of

the schemes to social mobilization strengthening CMLI. While implementing programs, the above parameters are being followed in execution process and are being systematically discussed involving the entire stakeholders at various level. This has given scope to enhance the stake holders participation, accountability and sustainability of the program. e. Shallow Tube Well Scheme The shallow Tube Well scheme focus towards increasing the intensity of land utilization to optimal level. Besides, the ARIASP targeted to extend support to cover more small and marginal farmers to increase the productivity from land increasing income. The project has identified need-based locations and accordingly the beneficiaries were scrutinized by taking into consideration of program feasibility and viabilities. The required support has been directly extended to the beneficiaries in consultation with FMC. The individual beneficiaries were given technical knowledge and other inputs to commission the program on their own. Due to total involvement of beneficiaries, the contribution


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ensured at up-front. In many cases, the contribution of the beneficiaries has increased since they have understood the responsibility and accountability on the project. STW program was planned for individuals to cover in a smaller command area and erected pipelines to draw water for irrigation. The efficiency of STW program has provided opportunities and also encouraged farmers to cultivate commercial crops like vegetables, oil seeds and other commercial crops increasing the intensity of crops. This program enabled farmers to mark increased per capita income with increased employment opportunities locally to land less. It has been evidently observed that women role in agriculture has increased at family level and also created opportunities for other women in the society. FMCs are the community-based organizations and were focused to build them

to implement STW programs effectively. The project developed a capacity building training module on technical aspects including crop management system. At the state and district level, trainer’s team developed to impart training to FMCs. The FMCs has been well trained and functionally active. Besides, FMCs maintains agriculture equipments and implements and they are made available to the farmers on custom services. The STW scheme has resulted in increasing productivity of land improving life standard of small/marginal farming families. However, FMCs role is very vital in crop productivity and program sustainability and to take forward the entire agriculture development in farmer friendly manner. It was observed that FMCs are not vibrantly, effectively functioning to meet out the desired requirement. These FMCs require networking with other departments like Livestock, Fisheries, Agriculture, Financial institution etc. to have convergence. Findings: The high investment program like DTW and RPS have been planned and executed in a larger command area with out taking into consideration of water yield, proper assessment in laying water distribution points according to contour. Due to the improper distribution and insufficient water availability, farmers are de-motivated to take part in the program effectively. The program planned and implemented by the department directly without involving people in the PIME process. This has led to no proper accountability and ownership of the people in the program. The contribution, as envisaged by ARIASP project is being followed very strictly with respect to CMLIs and STW schemes since the people were involved and participated in the process of planning, implementing and monitoring and maintenance of systems. But the mobilization of 30% contribution for DTW and RPS did not succeed, as there was lack of communication and clarity on their role in the program.


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WUAs organized among heterogonous group of people where it was noticed that diversified sub-groups are working having diversified interest and they do not have cohesive mind. The other factors include –

� There is no collective ownership and right attitude in the group, � Lack in focusing towards capacity building of WUA management and

maintenance of systems. Due to this, mindset has been developed within the community that the irrigation department must operate the pumps.

� In WUA, there is no proper system in place to manage organizational aspects like conducting regular meeting, quorum in the meeting, participatory discussion and decisions etc.

� There are no effective systems in water sharing, crop management etc. and members are not aware of.

The capacity building training and methodology followed are insufficient to meet out the desired achievements to build up community-based institutions like WUA, FMC etc. The NGO partnership was brought into the picture three years ago after completion of most of the DTW and RPS programs for social mobilization. Its roles are very limited in social mobilization, strengthening institutions and reactivating DTW and RPS programs. The irrigation program is having integration with other components like fisheries, Animal Husbandry, Agriculture, bank/finance and other developmental organization. Hence there is insufficient strategy in place to converge with these organizations to supplement and complement each other for the development of the people.

ii. REHABILITATION OF RURAL ROADS: Due to lack of proper maintenance of roads, the entire road network was in lamentable conditions. Under the project, it was decided to support the network of rural roads in project-operated area. The components of support to improve the condition of roads are: 1. Rehabilitation of 1400km., of rural roads including replacement of

unserviceable wooden bridges. 2. Provision for spare parts of heavy road construction equipment under PWD. 3. Modernization of PWD laboratory 4. Extend support for rural road maintenance 5. Training of PWD personal in project and contract management, quality control

road maintenance and labour intensive constructions. The rural road rehabilitation program was executed in 6 districts of Assam under the project and achieved laying of 716.4 kms., of road and construction of 206 bridges to connect services to 7255 villages of project area reaching almost 31%


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of population of state. Besides these there has been achievement within the project in terms of upgrading the facilities and policy initiative. Those are:

(a) Road research laboratory strengthening. (b) Computerization of PWD (c) Preparation and execution of maintenance plans (d) Geological Information system (GIS) (e) Rural Road Maintenance Policy (RRMP)

The above progress seems to be quite impact, there was a tremendous changes in the quality life of people in the area. But it is very hard to measure the direct impact of these kinds of activities like rural road construction and allied activities. It would be resulted in the effectiveness and efficiency of the other component of the project implemented which are resulted in changes in the life of people. A separate study is needed to assess the impact of rural road rehabilitation progremme. However, the assessment was done with 41 programme users communities the following observation was made in the context of social point of view. • About 96% of people responded that they were not consulted, aware about

the formation of roads in their villages. • About 98% of the people responded that they have not adversely effected

due to the programme undertaken and during the course of work. • 98.5% of the beneficiaries or community people expressed that , no child

labour has been used during the construction of the road. • No loss or damages to the public property during the formation of roads. • No sufferings from any adverse affect or ailments due to the construction of

roads. However, the people/community who are deriving benefits were felt that they are interested in participating in planning, implementing and monitoring process of road construction. One of the major initiatives from social point of view is the preparation of a draft policy for resettlement & rehabilitation, which is under scrutiny by the GOA in Revenue Department. 3. Institutional development a. Technology Generation, Education & Extension Training: Assam State Agriculture University is responsible for agriculture research. The project was the concentrated to development of various kind of agriculture based cropping system and in increase cropping yield and cropping intensity. It was emphasized to establishment and equips the Regional Agriculture Research Station (RARS) in six locations. This research stations was stressed on developing infrastructure facilities to generation and adoption of technologies specifically on Shallow Tube Well (STW), Production and sale of quality seeds, Horticultural seedlings, Fish seeds etc. The special facilities are provided at the


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Head Quarters for conducting research on fisheries, bio-fertilizers and farming systems. Training Centers have established at the state level and district level. Since these centers were equipped recently, the proper management of training center and developing the system in function of the center to respond to the needs of the people are yet to be done. The research stations established collaboration with MANAGE, Hyderabad, through them the farmers extension training were conducted substantially.

b. In this process the Participatory Rural Appraisal (PRA) exercise were conducted to identify and priorities the needs of the project in consultation with DOA and farmers.

c. Provided training to private agencies and the farmers to prepare their own seed and feed.

d. Demonstration on the farmer’s field combing agriculture with fisheries sericulture, mushroom cultivation, goatary, poultry, piggeries and dairy.

e. Women Self Help Group training to improve managerial capacities manage SHG and make it is functional.

8820 individual farmers training from 1756 FMC and 30 State level master trainers and 220 district level master trainers have been created. The Master trainers are engaged in the field to train field level functionaries. Recently the NGOs have taken role of conducting field level training for FMC, WAU and BDCs. The extension training programmed was the key activities to upgrade the skill of farmers various level through training, exposures, demonstrations, field days for the farmers and village level Extension workers etc. The infrastructure were created to effective delivery of training programmes for the various for categories and no of Training conducted against the under each programme Training for State Level Master Trainers 30 Training of District level Trainers 210 Orientation of district Level coordinators 40 Orientation of SLT & DLT 240 Workshop on capacity building of FMC office bearers 9550 Self Employed AI worker Training 420 Women & Farmer Training on Livestock 7995 Orientation of VFA 1550 Orientation of Veterinary Doctors 431 The training programme conducted by the MANAGE, Hyderbad have been effective impact, the training programme conducted for master trainees and department trainees were felt improvement in their training skill as result of training programme. These master trainers were capable to handle the training sessions on their own at the community level.


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The training and capacity building process were held at the various state level, district level and for NGO partners, The enhanced knowledge and skills had resulted in effective implantation of the project. The NGOs have taken up proactive role and responsibilities to conduct capacity building training on technical and technological aspect to Community based organizations (CBO) s.

The training programme conducted by the technical staff, veterinary and para veterinary personnel of various departments was effective at the higher level. The training conducted for the community level for farmers are not much impact, are needed reinforcement and refresher training. The training programme was not extended to all the farmers and beneficiaries, only extended to selected farmers in the community. Thus the dissemination of knowledge and information is transformation of skill lacking in adopted training methodology. Fisheries department have conducted various training programme for the fishery farmers on fish com pig, development of fisheries, integrated fish culture, fish cum horticulture and exposure to the farmers on modern technologies. Among the farmers attended for the training programme are well received and adopted the technology, and received skill from the training, and getting high production of fish. The training benefits have not reached by all the fishery farmers. Irrigation and agriculture development has resulted intensive utilization of land has increased, and people are able to produce more cash and income fetching farming. Findings: Good infrastructure has been developed by ARIASP project for intensify the training and education activities at the state level, district level and other locations. However the content and duration of the training programme is not feasible and to the expectation of the participations and not according to the categories of participants. Post training follow up is lacking in the entire training programme conducted at the various training. No provision for follow training sessions, refresher training programmes. There was no training need assessment (TNA) system established, where the participant will have scope to decide the training need. The training programmes were not conducted to the suitability of the farming community about their duration, time, season etc. Most of the training programmes are subject matter related, there no emphasis on social mobilization and community organization. Department trainees were felt improvement in their training skill as result of training programme. These master trainers were capable to handle the training sessions on their own at the community level. It is observed that the training programme conducted by using training materials/ guides developed by the society. But the trainers’ need to develop their skills to


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conduct training by using various participatory methodologies like using case studies of success and failures, role play, illustrations, experience sharing etc.

b. Social mobilization and Community organization Social mobilization and organizing stakeholders is one of the key interventions of the Social Management Unit (SMU) within the PIU to Increase high morality among the stakeholders and motivate them towards achieving objectives of the project. The Social Management Unit (SMU) has been functioning at the PIU level at Guwahati headed by Anthropologist and associates. The SMU is coordinating various line departments to ensure social mobilization and community participation at various stages of program execution and also to enhance people functional skills, knowledge and positive attitudes. It also facilitates various line departments to coordinate for planning and effective implementation and monitoring of the project activities. In addition, the SMU strives towards capacity building of CBOs, NGOs and other stake holders including line departments in aspects of performance assessment, stakeholder participation, monitoring of the program. To ensure people participation and their involvement in various processes of programme like planning, implementing, monitoring and Evaluation (PIME), the project viewed to promote various community-based organizations (CBO). These organizations fostered and nurtured in accordance with programmes. For instance, FMCs are organized mainly for agriculture extension, WUA for irrigation programme, BDC for Fisheries development etc. The project has identified few community organizations like cooperative societies, development associations that were functioning in the project area to reactivate them to implement the programmes. Besides the WUAs, BDCs were organized in view of encouraging peoples’ participation. However it was noticed that few WUAs, FMCs, DTCs that were organized during and after the implementation of the projects are lacking functional capacities and are unable to handle the programs independently on their own. There is no uniformity in the functioning of these organizations so as to achieve sustainability of the programmes. The project has organized various capacity building training and exposure for different CBOs, line departments and NGOs to result in positive changes towards building their institutions. The project has provisions for capacity building training but by and large it was confined to technical aspects and subject matters related. The project needs to improve the systems in organizational management, Finance management, monitoring, and periodical assessment of the CBOs in a participatory way. In order to ensure effective execution, monitoring and regulation of the program periodical review is done and action plans are prepared at the District level, under the Chairmanship of District Collector and Member officers of line departments, District level Action Taking Committees (DLATC) and Beel Implementation Committees (BIC). To re-emphasize the effectiveness of the programs and people participation, it was felt to include representatives from NGOs and CBOs in the DLATC. The DLATC meets once in a month in which


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problems and constraints brought in for discussions and initiate appropriate decisions in the implementation of the programs. The project has made an appropriate effort to provide right platform for people representatives and NGOs to discuses various issues and concerns to find appropriate solution. Besides this, after revitalizing issues, DLATC provides space to ensure participation of people and maintain transparency at all levels in execution and implementation of the programs. In order to concurrently monitor the community mobilization and capacity building support for Community Based Organizations and different project implementation committees, the project has assigned the task to an Apex and nodal NGOs in the state. The Apex NGOs (RGVN) and Nodal NGOs are identified and given responsibility to facilitate the process of community building, social mobilization enhancing functional and technical skills of Community Based Organizations. The RGVN is unable to comply the requirements of the project as appraised by PIU as also the World Bank during different reviews. In addition, a number NNGOs, which is functioning with RGVN also, hasn’t fulfilled the requirements of ARIASP. Hence, it was decided during the World Bank review Mission of Feb 2003 that RGVN should be dropped as Apex NGO and a Social management Unit under PIU be established to coordinate & guide the NGO activities. In order to facilitate smoother functioning of social mobilization of the project, the SMU within PIU has been established w.e.f. 01/05/2003 and only those NGOs found to be effective have been retained – others dropped. As a replacement to the dropped ones new partner NGOs have been identified through a process of appraising their credibility, experiences and their involvement in the areas of social development. Non-Governmental Organizations (NGO) role has been realized in view to strengthen the social mobilization process and building up community-based organization and to ensure effective participation in Planning, Implementation, Monitoring and Evaluation (PIME) and sustainability of the programme. NGOs were asked to monitor the performance of the CBOs and provide training on various subject matters and technical aspects to the committees. There are 10 NGOs working in the network of concerned district. The work performance of these NGOs is being closely monitored and supervised by SMU.

There has a greater need of credit for the farming community to invest on livelihood, agriculture/horticulture, fisheries, and household purposes. People neither access nor affordable for the credit from organized sectors (Bank, cooperatives other financial institutions). The assessment conducted among 170 households in the project area, reveals that the borrowings are from unorganized sector and invested on:

Agriculture purpose 35.5% Livestock purpose 19.5% Fisheries sector 32.4%


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Household consumption purpose 10.5% Own investment 2.3%

Source of credit: 35.8% of the families availing loans from organized sectors (Bank, cooperatives etc.) and 64.2% of the families avail loan from unorganized sector (Moneylender, relatives etc.). Generally, the range of borrowing would Rs. 500/- to Rs. 6000/- at a time. Findings: The SMU functions are very crucial to bring community mobilization in all the components of the project activities through coordination and facilitation with partner NGOs and line departments. SMU has evolved strategies to facilitate the process of programme implementation and monitoring in effective manner. However, the role of SMU appears to be high in monitoring NGOs and building their capacities, but the concentrated focus was not in place towards other sphere of social developmental relating to empowerment of women, gender sensitivity, SHG promotions, linkages with various resourceful institutions including financial sectors to leverage resources and convergence. The DLATC was found to be very effective in taking decisions for smoother execution of physical programmes but it was lack in taking initiatives and discuss on progress and performance on social mobilization, capacity building of CBOs. It appears that, project is working with many CBOs to implement the programs and manage different activities but there was duplication of membership and functions of CBOs as well. An assessment and focus is required in developing and promoting appropriate institutions to handle comprehensive development initiatives, in particular, at community level. The project has not evolved a systematic approach/strategies to promote community organizations and social mobilization aspect. Since the project need to cover larger area, the SMU need to adequate have adequate staffing position to take care of training and social mobilization component so that the SMU can support NNGOs to impart training and social mobilization effectively c. Role of NGOs: Non-Governmental Organizations (NGO) role has been realized in view to strengthen the social mobilization process and building up community-based organization and to ensure effective participation in Planning, Implementation, Monitoring and Evaluation (PIME) and sustainability of the programme. NGOs were asked to monitor the performance of the CBOs and provide training on various subject matters and technical aspects to the committees. There are 10


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NGOs working in the network of concerned district. The work performance of these NGOs is being closely monitored and supervised by SMU.

Realizing the poor performance of Apex NGO and a few NNGOs in producing the desired impacts, the project has withdrawn the support for these NGOs in early 2003. The SMU within PIU has been established w.e.f. 01/05/2003 and only those NGOs found to be effective have been retained – others dropped. As a replacement to the dropped ones new partner NGOs have been identified to carry out the activities improving network system of NGOs, line department and district administration. The NGOs intervention was expected to achieve the following outcome:

• Increased awareness, transparency-ensuring participation of people at various level of implementation process.

• Improved awareness among the farmers on Projects and their activities. • Strengthen DLATC and facilitate district administration to prepare people

oriented action plan. • Effective liasoning with government, research organization and line

departments • Create forum for beneficiaries to undertake diversified activities such as

Women empowerment, Self Help Groups and other promotional activities. The people institutions and peoples’ associations like WUA, DTW/RPS, BDC, FMCs etc formed to revitalize WUAs, FMCs etc, through various strategies like capacity building, motivating community participation, increasing coordination with line departments and improving rapport building with various stakeholders. Since fisheries is one of the major activities of ARIASP, the NGOs were involved to play role with support of SMU to organize various awareness campaigns and legal literacy programs in the specific areas to influence policies at the state level in favour of poor communities. Besides, NGOs motivated farmers to get involved in extension support programs to increase the income from fisheries. In addition to this, project has developed eligibility criteria that promotes economic and social equity for selection of beneficiaries to take up fisheries, especially in farmers ponds and community tanks. Findings: The NGO role is restricted to organize community-based organizations and mobilize community participation; as prescribed by ARIASP to achieve the objectives. But it was observed that it could do render better services to the project and community in several ways. The few findings are:

1. NGOs have their own strengths, expertise and experiences in organizing credit group (SHG), initiating various employment generation activities in veterinary, health and other diversified activities. This expertise could be


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made use for the success of the project through sharing, facilitating and networking.

2. There was lack of common understanding and clarity on concept of the

project activities among a few NGOs recruited recently and degree of understanding vary from NGO to NGO.

3. Few NGOs lack field experience and their capacity needs to be enhanced

to handle capacity building training and social mobilization program.

4. Most of the NGOs rely upon ARIASP support for continuity of programs as the community participatory projects taken during last 2 years have just entered the post implementation phase. A withdrawal plan perhaps be worked out for the projects to be handed over to user groups.

5. There is contradiction between the role of NGOs and role of line

departments in organizing the community and implementation of work. This has led to confusion among the people/beneficiaries resulting in non-cooperation of community for the NGO and extension workers Department.

d. Stakeholder Participation GOA, District Administration, line departments, NGOs and programme beneficiaries are the prime stakeholders of the project. Each of the stakeholders have their own roles and responsibilities to perform in the project implementation. The inter departmental and sectorial coordination has been built at the project level, however, at extension level, inter department and convergent efforts in organizing community and implementation of programs and approaches are lacking. The appreciative matter is that the attempt was made on the people participation and consultation has been done during implementation of the project, but long way to go in these efforts. PIU need to play facilitative role in developing network and coordination among the line departments, resourceful organizations and among NGOs in bringing them into common understanding on the concept of the project. e. Environmental concerns: Project has a grater concern for the programs that are environmental friendly and environmental aspects are taken into consideration while implementing the poverty alleviation programmes. The components like land, water, livestock and fisheries has a greater effect on the environment and its consciousness among the stakeholders and end users need to be assessed while implementing the programs. Project predicted grater effect on environmental hazard during the process of implementation of the programs and it was hiring technical services and support from Government agencies, Pollution Control Board, Department of Science, Technology and Environment to monitor programs in the framework of environmental aspects sensitizing stakeholders and end users. However, right from beginning of the project, activities were not monitored. The performance of the project in managing and addressing relevant environmental issues was not assessed during the project period, since there were no separate personnel


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deputed. By understanding greater need, at the fag end of the project period, a separate Environmental Unit was established under the supervision of senior technical Officer at PIU level. However, there is a remarkable change since care was taken while implementing the agriculture, fisheries, irrigation, livestock, and rural roads programmes. During extension and training programs, these issues were taken into consideration in developing and demonstration of biological control measures, promotion of bio-pesticides and fertilizers. The adequate attention to environmental implications was considered while implementing the rural roads and bridge constructions.

IV. RECOMMENDATIONS FOR PHASE II: 1. Organizational Management Stakeholders Role (roles and

responsibilities of line departments, NGOs, PIU/SMU District Administration)

a. The entire PIU and line department personnel, NGOs and other

stakeholders need to understand the project concept and objectives to internalize and institutionalize the project concepts . There is a need to organize training and orientation programs regularly as an integral part of the project activities, especially during initial stages of project.

b. Inter Disciplinary Project Team can be developed to study the

feasibility of the project through participatory assessment approaches, for study local needs, indigenous technology, people priorities, perception and for looking feasibility and viability of the programme. The learning from a study of the previous phase of the project and PRA exercise could provide inputs for the project design/plan for the next phase. The participation of the people can be ensured at the assessment stage itself.

c. The ARIASP programs are inter-sectorial and multi-dimensional

approaches; need to have coordination and cordial relationship not only with various line departments but also with other resourceful organizations at the state level. The inter sectorial department convergence has to be improved substantially. The opportunities for regular interactions, meetings, workshops and brainstorming sessions may help to bring positive changes in the minds of department personnel. The appropriate communicative strategies could be evolved by the ARIASP society to bring in convergences at state level, district level and sub-divisional level, and the approach shall be bottom to top.


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d. The line departments like Irrigation, Agriculture, Fisheries, Livestock, PWD are considered as the key stakeholders of the programme. There are other departments like dairy, education, health and nutrition, social welfare department programme with components to influence substantially in the project activities. These departments may also be considered project secondary stakeholders to establish cordial relation evolving strategy to bring them together to participate in ARIASP Society programs. This factor would complement and supplement in achieving success in project implementation.

e. Social Management Unit (SMU) successfully functioning at PIU level

(State). Since the project covering almost 21 districts, the area is vast to cover; the NGOs and Community based organization would need all time support and coordination at the district level. The decentralization set up of the Project implementation Unit is needed especially in form of the Social Management District level Unit (SMDU) to provide on going support to NGOs and District level functionaries.

f. The coordination between NGOs and line departments need to be

strengthened in all respects . With scope for regular interaction, meaningful dialogue and joint action plan exercise and combined efforts in social mobilization and community organization activities can be internalized as an integral part of the project strategies.

g. NGOs role is very critical in communities and community

organizations, social mobilization and in awareness building. The Selection procedure of NGOs may be critical and rigorous, the concept of project needs to be understood by the NGOs and its functionaries. An induction program may be organized and the consultation workshops, brainstorming sessions would be useful to thrash out the gaps to change attitude of the NGO with positive spirit towards the project.

h. Streamlined DLATC and BIC meeting with respect of ensuring

increased participation of people in need assessment, planning and monitoring of programs. In DLATC and BIC meetings, all sorts of issues (both program related, capacity building, social issues, environmental issues and inter NGO participation etc.) may be discussed and action plan prepared. The DLATC shall act not only as the action taking committee and but also with a role of motivator, guide, philosopher to provide timely guidance to program stakeholders. A core team (consists of all categories and CBO representatives) can be formed under the DLATC to visit field and supervise, assess the progress, review and provide guidelines to field functionaries, instead of relying upon the program reports.

i. Participatory approach in project implementation in next phase of the project. People and community can be encouraged to participate in every


37

stage of the project cycle. Participatory Rural Appraisal (PRA) would be the appropriate approach to ensure people institution building process . Thus, the project personnel need to internalize the skill of participatory approach in development. Enhancement of skill for using PRA techniques is essential. All the staff of ARIASP, NGO and other project functionaries, need to undergo training/re-orientation on PRA. The next phase of project planning could be on the basis of PRA outcome. The training should focus on -

• Rapport building and community organization during PRA • Choosing the appropriate PRA tools and mastering the tool for

collection of baseline data, identifying the problems and concerns.

• Using PRA outcome in planning and project design. • Developing basis for formation of SHG and other community

organization. • Monitoring the PRA findings.

j. A Core Team of PRA experts or PRA Task Force consisting of the

ARIASP staff, NGOs and line department staff can be developed to roll out the participatory process at various stages of project cycle. This team shall take the responsibility to ensure the participatory planning, implementation & Evaluation (PIME) process in the project right from the beginning and throughout the project period. The committed and skilled staff are recommended in the core team of PRA to get trained in the field in all PRA techniques by an expert PRA agency.

k. In poverty alleviation program, the poor and ultra poor families should

become central point in all the development interventions. The opportunities are to be given to poor families to get organized into the institutions like Self Help Groups or any community based organizations. The appropriate PRA exercise will enable to identify the poor and to build appropriate institution of the people.

l. Series of Consultation workshops to be organized to evolve

appropriate strategies and develop comprehensive plan for the next phase inviting experts in various fields, research organizations and by involving Stakeholders, communities, CBOs, NGOs and others.

m. The field operational manual or field guide is recommendable within

the scope of Appraisal reports, which is simple and users friendly, so that the key field staff can refer the field guide as a reference material at all stages of implementation of the programs.

2. Community based Organizational (CBO) related


38

a. There are many community-based organizations (CBO) organized by the project (WUA, FMC, BCD etc) in communities. These organizations need to be strengthened in managerial skills, financial management, conflict resolution and other group dynamics.

b. Assessment and Grading of the community organizations/ institutions like

WUA, FMC and BDC to be considered according to the parameters and indicators developed with in the framework of institution building like vision building, organizational management, Financial Management, linkage, network etc.

c. The ARIASP shall adopt appropriate social mobilization and

community rapport building activities in order to motivate the community and to promote positive attitude among the communities towards the project. The project may take-up community action program as an entry point program in communities to enable to derive better understanding of people and organize the community demonstrating effects of organized efforts to overcome socio-economic problems.

d. There is no clear Vision and Objectives for WUA, FMCs, BDCs etc.,

after withdrawal of the project support. These organizations need support to function independently on their own and sustain. Facilitation is needed to define clear Vision, and Objectives . The ongoing support is needed for developing common fund for future maintenance of the system, which was supported by the project. The inputs for managerial skill enhancement, capacities building are needed for the CBOs. As a project withdrawal strategy, a need is felt for formation of Apex Organization of CBOs at the cluster level or sub-divisional level in the next phase of project planning.

e. The people must have ownership of the programme. To foster this process, institution/organization building among the people is a more viable approach. The formation of appropriate people Institution/organization must ensure participation of people at all the levels. During next phase, before implementation of poverty alleviation program, focus on building appropriate peoples’ institutions is suggested towards ensuring people participation in planning, implementation, monitoring and supervision.

f. Focus on enhancing women participation in programs and develop

access to credit support through promotion and formation of Self Help Groups. The project approach in strengthening of SHGs in next phase would definitely create better atmosphere in communities with scope for easy mobilization of area groups or user groups thus enabling project to bring women into the mainstreams of development.


39

g. The Credit activity play a vital role in project activities/components and clear conceptual understanding on SHGs and their management (Indian model of SHG adopted by NABARD would be a more suitable model) among the project staff and NGOs must be ensured. To arrive to a commonality and conceptual understanding, it would be useful to organize a project level “consultation on Self Help Group concept and management” inviting experts, bankers and line department functionaries to get a clear understanding before launch of SHG program and drawing an action plan.

h. Regular orientation/training and exposure enable role clarity enhancing organizational and managerial skills of grassroot NGOs and Extension level staff . Training in community organization, community mobilization, PRA and other skills is essential in this direction.

3. Capacity Building Process and Communication related:

a. It is necessary to capacitate and strengthen the existing WUA, FMC,

BDC etc. as a point of sustainability concern and also to enable the groups to handle the post-implementation process independently, The organizations could be motivated and sensitized towards taking up diversified activities drawing social agenda.

b. The community organization and social mobilization strategies

needed to be clearly defined to evolve appropriate strategies. The field staff and NGOs need to be trained to build their skills in community organization with refreshers to upgrade skills from time to time. The SMU shall organize such capacity building training with in the project or outside monitoring the progress.

c. It is essential to develop or procure Information, Education, and

communication (IEC ) materials in support of training and capacity building programs. The IEC material such as training material, reading material, charts and other communicative materials can be produced and published.

d. Preparation of Case studies or documentation of field experience relating to program process, learning, experience of the people may help in improving performance with changed strategies and techniques. The project can publish its experiences to share with various stakeholders of project, patrons, departments and people through newsletters, publications, annual reports etc. The newsletter in the local language with space for the people to share their views, experiences, learning would be a good idea.

e. Project has already been involved in various kinds of technical training,

capacity building training and extension programmes. It is high time to


40

develop User-friendly Training Module. The training modules could cover capacity building in various project components related to Fisheries, Irrigation, livestock management etc. besides aspects of social mobilization, CBOs concept and management.

f. The Capacity building of all stakeholders needed to be the focus and

thrust of the project . To bring focus towards the training and capacity building process, the SMU must be supported with training Facilitator (Training Coordinator) to carry out the ongoing capacity building activities and monitor the process and progress of the training/meetings and exposures organized at different levels of the project. The Training facilitator provides time to time training and capacity building inputs to the community, NGOs and field staff, and she/he could also facilitate to produce appropriate training designs and organize training, exposures beneficial to the project.

4. Sustainability Framework:

The program sustainability depends upon the fact whether the community/ people has attained capacities with skills, knowledge and attitude to look after the systems developed during the project interventions successfully with feeling of ownership to carry forward the development initiatives. The community organization makes the sustainability process more effective, impact and long lasting. Following are few suggestive indicators for sustainability of the programs.

a. Whether appropriate people institution/organizations are in place functioning independently and able to respond for the people needs initiating developmental activities.

b. Whether the people or Community organizations are involved in planning, implementation, monitor and supervision of the programme initiated by the project.

c. Whether people or members of institutions/organizations have acquired good knowledge, skill and practices in managing programs.

d. Whether all programs were implemented through institutions ensuring enhanced and confident managerial skills and self-governance system is in place.

e. Whether Participatory Impact monitoring (PIM) is practiced in the project.

f. Whether linkages and networking established with resourceful organizations to Leverage resources from different sources.

g. Whether Gender sensitivity is addressed and gender equity maintained.

5. Women in development and Gender perspective:


41

a. While targeting women as agents for change, the project must address the gender related concerns in terms of increased access for resources, knowledge & technology, control over resources, leadership development and management skills. The SHG will provide access to credit to women and in turn, their investment in production activities increase. To achieve gender equity and women empowerment, greater emphasis need to be laid on promotion of Women SHGs. The SHGs need not just aim to achieve economic security but also must aim at fulfilling social and natural resource needs. Women should be respected in the families, in project activities and especially in SHGs.

b. The emphasis must be given on women participation to become members in Community organizations like, WAU, FMC, BDCs etc, so that women have opportunities to acquire skills and managerial capacities to perform tasks better and competently. The perception/mindset of women that ‘women cannot do much and they do not come forward to take part in any initiatives’ must be removed from all segments. The project needs to evolve proper strategies to ensure women participation in project activities focusing towards women empowerment. The SMU must ensure and take lead role in women participation and consider gender perspectives while designing programs in the next phase.

c. As indicated in phase-I Appraisal Report, provision for Women Development Officer to bring focus on the women and gender equity aspects in the project activities was not in place and this could be addressed during the next phase to bring in changes and monitor project initiatives.

6. Environmental concerns: Project components are involved with land, water and other natural resources and have relation with people. The project need to create the self-sustained habitat based on balanced perspective of the relationship between natural resources and the legitimate needs of the people. Thus all inputs, management, and monitoring frame need to be considered to make things people centered focusing equally conservation and preservation of natural resources and environment. Several suggestions in this area to consider in next phase include,

a. Awareness among the beneficiaries and the farming community to preserve and conserve the land, water and air non-degradation concept of development.

b. Sensitize the project stakeholders, NGO functionaries and organize exposures to environmental friendly research stations and agencies to get stock of ideas to inculcate practice of eco-friendly technology in development.

c. Promotion of biotechnology in farming system. d. Developing training package covering environmental concerns.


42

e. Monitoring and supervision of fisheries, rural roads and other programs by Environmental Unit at the grass root level.

7. Monitoring and evaluation: Participatory impact monitoring at the community level need to be linked to the project activities. Regular monitoring of project progress through collection and analysis of data and feedback should be the basis for planning community-based interventions. For this, the impact monitoring indicators need to be developed at the project level. The regular monitoring and evaluation serves a primary tool to ensure the cohesiveness of groups, management and sustainability of these organizations. At every level i.e., at SHG, CBOs, Sub-Division and the project level, the project must establish the monitoring and feedback mechanisms. The suggestive features of participatory monitoring and evaluation process include,

• Participation of people, which means opening up the design of the process to include those most directly affected and agreeing to analyze data together.

• The inclusiveness of PM&E requires ’negotiation ’ to reach agreement on what will be monitored or evaluated, how and when data will be collected and analyzed, what actually the data is and how findings will be shared, and actions taken.

• The ’learning ’ from the exercise should be the basis for subsequent improvement and corrective actions.

• Need for Flexibility since the quantity, roles and skills of stakeholders, the external environment and other factors change from time to time.

The Logical Framework Analysis (LFA) must be developed to monitor the impact of the project from time to time.

-oOo-


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Annexure 1 I. NGO SELECTION CRITERIA:

• NGOs should have atleast three years of work experience in the relevant field. • The NGOs should register under Societies or Trust Act in accordance with of Indian

law. • The NGOs should not be affiliation to any political party or religious institutions and

should not be an agenda of similar kind as the function of NGOs. • The NGO must have knowledge about the local language, culture & practices. • The NGOs should have past experience of implementing Government programmes or

Government sponsored Projects; they should furnish in details in the applications and are subject to scrutinize.

• There should be Pre- Assessment of NGO about their credibility and experiences of the past achievement.

• The NGO should have adequate years of experienced field staff are dedicated and are having organizing and community mobilization skills.

• The Institution Building and Social mobilization experiences shall be the added advantages for NGOs to be the part of ARISAP Society.

• The ARIASP Society have to study the NGO’s previous 3 year annual reports and properly audited financial statements, annual accounts, item of expenditures

• The NGOs should be convinced about the agreed set of principles and approach of ARIASP Society and they should strive to achieve the goal and mission of Society.

Common selection criteria applicable to all the components of the project: There should be:

• The integrated approach in selection of villages/communities. All the components of the project could be concentrated in the cluster of villages or inherent villages. So that the impact of the programme could be seen very soon. Each of the components of the programme has interacting with each other and components are supplementing each other.

• The Institution Building should be the key intervention before implementation of the programme, it enable to ensure the people participation.

• At least 70% of poorest of other poor families shall be target for any interventions.

• PRA and relevant PRA exercise could be the useful tool for selection of poor families, target group and target communities.

• People should be participating in all stages of project interventions for achiever empowerment and ownership.


44

• Self Help Group promotion shall be in all the project villages; these approaches will ensure the people (Women) participation, through which the gender equity and process of women empowerment could be achieved.

II. FISHERY SECTOR Fish Production:Beel Fishery:

• The beel should be non-settled so that the community organized around the beel be given lease for management after development;

• The Legal Status of the Land must be known; • Households surrounding the beel must agree to come under a beel development

committee; • The BDC must agree to contribute 30% of the total cost of development

excluding capacity building either in cash or kind manner; • About 50% of the families are depending upon the agriculture & allied activities as a main source of income.

• At least 50% of the marginal and small farmers surrounded to the beel and is the only assured source of income for the families out of agriculture & allied activities.

• The community must agree to give special benefit to the traditional fishermen and resource poor members;

• The ideal size of the beel should be 12-50 ha, though in exceptional cases it may reduce/exceed;

• Preference will be given to those beel, which require minimum structures in terms of civil work. However, this should be evaluated in relation to their capacity to regulate & hold maximum volume of water and to avoid fish escape;

• Preference will be given to those beels having sufficient tanks/ponds available in the vicinity of the beel to use as nursing & rearing pond by the BDC.

• The community/families are willing to participate in all stages of the project. (Planning, implementation, management of the programme)

• Willing to comply the legal requirements to get beel on lease. • The beel in under dispute or litigation (proceedings in court of Law) should not be selected.

• In case the beel already leased out to a group is taken up – it must be ascertain that the beel is on lease to this group for at least another 3-4 years.

•Community Tanks:

• About 50% of the families are depending upon the agriculture & allied activities as a main source of income.

• At least 80% of the families having annual income of Rs.36,000.00 surrounded the tank and is the only assured source of income for the families out of agriculture & allied activities.

• There should be common interest among the members doing the tank development activity.

• The community/families are willing to contribute at least 40% of the capital cost of estimation either in cash or kind manner.


45

• The community/families are willing to participate in all stages of the project. (Planning, implementation, management of the programme)

• The community must agree to give special benefit to the traditional fishermen and resource poor members;

• The tank in under dispute or litigation (proceedings in court of Law) should not be selected.

• The ownership of the tank (0.30 to 3.00 ha size) must be within the community or the community should obtain title of ownership/lease from appropriate authority/owner.

Individual Ponds (SSSH,SSMH, MSMH, Fish-Pig, Fish-Horticulture):

• The farmer must have an existing pond of 0.05 to 0.40 ha size; • The family should belong to small & marginal farmer having annual income of

Rs.36,000.00; • The selection of the families could be based on poverty & priority criteria as fixed

by a community using PRA or whose annual income should not exceed Rs.36,000.00.

• Must agree to contribute 40% of the civil work cost. • Priority will be given to families who are members of any CBO, especially SHG; • Preference should be given to special categories of communities like SC/ST etc. • In case of more intensive cultures, Mr Mario had opined “the intensification of

production for best producers recruited under ARIASP”.

FISH SEED PRODUCTION:5 Government Hatcheries should have:

• Provision for revolving fund for O&M; • Proper source of water for quality management; • Available water resources to establish Hatchery with capacity of not less than 50

breeders/batch; • Separate brood stock ponds for breeders; • Stocking pond for spent fish; • Nursery ponds to produce about one ton of IMC fingerlings.

12 Mini Private Hatcheries:• Site should be situated near cluster of project; • Preference to site close to the existing fish seed producing area, to promote

multiplier effect as also to create competition for quality among private growers; • May be a young genuine group doing fishery activity; • May be interested young jobless fishery/agriculture/biology graduate; • Existing hatchery owner having 10 years experience with past good conduct

certificate from DFDO; • Must share 30% of physical development cost either cash or kind/ the

person/group is capable of mobilizing investment on infrastructure;


46

• The individual/group must own land including minimum 1.00 ha of ponds, or if not ownership, minimum 10 years lease.

80 Portable Hatcheries set:

• Must be a member of the Beel Development Committee being organized under ARIASP & AACP;

• Belong to very resource poor or landless family.

III. IRRIGATION: A. Farmers Group for Shallow Tube Well: • The farmers must belong to poor family (Small and Marginal). • The selection of farmers through PRA wealth ranking exercise. • The 70% of them should be poor. • The beneficiaries should be member of any CBO,SHG, FMC or WUA • The community/families are willing to contribute 70% of the cost in cash or kinds • Households headed by widows & destitute women should be given preference • The group/Person is willing to bear O&M cost without outside fund • There should be MoU among the members and the group about sharing of water and cropping pattern.

• Technical know how should be obtained from the department concern to selection of location for STW.

• Promote the Group before taking up project.

B. Farmers for Low lift Pumps: • Farmers should be small and marginal farmer in accordance the social - economic norms fixed in state.

• The land ownership should not be more than ….. bigha. • Selection of the farmers through a PRA –wealth-ranking exercise and through CBOs. • He should be a member of CBO/FMC/WUA

• The farmer/Group are willing to contribute 70% of the cost in cash or kinds • The group/Person is willing to bear O&M cost without outside fund VI. AGRICULTURE SECTOR:

A. Farmers group for Tractor/Power Tillers: • A group of Small and marginal farmers, who cannot able to procure such farm equipment on their own (assessment is need thoroughly).

• The farm equipment users group (Common interest group) should be promoted and function for atleast 6 month.

• The farmer has to contribute at least 70% of the total cost of the Equipment/machinery.


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V.LIVESTOCK SECTOR A. Artificial Insemination-Gopal Mitra: • Center must be accessible to the farmers. • Ensure the place (AI center) where sufficient technical staff are available or posted by GOA before establish a center.

• The place shall be sufficient no.of volunteers/private parties are trained to administer the AI.

• Select the center where the community are well awared and sensitized about the AI and be sure that the cattle populations are more.

• Fodder demonstration and Milk Producers group could be the add advantages. B. Fodder Demonstration: • Demonstration plots must be selected where the other component of the project has implemented.

• At least 70% of the farmers are the project beneficiaries. • Where the CBOs are functioning well and are able to taking up the responsibility of fodder development.

• The community are inaccessible and insufficiency of fodder availability. • Be sure about the cattle population is more. C. Milk Producers Group: • The area has more cattle population. • AI centers are established and functioning well. • Fodder demonstration plots are available/implemented. • All the categories families (farming and non farming) should be given opportunity to become the member for the group.

• Women should be given the more responsibility and opportunity to establish the Milk Producers Group.

• There must be well-connected road and transport means. • The group can be registrar under cooperative societies Act. • More than 25 and above milk producers in the community. • Be sure about the established milk routs and Milk Chilling Centers or demand in local market.

D. RURAL ROADS/BRIDGES: • Remote villages/communities are in access for market, poor health services, poor higher education and ignored from minimal road means of transportation.

• Selected roads should have no or minimum adverse affect to community/families. • Connectivity to Agro based production area, rural market places for improved local economy.

• Preferences to the areas where other components of the project are concentrated. • Special provision for vulnerable. E. RURAL MARKET:


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• Must be established in rural main village or small towns (more than 5000 population) or sub-divisional Head Quarters.

• Selection of center based on the report of market study and feasibility assessment. • The place should be accessible for the project villages where various components/activities were under taken. And farmers are produce and opportunity to get better price for their products.

• Department of Agricultural Marketing Department and people need to participation in management and price fixing. The regulatory and monitoring committee shall be established with people participation. Shall ensure the representation of FMC, BDC WUA and SHGs in the Marketing Regulation Committee.

Annexure 2 SWOT Analysis of Fishery Development

Description Strength Weakness Opportunities Threat/Risk

Farmers ponds Water area is available. Soil condition is good Rain water is available Productivity increased

Appropriate knowledge & skill lacking Financial support not available

Technical & training program are available Fish available locally Marketing not a problem

Fish disease (EUS during winter)

Community Tanks

Well developed tanks are available Sufficient water bodies availableProductivity is more

Lack of scientific knowledge Poor economic condition Networking & linkages Laboratory facility not available

Training & technical expertise available Fish seed locally available Fish feed available locally Marketing not a problem

Fish disease (EUS during winter)

Beel Natural large water bodies available Maximum production possible

Difficult to adopt scientific management system Poor communication Density of weeds are more

Civil work are low cost Mobilization of fund from local body Use of mahua oil cake

Internal clash within/between the community Differentiate between private & beel land

Integrated Well developed Lack of Training & Fish & animal


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Fish Culture ponds are available Sufficient water bodies availableProductivity is more

scientific knowledge Poor economic condition Networking & linkages Laboratory facility not available

technical expertise available Fish seed locally available Fish feed available locally Marketing not a problem

disease

Annexure 3 Assessment of Integrated Fishery

Total no of demonstration unit covered: 20

Name of the district wherefrom the schemes were included: Cachar, Sonitpur, Morigaon, Dhubri, Darrang and Nalbari.The questioners developed by the department were used for the assessment. Only the common and available data had been checked and analyzed manually.

1.From the assessment it was revealed that the participation of women in the said scheme was poor in comparison to man. (18 male beneficiaries and 2 female beneficiaries).

2.The age group distribution was as follows.

Age 20-30 yr 31-40yr 41-50yr 51-60yr Above 60 yr

No of person

8 4 2 5 1

3.Caste distribution

Category SC ST OBC GEN

No of respondents

1 5 4 10

4.The total area used for the activity ranges from 0.14 hectare to 0.73hectare.

Land in hectare

0.10 to 0.20

0.21 to 0.30

0.31 to 0.40

0.41 to 0.50

0.51 to 0.60

0.61 to 0.70

0.71 to 0.80

0.81 to 0.90

No of respondents

6 7 5 1 1


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respondents

5.Types of demonstration unit

Type Pig cum fish Horticulture cum fish

Paddy cum fish

No of respondents 9 9 2

6.All the beneficiaries collected their input from the District Fishery office and their response regarding the quality and availability of feed was nil.

7.Problems faced by the beneficiaries

Problems Financial Hardship Flood No response

No of respondents 5 2 13

8.The production of fish ranges from 370 kg to 1053 Kg. In terms of monitory income it ranges from Rs. 18000/ to Rs.1, 14,150.

9.Marketing of the fishery product

Marketing system

Auctioning Through middleman

O n contact basis

Direct to consumers

No of respondents

2 5 3 10

10.Credit requirement

Out of 20 beneficiaries only one beneficiary had taken loan for renovation of his pond. Rest did take any loan but they feel the need of credit for their fishery activity.

11.Educational status

Educational status

1 to 4 th 5th to 8th 9th to 10 th Above 10th

Respondents 1 5 3 11


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Annexure 4

Analysis of input received under Fishery schemes

COMMUNITY TANKS & FARMERS POND (18 NUMBER): Item Month NumberPond Renovation Feb & March 1 March & April 1 May 3 March, April 1 May,July & Nov 1 February & May 1 June 1 March 2 April 4 Feb 2 Jan & Feb 1

Lime April to Dec 2 Jan to mar , June to Dec 1 June 2 May 1 July 2 August 4 April 1 May to Dec 1 Jan to April & July to Dec 1 Mar to Nov 2 Jan & Feb 1

Fingerlings June 2 July & Oct 1 *May & June 1 August & Nov 1 Sept 1 May 2 June 1 July 4 Feb 1 July , August 1 Mar 2 Jan & Feb 1 SSP jan,Feb, June to Dec 1


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July to Dec 1 September 1 June to Dec 1 August & Nov 1 September 1 May to Dec 1 June 1 July 4 Feb 1 May, July , Sept to Dec 1 Jan to April, july to Dec 1 Nil 2 Jan & Feb 1 Urea jan,Feb, June to Dec 1 July to Dec 1 September 1 June to Dec 1 August & Nov 1 September 1 May to Dec 1 June 1 July to Dec 1 July 1 August 1 Nil 2 May, July , Sept to Dec 1 Jan to April, july to Dec 1 Nil 2 Jan & Feb 1 Rice Bran jan,Feb, June to Dec 1 July to Dec 1 September 1 June to Dec 1 August & Nov 1 September 1 May to Dec 1 June 1 July to Dec 1 August 4 Jan,May to Dec 1 Jan to April& July to Dec 1 Mar to Dec 2 Jan & Feb 1 MOC Jan, Feb, June to Dec 1


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July to Dec 1 September 1 June to Dec 1 August & Nov 1 September 1 May to Dec 1 June 1 Nil 1 August 4 Jan,May to Dec 1 Jan to April& July to Dec 1 Mar to Dec 2 Jan & Feb 1

INTEGRATED DEMONSTRATION PROJECT

HORTICULTURE & FISH (6 NUMBERS):

Pond renovation & bandh Mar 1 Mar & April 1 Nil 1 June 1 Mar, April,may, June 1 Mar 1 Lime April to Feb 1 August to Dec 1 July to Jan 1 July & September 1 Mar to Feb 1 Aprl,May** 1 Fingerlings Aprilto June 1 August & September 2 July 1 Mar to Feb 1 June & July** 1 Fish Feed April to Feb 1 Augto jan 1 March to Feb 1 Aug & September 1 Mar to Feb 1 April** 1 Fertilizer April to Dec 1


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Aug to Jan 1 Mar to Feb 1 Sept& Oct 1 Mar to Feb 1 Trace Elements April to Feb 1 Nil 2 September 1 Mar to Feb 1 Mar** 1 Prophylectic Measues Nov & Dec 1 Nil 2 September 1 Mar to Feb 1 Aug & September ** 1

HORTICULTURE SEEDLINGS Veg April & may 1 Aug to Dec 1 Aug 1 Nil 1 Mar to Feb 1 June** 1 Banana April to Feb 1 Nil 3 April,may 1 Nil 2 September 1 Papaya April&may 1 Nil 2 September 1 Assam Lemon April&may 1 Nil 2 September 1

PIG CUM FISH 8 NUMBERS :

Pond Renovation April 1 August 1 Feb & march 2 June 1


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May & June 1 Mar, April,May 1 Mar,April** 1 Lime September 1 August 2 July to Dec 1 April to June 1 March to Oct 1 August 1 Nil 1 Fingerling Mar, Aug to Feb 1 Aug 1 July 1 September 1 Nil 1 June 1 April& Aug 1 May & June** 1 Fish Feed Nil 4 August 1 July 1 May & June( from own) 1 June & August** 1 Fertiliser & Manure Nil 5 September 1 July to February 1 Mar & April** 1

Trace elements Nil 6 Aprilto Jan 1 May ,June** 1 Prophylectic Measures nil 3 September 1 April toJune 1 June 1 Aug 1 Aug,September** 1 PIG FARMING : Pig let September 3


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Aug 1 Aug to jan 1 Nil 1 June 1 July & Aug** 1 Pig mesh Oct 1 Aug 2 Aug to Jan 1 September 1 Nil 1 July & September 1 Sept & Feb** 1 Green Fodder Nil 4 August to jan 1 Medicine Nil 3 August to jan 1 Jan 1 September 1 Aug 1 Dec to Feb** 1

Comments:

It appears from the above that there is no consistency in input receipt and these have not been received on time as per the sequence of activities in the prescribed package of practice.

Annexure 5


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RESPONSE ON RURAL ROAD

Total Respondent 41 Nos

1. Have you been consulted before starting the work? Yes/ No

Yes No No response

1 39 1

2. Any adverse affect? Yes/ No

If yes, how?

Yes No No response

40 1

3. Any displacement? Yes/ No

If yes, how you are being compensated?

Yes No No response

41

4. Any loss/ damage of public property? Yes/ No

If yes, what?

Yes No No response

1 40

5. Did the people suffer from any adverse affect or ailment during construction of the road? Yes/ No

If yes, how?

Yes No No response

41


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6. Did you notice any child labor being engaged during the construction? Yes/ No

Yes No No response

1 40

7. Any other comment?

Prior consultation should be done with the nearby community.


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Annexure 6

SOCIO ECONOMIC ANALYSIS OF REASPONDENTS (PWD ROADS) CASTE

District SC ST OBC GEN Total Sonitpur 0 2 6 12 20 Darrang 0 4 2 5 11 Morigaon 4 1 1 4 10

Total 41 AGE

District 21 to 30 31 to 40 41 to 50 51 t0 60 Total Sonitpur 9 6 3 2 20 Darrang 3 3 3 2 11 Morigaon 1 5 1 3 10

Total 41 SEX

District Male Female Total Sonitpur 20 0 20 Darrang 9 2 11 Morigaon 10 0 10

Total 41 EDUCATION

District Illiterate Literate

Under Matric Above Total

Sonitpur 1 13 2 13 20 Darrang 0 11 0 11 Morigoan 1 5 1 3 10

Total 41

OCCUPATION District D. Wage Agriculture Service Business Total Sonitpur 1 11 4 5 20 Darrang 2 6 2 1 11 Morigaon 3 5 1 1 10

Total 41 Land holding

District < 1bigha 1- 5 bigha 5-15 bigha 15+ bigha Total Sonitpur 2 8 6 4 20 Darrang 1 5 3 3 11 Morigaon 1 3 1 5 10

Total 41


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Annexure 7

A CASE STUDY OF PILOT BEEL (TALU MALU BEEL, DHUBRI)

INTRODUCTION: -

It was an un-settled beel. Before intervention by the project, the unproductive beel was full of aquatic weed and no attention has been given for development. Only 5% of the total population belong to SC community were earning very nominal of their livelihood .A fisherman hardly got Rs.15-20 per day by fishing in the beel. During September 2001 the NNGO, DFDO, Dhubri and Anthropologist of ARIASP society visited the site & discussed with villager about development of the beel at Pukhuripara village where 42 Nos of family has been living belong to SC community. The SC community refused to share the profit with the surrounding community and said that the beel belong to SC community only. This dispute in connection with ownership of the beel between SC community & other communities has been solved in a meeting organized by this NNGO and they agreed to work together for the development of the beel. At present all the 373 families surrounding the beel motivated & involved for the development of the beel. Talumalu Beel has been selected under pilot Beel Project, 2001-02 in September ‘ 2001. The beel is located about 60 KM North East from district head quarter,Dhubri and 6.0 KM from Sapatgarm town besides historical Sakhati Mandir situated on Sakhati Hill . The beel is surrounded by six habitats namely Dhanpur , Dharmapur , Kadomtola, Khalishatary, Kuthipare, & Pukharipara. The beel is 28 km away form National Highway -31 connecting with P.W.D. road in very poor condition. POPULATION: -The total population of the project area comprising of 6 (six) habitats is 2011 out of which 1017 male and 994 female. Out of total population S.C. population equal to 245, OBC equal to 481 & general population 1285 numbers. SOCIO-ECONOMIC STATUS: -There are 373 nos. of family in the project area. 39% of the family depends upon agriculture, 12% engaged on Govt. & private sector, 5% on fishing & remaining 46% on other trade. 56% of the total family is under BPL category. Most of the population is jobless and labour oriented. Education: -Nearly 50% of the population is illiterate. The children are not interested to go school due to poverty. HOW TO REACH TALUMALU BEEL

Talumalu Beel is situated at foot the historic Shakhati Hill towards 65 km North - East from Dist. Head Quarter , Dhubri. To reach Talumalu Beel , it takes one hour fifteen minutes from Dhubri by bus or by car. Except the NH-31 from Gauripur to Nayahat, the PWD road condition towards the Beel is very poor.


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1. Name of the Beel :- Talumalu Beel 2. Location: (a) vill : (1) Kodomtola (2) Dhanpuar, (3) Dharmapur.

(4) Pukhuripara, (5) Kuthipara (6) Khalishatari. (b) G.P : Kadomtala G.P (c) Block: Mahamaya (d) P.O : Dhanpur. (e) Dist : Dhubri 3. Shape : U shaped. 4. Maximum depth : 0.80 M in winter & 3.0 M summer. 5. Water Area : 22.0ha during winter & 28.0ha during

Summer. 6. Details of committee

7. Budget & Estimates for the development of talumalu Beel under Pilot Beel Project :- 2001-02 :-

TOTAL ESRIMATED AMOUNT (RS

RECCURING COST (RS)

CAPITAL COST (RS)

AROASP SHARE (RS) (70%)

BDC SHARE (RS) ,(30%)

5,47,360.00 1,87,000.00 3,60,360.00 3,83,152.00 1,64,208.00

UTLISATION OF FUND BY B.D.C 1. Recurring Cost :- (a) Liming 11000kg @ Rs 8.00 =88,000.00 (b) Dropping of fish seed 66,000 Nos @Rs 1.50/ No. = 99,000.00 2. Capital Cost :- (a) Earth work on Right back Embankment 138 M length = 2,26,204.00 (b) Earth work on left back embankment 194M length (c) R.C.C Home culvert on inlet = 1,11,484.00 (d) From net get on out let = 11,604.00 (e) Repairing of RCC slab culvert = 4002.00 (f) Contingency 2% = 7066.00

Total =5,47,360.00

SL NO

NAME OF COMMITTEE

FORMATION DATE

Members REGN NO VALIDITY DATE

A/C No with DATE & NAME OF BANK

1 Beel Development commity (BDC)

02-09-01 373 DBC /250/ B/42 of 2001- 02

DBR/250/B/42 of 2001-02

S/B,A/C,No- 2943/10 P.G.Bank, Sapatgram

2 Governing Body

02-09-01 10 ------- ------ -------

3 Beel Implementation committee (BIC)

5-07-02 6 -------- ----- Current A/C NO-502 of Dt. 11-12-01 UCO Bank Sapatgrem.


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Date of sanction by ARIASP society: - 07-12-2002 Date of completion of work as per estimate: - 07-05-03

8. Profit Sharing Plan (As decided in the Annual General Meeting 2003): -

Net Profit

Reinvestment in beel management

Community Development

Loan to SHG, poor,

unemployed

Grant to identified

BPL Families

Staff & Office Management

100% 50% 30% 10% 5% 5%

9. Population Pattern:

Population by Village & Caste

Sl Village No of Population Caste Family Male Female Total

I II III IV V VI VII 1 Dampur 75 229 214 443 General 2 Dhanmapur 100 232 249 481 OBC 3 Pukhuripara 42 120 125 245 SC 4 Kadamtal 60 176 167 343 General 5 Puthipara 34 100 94 194 General 6 Khalihatari 61 160 145 305 General

TOTAL 372 1017 994 2011

Occupation Pattern

144

111

4626 21 25

0

20

40

60

80

100

120

140

160

Cultivator Labour Service Fishing Traders Others


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Land Holding Pattern

1-7 Bigha35%

7-15 Bigha21%

15+8%

Landless 36%


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Annexure 8

The story of CMLIS (Community managed micro lift irrigation system )

Professional Assistance for Development Action (PRADAN ), an NGO comprising professionals in deferent fields, works for increasing the agriculture out-put and mitigating rural poverty in Bihar and Orissa plateau .One of the answers put forward by PRADAN is CMLIS (Community managed Micro Lift Irrigation System) for proper management of water resource of the region to increase agriculture out-put. Till March ’99, PRADAN has assisted groups of small farmer to build 497-lift irrigation scheme in Bihar and Orissa plateau. Around 19000 acres of land already covered by these schemes and more than 17000 family benefited by assured irrigation. ARIASP society and RGVN, than state nodal NGO, sponsored an exposure of CMLIS in and around Godda district of Jharkhand state. The team for exposure was consists of irrigation official, NGO workers and cultivators of rural Assam. They came across several CMLIS in Godda District. They saw and came to know about technical aspect of CMLIS,the idea of community management, the spirit of self-reliance and co-operation among the cultivators in Godda district, Jharkhand state.

Coming back to Assam NNGO, Irrigation official and the cultivators decided to implement such small-scale lift irrigation scheme which entail comparatively low capital cost, using local materials where ever possible and exploit available surface water resources that are often neglected in conventional irrigation planning. So, participant member of the exposure team request ARIASP society for necessary funding, approval etc. for some CMLIS in Assam. ARIASP society come forward to help needy cultivators of rural Assam and also to increase agricultural product of the state with some specific terms and condition.

The modal of CMLIS is tailored to the requirements of cultivators owning small plots of land and having close ties among them and in a region where electricity is either scarce or uncertain. It is determined that installation, operation and maintenance of the scheme have to be collective a affairs. Further, the equipment so designed that the users themselves can maintain it. Moreover the spare parts are to be available with local market. There is also the need to choose the equipment in a way to ensure that the operating cost can be minimized without spending excessively on capital cost. Considering this entire factor, the choice fell on pump-set driven by diesel engine in the range of 5-8 H.P with under ground pipeline distribution system having maximum length 750 mtrs. To strike a balance between operating cost and capital cost 160 m.m dia PVC pipe having working pressure 2.5 Kg./sq. cm is selected. The design is considered to be suitable for operated and maintained by users themselves. At the same time it is suitable to irrigate efficiently a small command area about 10 to 12 hect. An under ground pipe line system offers many advantages over open channel, which can be laid uphill or downhill and reduces length of field channel.


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Water pumped from intake point may be delivered directly into the pipeline system. Other advantages of such system are: - 1. Loss of head is small 2. Both evaporation and seepage loss is eliminated. 3. No clogging by vegetation growth and silting. 4. Interference and illicit tapping of water are entirely eliminated. 5. Longer life at minimum maintenance cost.

6. Easy for distribution, better control and labour saving. Further, in implementation of CMLIS farmer are free to adopt their choice for over ground canal system also.

It is no means a easy task to set up CMLIS (Community managed

micro lift irrigation system) in rural area of Assam. Agricultural practice remain quite back dated among the cultivator of rural Assam. The traditional Kharrif crop is generally cultivated and after harvesting the paddy leave the stalks free in the field and let the cattle graze around freely. They never give stress on Rabi crop or multiple cropping system and agri. production practices. Agriculture planning using modern method is not properly in sight of the cultivators.

Further, convincing the villagers, the cultivators were a tough proposition. Initially the cultivator thought that like many other government scheme the CMLIS would fail and their land would remain useless as ever and investment in the project would be value less. Considering the failure of several government development projects, the fear of the cultivators was not entirely base less. So it took much time and patient work in the part of NGO and irrigation department officials to dispel the doubts of the cultivators. Due to identity crisis and rural people’s limited experience with NGOs and irrigation officials it was almost a passionate task. Holding several meetings with cultivators and irrigation officials by NNGO, they try to gain the people trust and persuade them to opt for a CMLIS of their own paying 30 % cost of total project amount as upfront. Cultivator can pay the 30% upfront with cash or kind and part of it by giving free labour during implementation of the scheme under technical guidance of irrigation department. Once the target groups of cultivator come to know the terms and condition, steps to be taken to opt a CMLIS of their own, here come into existence the Water user’s associations. The nodal NGO of the district guides the benefited cultivators to adopt a formal resolution to form a water user's association consisting all benefited cultivator as member and selecting or electing the office bearers such as President, Secretary, treasurer etc. NNGO also guide them to open a bank account and get registered under the societies Registration act, XX1 of 1860. All the WUA members supported towards contribution of seed fund and all organizational matter in implementation and development of CMLIS. Thus the participatory approach is ascertained. To gain the cultivators trust an agreement is signed between the water users association and irrigation department on behave of ARIASP society. It is inserted in the agreement that handling of fund will be done by the Irrigation Implementation Committee (I.I.C), which is headed by Deputy Commissioner or his representative as chairman, the president of WUA as the vice-chairman and


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Secretary of WUA as the member Secretary of the committee with members from NGO, irrigation department and WUA. I.I.C will have a bank account to control the fund of the project and to be operated jointly by a member of WUA, selected in I.I.C meeting and chairman of I.I.C (pre-agreed). Case Study A

NameCMLIS:-Pub-KataratiCMLIP.O Tewaripal,Sootea,Sunitpur,Assam Name of WUA :- Pub-Katarati Water user’s Association,Pub-Katarati Nos.of farmer :- 10 Command Area :- 73 Bigha Cost of project :- A.A Rs. 2,03,140 .00.

T.S Rs 1,40, 739.00 ARIASP Share :- Rs. 98,517.00

Farmer’s Share :- Rs. 42.222.00 Total length of

Under ground pipe:- 445 mts. Size of pipe :- 160 m.m dia P.V.C pipe (Supreme),2.5 kg/sq.cm.working pressure.

Nos of outlet :- 4 nos Date of completion :- Jan ’03

The CMLIS at Pub-Katar ati was first initiated by CADAT,nodal NGO of Biswanath chariali. Pub-Katarati situated at about 70 K.M from Tejpur, the district head quarter of Sunitpur district. The main inhabitants of the area are hard working Muslim community. The area is severely flood porn and it is not possible to cultivate sally paddy, hence they initially opt for other seasonal crop without any irrigation facility. Several meeting hold by Cadat along with irrigation department officials at pub_Katar ati and it was pleasant surprise to find that the local farmers were thinking to have a irrigation facility in their flood effected field so that they can use their land during Boro paddy and Rabi crop season. Pub-Katarati is the first CMLIS commissioned in Assam in Jan03 and the cultivators raised Boro paddy for the first time under assured irrigation facility. Pub-Katarati WUA decided to utilized about 50% of their command area for the first paddy as it was already late for transplantation of boro paddy and farmer was not squinted with raising of Boro paddy. In their WUA meeting they decided and shared the land holding for boro paddy as bellow 1. Kader Ali 3 bigha 2. Saheb Ali 5 " 3. Bokar Ali 5 " 4. Abdul Wahed 1.5 " 5. Bhula Shaikh 3 "

6. Ochiulla 3 " 7. Nur Kachim 3 " 8. Musha 2 " 9. Nur Islam 3 "

10. Suraj Ali 4 "

All together an area of 32.5 bigha of land was covered by boro paddy under the scheme and the yield was about 15,500 kg of boro rice. But due to late transplantation i.e Feb03 , uncertified seedling and early flood in the area all farmer


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could not harvest the paddy in time and fully. So the yield is not as expected by farmer. In their WUA meeting all farmer decided to rectify the process of cultivation of boro paddy and transplant boro paddy in time with certified seedling, using correct amount of fertilizers in coming season after already chalked out Agiculture planning for Rabi crop .In their first boro paddy they used fertilizers as bellow

Gobar :-100 kg./bigha Urea :-18 to 30 Kg./bigha Super :- 4 to 6 Kg./bigha

Potash :- 10 to 12 Kg./bigha

From the above pattern of using fertilizer it is come to the notice of the farmer that while using higher quantity of urea the yield is higher. Further they run the pump-set about 512 hrs to irrigate the area of 32.5 bigha of boro paddy. Pub-Karatati WUA maintained the following document as a part of book keeping: -

1. Contour map of command area. 2. Log-book for pump-set operation. 3. Crop register 4. Asset register. 5. Cash book. 6. Minute Book Pub-Katarati WUA introduces coupon system for water sharing and to sale water to its member. At present they charge Rs.10.00/hrs for running of pump-set to irrigate cultivable land of its member.

Case study B Name ofCMLIS :- Rajabheti CMLIS ,,P.OMonijarani,Bahbari,Sunitpur Assam Name of WUA :- Seuji Water user’s association,Rajabheti .Nos of farmer :- 14 Command area :- 74 bighas Cost of the project :-AA Rs. 2,01,301.00

TS Rs. 1,74,420.00 ARIASP share :- Rs. 1,22,094.00 Farmer’s share :- Rs. 52,326.00 Total length of Under ground pipe:- 633 mts. Size of pipe :-160 m.m dia P.V.C pipe(Supreme),2.5 Kg/sq.cm working pressure Nos. of outlet :- 5 nos. Date of completion :-Feb.03

The CMLIS at Rajabheti first initited by nodal officer irrigation(M),Sunitpur district and introduced to TDMS, the nodal NGO Sunitpur. It is situated at about 15 K.M from Tezpur the district head quarter of Sunitpur district. Inhabitant of the project area is mainly ex-tea garden labour having small land holding. During interaction with the farmer of the area it come to notice that the area is not suitable for S.T.W. The only way is to lift water from near by Ghagra rivulet. During discussion in the meeting held at Bahbari Bagicha School, arrange by TDMS, Tejpur the cultivators’ shows their interest to have a CMLIS. This is the second CMLIS commissioned in Assam in Feb03. The farmers of this CMLIS decided to cultivate Ahu


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paddy for the first time under assured irrigation facility. The farmers of this project are happy with the outcome of the ahu paddy and feel secured. They also chalked out a massive program for Rabi crop in their WUA meeting. Altogether 34 bighas of land covered in ahu paddy as below

1. Ishrail Bhengra 5 bigha 2. Suleman Bhengra 2 " 3. Kaleyan Harumuchuh 2 " 4. Guddu Shanga 2 " 5. Karma Munda 2 " 6. Deben Bhangra 2 " 7. Adam Heranga 3 " 8. Namjan Tapno 5 " 9. Kushal Thela 2 "

10 .Lachit Choudhuri 3 " 11. Dag Bhengra 3 " 12. Kuwar Munda 2 " In cultivation of Ahu paddy the farmer of Rajabheti CMLIS use fertilizer as bellow

DAP :- 8Kg/bigha Potash :- 3to 4 kg/bigha Super :- 6 kg/bigha Urea :- 7 to 8 kg/bigha

The total production was about 12,000 kg of rice, against a total expenditure Rs.8497.00 (including seed, fertilizer and irrigation). Though it is bellow average the, yield was 370 kg per bigha. While interact with the farmer it is reveals that Suleman Bhengra lend out only 6 katha of land to Marshal, a land less fellow farmer of Rajabheti to cultivate Ahu paddy. Marshal’s crop yield is about 500 kg. of rice and he is very happy with the out come. In earlier days marshal manage his family only for 8 to 9 month of the year from the saly paddy. He is very happy now because he need not go for loan this year and supposed to save about 100 kg. of rice. The farmers under this scheme also chalked out an Agriculture planning for Rabi crop.

Book keeping etc. are as like as Pub-Katarati CMLIS, here also farmer introduce coupon system for water sharing and selling water to its member.

Summary Several hurdles come in execution of CMLIS in Assam. First the availability of

160 m.m P.V.C pipe with 2.5 Kg./sq.cm working pressure and 8 H,P diesel pump-set with suitable pump. During market survey it is come to notice that 8H.P pump-set is readily available with the pump-set dealer against delivery time 7 to 10 days. The spare parts also readily available in the local market .But 160 m.m dia P.V.C pipe with 2.5 Kg./sq.cm was not a common product in local market as the use of this item is very limited in Assam. All that are now thing of past, 160 mm dia pipe are now available in the market against delivery time 15 to 20 days after introducing the CMLIS in Assam. Though initially 34 nos. of CMLIS was administratively approved by ARIASP society, only 23 nos. of CMLIS technically accorded by irrigation department. Out of 23 nos. of CMLIS, 16 nos already commissioned ie, 5nos. in Kamrup, 3 nos in Kokrajhar , 4 nos. in Sunitpur 1no. in Darrag,1 no. in Cachar,1 no. in Jorhat 1 no. in Morigoan Disrtict. Necessary arrangement has been made to commission of the remaining CMLIS by month end of Jan.04.


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SOME OF THE CAPACITY BUIDING PROGRAMMES UNDER CMLIs

3. Hamlet Based Agriculture Planning:-

Training for Hamlet based Agriculture planning was organized by SMU.ARIASP society, Khanapara dt. 30.10.03 to 3.11.03 . Mr.A. Jana and D. Choudhury from PRADAN,a leading NGO act as resource person in the training process. The main objective of the training was to trained up some of farmers from CMLIS (Community Managed Micro Lift Irrigation System) and activists of NNGO.

Altogether 32 nos. of participant from NNGO and farmers of CMLIS joined in the training as per schedule bellow:- 30.10.03 Classroom training at Guwahati. 31.10.03 Market survey and class room at Guwahati 01.11.03 Site specific Agriculture planning at Rajabheti and

Bahbari bagicha CMLIS, Bahbari,Sunitpur, Assam. 02.11.03 continued.

03.11.03 Consolidation and presentation at Naltoli Agriculture Training center and back to Guwahati.

It is felt that the market survey is outmost necessary in the process

of agriculture planning and market linkage. The time and demand of various crop and its prices etc. could only be ascertain from local market survey. So, during the training it is decided to survey the Machkhowa market, Guwahti on 31.10.03. The fact after the survey is found as bellow : -

The marketing net work of Machkhowa Market is Producer~Dalal(the middle man)~Gaddi(whole sale)~Retailer then to consumer. The table bellows showing the wholesale market price of some of the vegetable during sept. and Oct. in Machkhowa market, Guwahati surveyed on 31.10.03.

Vegetable Period Price production belt Potato Sept. Rs7-8/kg. Shillong Oct. Rs.10-11/Kg. Do Pumpkin Sept. Rs.4-5/kg. N.Bengal,Garohill Oct. Rs.7-8/kg. Do Reddish Sept. Rs.5-6/kg Shillong Oct. Rs.8-9/kg Do Chili Sept. Rs.8-10/kg Lanka,Lamding,Sarupathar Oct. Rs.20/kg. Do Squash Sept. Rs.4-5/kg. Shillong Oct. Rs.6-7/kg. Do In the planning process each family (the head of the family and female member who are taking part in family matters) of one hamlet are involved at a time. They need to sit for two days meeting to work out the action plan for


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the coming years. During the training process meal are given to all participant irrespective to member farmer of the scheme.

Introduction :-Programme start with self introduction.

Ice breaking :- Method applied to bring the attention of farmer to the objective. After introduction farmers are requested to sings songs. It may take time to start a song by the farmer, the resource person need to wait for that.

Family code and name slip distribution :-A name slip is given to every participant where every family is coded with a number. If two persons come from a family they will have the same code number in their card. They are requested to pin up the card in their chest and during the entire programme the number will be used as reference number of the family.

Responsibility Game : -This is an exercise for responsibility sharing. The farmer may play several games during the exercise where the facts of responsibility easily understand. While undergoing the process it is felt that the game should be so designed to induct the fact of responsibility in the game they play with the farmer. Where it is necessary to improve the game played for responsibility sharing.

Ownership mapping : - Generally in a cadastral map, participant with facilitation of resource person requested to identify their land. Otherwise the farmer are requested to draw a map showing the position of their land in the command area with the help of resource person. These are divided in to cluster of plot and encircled by deferent colour and name. The code numbers of the participants are marked in the cluster showing their area in the particular cluster.

Last year land use and Format mapping :-As soon as the ownership mapping is complete, each farmer is requested to look back. They are asked what they did in past year in each cluster of land Infrastructures, used area, available irrigation and gaps for doing better agriculture etc. A format (Format-1) as bellow is used to documented the above information.

Format-1 Name of Scheme;- Name of WUA :- Code no.

Name of the farmer

Area in bigha

Utilisation of land last year

Infrastructure available (irrigation and other)

Gaps


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Family data :-Also in the same sub group family level data such as numbers of family ,land holding ,migration ,duration of migration and food sufficiency etc. are also collected and documented in format -2 as bellow.

Format-2

Family knowledge base on agriculture : -A study is conducted to know the each and every farmer’s actual general knowledge about agriculture. Farmer’s knowledge on seed, fertilizer, irrigation, cost benefited etc are also documented.

Field visit :- The farmers are insisted to visit their field with the resource person. In the field they will observed and discussed about the soil condition, type, present cropping pattern, infrastructure used and unused, etc. and identify the gaps for batter agriculture and proper land use. These are also documented in proper form. During the visit a study also conducted about the farmer’s household, homestead cultivation, quantity of live stock, other means of income such as handloom etc. and recorded.

Pre planning visioning exercise :- After all above exercise a chart is prepared with the figures as shown in fig 1 . The pictogram shows two sets of human faces. In the bottom faces are shown very unhappy and the top set are happy. The lines in between the sets of figure represent the steps or ways from sorrow to happiness (bottom to top.).Now the families with their members come in front of the chart and they are requested to think and show their position where they were in last year, towards sorrow or towards happiness. This process may take time, resource person should wait and elaborate the fact clearly so that farmer easily understand. After this the same family requested to think again and show their position they want to be this year or in near future. As they show their two positions in the chart, than a line is drawn connecting both point showing the path of the family's advancement they desire. The facilitators help the family to make their destination plan (the Agriculture planning) with the help of data generated in the subgroup and in the field. The exercise is done with all families

Migration from family

Nos. of family member

Total land holding Name of farmer

Total Working Upland Medium Lowland Total

Irrigated area

Male Female

Where Duration of migration

Food sufficiency Additional source of livelihood


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and then participant are asked to look again into the chart paper to see the reflection of their own position, their preset position and how far they want to go in coming year or in near future.

Fig-1

Action plan : - Now the participant farmer knows where they want to go in the coming year or in the near future. To reach their goal and keeping it in mind, they are requested to plan the utilization of their resources. Resource parson facilitates them with: -

1. Option generation (to generate alternative land use) 2. Cost benefit analysis 3. Prioritizing.

4. Support needed. 5. Financial planning., 6. Linkages planning 7. Consolidation of action plan.

Before this planning process the resource parson should have the details information about the local markets and agriculture practice etc. The information are documented in a format, ie Format-3


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Format-3

Name of Scheme;- Name of WUA:-

Crop to be grown in the coming season in deferent land

Name of land

area Option cost Expected income

Expected incremental benefit

Prioritization

Support Needed

At night resource person with help of participant farmer consolidate the data generate. Consolidation of action plane :- Consolidation of the action plan is done and documented in a format as shown bellow .Details is discussed in a meeting organized next day, and presented before the community for any change ,addition and alteration.

Name of Scheme: - Name of WUA:- Name of Farmer

Details of crops

Area Investment Expected benefits

Summary :- The training programme was organized at Rajabheti and Bahbari CMLIS site . The participant was divided into two groups and entrusted to prepare Agriculture planning for Rajabheti And Bahbari CMLIS separately under observation of resource person from PRADAN. Though the training programme was a great success still we need to focus on 1. During ice breaking session much sons etc. may lead the cultivator to no return point. 2. The responsibility game should be such that the inner mind of the farmer so sensitized and they automatically feel the responsibility. 3. There should be proper time schedule and session schedule. 4. Facilitator should be more intensive to activate the participant. Polite taking, care for sentiment of farmer etc are to be taken into account while talking with the farmers. 5. It is necessary to try to drag out the actual answer from the participant; answer should not be disclosed earlier. Proposal:- It is proposed a District wise market survey for cost analysis of agri. Product and demand. Also a tentative programme has been chalk out for Agriculture planning in each CMLIS. b) Training on Book keeping, Accounts and O & M of pump-set:- Module Summery

PRE-LUNCH DAY ONE

Session one Registration and self-introduction of the participants (For all participants)


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Materials required: - Training center, Register and pen/pencil Activity: - Participant, Resource person, Trainer and organizer. Time required; -30 min.(9.00 AM--9.30 Am) Session two The need for Book Keeping . What are the Various Book and (For all participant) records Materials required :- Chart paper, Sketch pen/marker, sample of various books and record. Activity: Resource person Time required:-60 min. (9.30 AM--10.30 AM) Tea break, time 15 min .(10.30 AM--10.45 AM) After tea break participants will seat separately for Account training and O&M training For O & M training Session three Rule and responsibility of pump operators. Details of pump Registers. How to record the pump register and why? Materials required:-Lecture, Board, Chalk/marker, chart paper.

Sketch pen/marker, sample of pump-register. Activity:- Resource Person. Time required: -90 min. (10.45 AM--12.15 PM) Session four Group Discussion/Exercises Materials required:- Chart paper, Sketch pen/marker Activity: - Participants Time required:-30min.(12.15 PM--12.45 PM) LUNCH BREAK (60 Min.) ( 12.45 PM--1.45 PM) POST LUNCH Session five Energizers, Games Materials required:- Story , Games Activity: - Participant and the trainer. Time required:-30 min.( 1.45 PM--2.15 PM) Session six What is pump and Engine? Materials required: - Lecture, Drawing of pump-set, blow-up. Activity: - Resource person/Trainer Time required: - 30 min. (2.15PM--2.45 PM) Session seven Tools and maintenance materials required. Materials required: - Lecture, tools and list of tool, maintenance Materials such lube oil, grease, and waste cotton Activity: - Trainer Time required: -30 min. (2.45 Pm--3.15 PM) Tea break (15 min) (3.15PM--3.30 PM) Session eight a. Identification and visualization of different area and spares Pump-set.

b. Idea on Starting and stopping of engine, Checking oil level, fuel level, dynamo, starter, cooling and lube oil system.

c. Priming of pump set. Materials required: - Lecture, Pump-set, drawings. Activity: - Trainer Time required: -120min. (3.30PM--5.30 PM) Conclusion of 1st day PRE-LUNCH DAY TWO Session one Recap and group Discussion. Materials required:- Board, pencil Activity:- Participant, Trainer Time required:- 30 min (9.00 AM--9.30 AM) Tea break (15 min.)(9.30--9.45 A M)


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Session teo Practical (Practical should be at field pump house with pump-Set)

1st stage • Pump foundation • Alignment of the pump-set • Oil level checking • Fuel level checking • Cooling water connection checking • Suction and delivery connection checking • Priming of the pump-set • Starting and stopping of the pump-set

2nd Stage • Diesel filter checking and changing • Lub oil filter checking and lub oil changing • Dynamo, starter and battery checking. Electrical wire

Connection checking. • Maintenance of pump • General maintenance of Engine.

Materials required: - Pump-set at project site, Tools, Wast cotton, Mobil, Diesel, Diesel filter, Mobil filter.

Activity: - Participant, Trainer, Resource Person Time required: - 210 min. (10.00AM--1.30 PM) LUNCH BREAK (90 min.) (1.30 PM--3.00PM) POST LUNCH Session three Energizers, Games (class room) Materials required: - Stories, Games Activity: -Participant, Trainer Time required: - 30 min. (3.00PM--3.30 PM) Session four Safety and precautionary measures

Materials required: - Lecture, Board, pencil, first aid kit and list. Activity: - Trainer /Resource person. Time required: - 30 min. (3.00 PM--4.00 PM) Tea break (15 min) (4.00PM - 4.15 PM) Session five Group Discussion and Question & Answer Materials required: - Board, Pencil, and lecture Activity: - Resource Person and participant Time required: - 45 min. (4.15PM--5.00 PM) Session six Valedictory

Conclusion of second day training and the process For Accounts and other book keeping Training Session three Rule and Responsibility of bookkeeper. Details of cashbook, ledger, receipt and account related books and record. Its up-keepment and importance. Materials required:- Board, pencil, Cash book, ledger, receipt,

lecture Activity: -Resource Person Time required: - 120 min ( 10.45 AM--12.45 PM) LUNCH BREAK (60 min.)(12.45 PM--1.45PM) Session four Energizers, Games Materials required:- Story , Games Activity:- Participant and the trainer. Time required:-30 min.( 1.45 PM--2.15 PM) Session five Methodical cash book entry. Materials required: -Board, pencil, and sample copy of cashbook


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Time required: - 45 min.(2.15 PM--3.00PM) Tea break (15 min)(3.00PM--3.15P.M) Session six Exercise on account keeping Materials required:- Board, pencil, chart paper, sketch

pen/marker And questions. Activity:- Participant and Resource person Time required:- 60 min. (3.15PM--4.15PM) Session seven Home assignment on account keeping Materials required: -Board, pencil, and chart paper, sketch pen/

marker Question to assign. Activity:- Resource Person Time required:- 30 min.(4.15PM--4.45PM) Session eight Group discussion and Question & Answer Materials required:- Board, Pencil, lecture Activity:- Resource Person and participant Time required:- 45 min. (4.45PM--5.30 PM)

Conclusion of first day training

PRE-LUNCH DAY TWO

Session one Recap and group Discussion. Materials required:- Board, pencil Activity:- Participant, Trainer Time required:- 30 min (9.00 AM--9.30 AM)

Tea break (15 min.)(9.30--9.45 A M) Session two Review on home assignment. Materials required:-Board, pencil, assignment paper Activity:-Participant Time required:-60 min.(9.45 AM--10.45 AM) Session three Details of Stock and Crop register, record entry in the Crop

and Stock register. Materials required:- Lecture, sample of stock and crop register,

board Pencil. Activity:- Resource person Time required:- 60 min ( 10.45AM--11.45AM) Session four Exercise on Stock and crop register Materials required:- Board, pencil, chart paper, sketch pen/marker And questions. Activity:- Participant and Resource person Time required:- 60 min. (11.45 AM--12.45PM) LUNCH BREAK ( 90 min.) (12.45PM--1.45PM) Session five Energizers, Games Materials required:- Story , Games Activity:- Participant and the trainer. Time required:-30 min.( 1.45 PM--2.15 PM) Session six Review, Group discussion and Q/A Materials required:- Board, Pencil, lecture Activity:- Resource Person and participant Time required:- 60 min. (2.15PM--3.15 PM) Session seven Fish bowl Exercise ( A fish bowl is a description for a particular

type of exercise thus named because it is comparable to


77

observing fish in a transparent fish bowl. The participants in the role-play are like the fish in a bowl, and the observers quietly observe the proceeding from a certain distance. It is a method that can be used for analysis of training and group process or to monitor the effectiveness of a group discussion and training.)

Materials required: - Board, pencil, writing paper, and pen. Activity: - Participants Time required: - 60 min (3.15PM--4.15PM) Session eight Debriefing session to high light the important points or

issues raised by the participant. Materials required: - Board, pencil, writing paper, pen. Activity: - Participants and resource person Time required: - 45 min(4.15PM--5.00PM) Session nine Valedictory Conclusion of second day training and the process. Highlight: - The Module aim is what we want to achieve in Book keeping and O&M training in the long term by conducting this training. The learning objectives are more important what participant should be able to explain or demonstrate immediately after training. The Module divided into sessions; schedule the sessions so that adequate time is available for a group of minimum 20 participants without interruption. c) Exposure Visit to PRADAN, Chaibasa, Jharkhand

The exposure visit to Chaibasa, West Singhbhum District, Jarkhand State was made from 16.01.04 to 22.01.04. Through initially all together 33 nos of member supposed to attend the trip, only 29 member actualy take part in the exposure trip. Ultimatly 4 0fficers from Irrigation department,7 member from NNGO, 1 officer from PIU and 16 farmers of different CMLIS attended the exposure in Chaibasa, Jarhkhand State. It was decided that the exposure and training will be focused on Agriculture planning in that area so that the farmers and other attended member make their way to have a actual agriculture planning here in Assam also.On our request PRADAN responded and a training schedule also finalised as bellow

Date Place Content Remark

18.1.04

19.1.04

20.1.04

Group-1 Banjhikusum Group-2 Toira

Raghoi

Chakradharpur

Overall approach and different Phases of CMLIS. Field visit to different plot, agri.package

Training Programme on Agriculture practice , concept of SHGs, linkage between SHG and WUA

The session will start at 9.00AM,at 1.30pm there will be lunch break, then the field visit to the LI site . At 5 p.m there will be tea break followed by discussion with PRADAN and villagers. At 8.30 PM thre will be dinner followed by cultural programme. The will take breakfast at respective place of staying and than leave for Raghi for training on Agriculture practice. Lunch will at


78

Phases of irrigated agriculture, Record keeping and accounting system, Crop plan, schedule of crops, Agriculture pakages.

Raghoi. Then at 6 PM will be left for their respective place of stay. In the evening there will be discussion with the villagers and PRADAN followed by cultural programme The team will leave for Chakradharpur from their respective place of stay after having break fast. Discussion will start at Chakradharpur at 10 AM. Ther at 8 Pm the team will leave for Guwahati.

It was proposed that unlike earlier exposure this time all participant member will stay at villages of LI project of the Chaibasa area,so that the participant member have much time and can take opportunity to interact with the local farmer of LI project of Jarhkhand State and collect necessary information on process of Rabi cultivation, crop variety, seed, fertilizer used, process of using fertilizer and irrigation water etc. Accordingly as per arrangement of PRADAN the team divided into two group and stayed in two different villages of LI project.

Group -1 place- Bhanjhikusum 1 .Budhin Chanmai 2. Nipen Gogoi 3. Symal Das 4. Kalam Uddin 5. Lakhi Ram Deka 6. J.Burman 7. Dinesh Burman 8. Bipra Burman 9. S.Islam 10.J.P.Bordolai 11.Amrit Baisya 12.Girish Bordoloi 13.Swapan B Roy Group-2 place Toira Village1. Dhiren Deka 2. Deben Bhengra 3. Romen Rajowar 4. Hemanta Baisya 5. GaneshKalita 6. Raja Basumatari 7. Kamal Burman 8. Ananta Burman 9. S. Islam 10 Sanjib Kalita 11 Dipak K Baruah


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12.Abani Kalita 13.Gauranga Debnath 14.Pulak Sarmah 15.B.Roy Medhi Both the village are remote village,Toira situated at about 18 KM south-west of Chjakradharpur,in the Block Sonuwa, District West Singhbhum, Jarhkhand State. Similarly Bhanjhikusum village also situate at about 5 KM from Chakradharpur in the west direction.Both the village constitute with undulating topography, upland with hilly track. Group -2 halted at Toira village Nishi Tola, which has atleast 50 house holds with literacy rate 25%(Women 5%).Presently primary occupation of the villagers is cultivation and daily wage.But before 1999 there was only 5 small farmer in the village and the rest were BIDI mazdur. Their daily income was merly Rs.10-12/day. I.e Rs5/1000 bidi .which make there their life miserable. Farmer was dependent on rain fed agriculture. Since the land were undulating and hilly it was almost impossible for rainfed cultivation also. While PRADAN first come to the village, some of the farmer was not so much interested in the LI project. PRADAN believe in see and learn concept i.e. exposure to the fact. So, PRADAN took some of the villagers to the Raghoi village were one LI project already installed. After seeing the LI project at Rag hoi village, farmer of Tiara village also take interest in such project and after active support from PRADAN the much sought LI project implemented in Tiara village in 1999. Now more than 85% villagers are engaged in irrigated agriculture and earning their livelihood at ease and living happily then ever before .The villagers of Toira village form the Water User’s Association for management and implementation of the LI project. The WUA,Toira Kishan Raj Sichai Samity constituted with more than 50 general members ,one from each farmer family and a 15 member executive committee elected from the general member. During interaction with the group-2 Abhimanyu Nayak, president, Harendra Kr. Ram, vice president, Dharmendra Kr. Ram , Secy. Ram kr. Khandait, pump-operator, Sib shankar Naik, Jogyeswar Khandait, J.B.Khandait, Gumai ch. Naik, Nandalal Naik, Bhubeneswar Naik, members were present. The executive committee meets once in a month to short out the difficulties and to draw modalities to run the WUA. The group member interact with the farmer of Toira village about equal water sharing to its member farmer and the group member found the process adopted by them is very effective in water sharing to its member farmer. The willing farmer members need to buy coupon to run the pump-set and to irrigate his land. The coupons are issued for 15-minute duration at a rate Rs. 12.00 per hour. Any member can buy coupon for the duration he need to run the pump-set to irrigate his field. Once a farmer buy his coupon in cash and handed over to the pump operator, who in turn take the starting handle from secretary to execute the demand of irrigation. The farmer utilizing the facility of running the pump-set has to refilled the actual amount of diesel consumed into the diesel tank of the pump-set. The diesel tank of the pump-set always kept full and pre determined the actual stock. From the Rs. 12.00/H. WUA decided to pay Rs.5.00/H to the pump operator and kept the rest money for repairing and maintenance of the LI project. In this process the WUA has become self reliant in operation and maintenance of


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the LI project. They had not only contributed for installation of their 2nd LI project, but they posses a cash balance of Rs. 4001.00 with the bank as on 31.12.03. An excellent book keeping process also adopted by the Toira Kishan Raj Sichai Samity The books they at present maintained are 1. Cash Book 2. Ledger Book 3. Operator Register 4. Coupon Book.etc.Group member checked the book and record kept by the WUA and visualized the process of upkeepment.

In the mean time PRADAN organized the DIDI (Women folk) of the village and give the concept of SHG, initiate formation of SHG and its field activities.In the year 2002 first women SHG come to exist as Jai Bajrangabali Mahila Mandal with 20 members. Now there is 3 such SHG in the village. The SHG sits once in a week and collect weekly saving from its member and decided key issue of the group, disbursed loan to the needy etc. They have excellent book keeping system all innovated by PRADAN. The farmers of Toira Kishan Raj Sichai Samity need sufficient credit during Rabi crop programme. After formation of the SHG, member of the SHG come forward to help the cultivators giving loan to the woman member of the family at easy term and interest. From the record of Jai Bajrangabali Mahila Mandal it is found that an amount of Rs.11.440.00 was given loan for agriculture during Rabi crop. From the area of 6.71 acres of land in Rabi crop season produce was an amount of Rs.1,13,965.00, thereby inflicting a gross profit of Rs.1,02,525.00. Thus the first day dt.18.01.04 ended after cultural pogramme in the night. As per schedule both the team reach Raghoi village at about 9.30 AM after having breakfast at their village on 19.01.04.First both the team share with the

One member issue the coupon to the farmer and deposited the collected money in a box kept by another member. The key of the box kept by the third member of WUA.

Farmer buy the coupon in cash and handed over it to pump operator, who execute the operation of pump-set and kept the coupon with him.

During the schedule meeting of WUA the box is open in front of other member, count the money, tally with the coupon with pump operator. OK! Yes, all member agree .

During urgency of money the box may be opened but in front of WUA members only.


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farmer of Raghoi village. The LI project first installed here in the year 1996. Sri Kabiraj Murmu, President Raghoi Kishan Raj Sichai Samity narrated how good fortune come to their village after practicing modern irrigated farming with active guidance of PRADAN .The Samity has 60 general member and command area of 15 H. The management system is same as in Toira village. In fact ,Toira village got motivated with way of Raghoi management and adopt the same model of management for their LI project. In Raghoi village there is two mahila mandal,Skriti Mahila Mandal and Kherowa Jumit Mahil Mandal constitute by local women flok.Both the mahila mandal,the SHG group actively collaborate with the WUA and managed the capital needed for cultivation by way giving loan to the female member of the family who is also a member of the mahila mandal. During interaction Mr. Murmu let the group know about the cluster level samity of WUA. The cluster level Samity of WUA generally used to purchage bulk quantity of seed, fertiliser etc and distributed among the member WUA and thus the farmer get seed, fertiliser etc.in less cost than that of open market. The next session on Modern Agriculture practice begin just after interaction with the farmer in the community hall of local Mahila Mandal. Sri Anil Burma, Agronomist, PRADAN act as a resource person in this session. Measurement of land: -Measurement of land is very important. Common unit is Decimal. This system of measurement is necessary because in modern days all measurement are shown in decimal, for example ,say Brinjal seed-10gram /decimal, pesticide 1ml/DM etc.If the farmer have the general knowledge about this system of measurement it will be a great help. 1Decimal = 436 sq. ft. 100 DM = 1 acre. Land preparation :- Proper land preparation is very important. Land should be ploughed at least for three times to a depth of 6". The first ploughing should be by Disc hal, 2nd ploughing by Disc harrow and the 3rd by cultivator harrow than only the required depth of 6" could be achieved. Nursery:- Let area to be cultivated =1 DM Nursery bed size = 15’ lenght x 4’ wide x6" high Before sowing the seed to nursery bed 2 tokri of cowdung(60Kg ) and 1 tokri ash should be applied to the nurery bed 15 day in advance.Further 350 gram DAP and 50 gram Furadon also to be applied to the nursery bed i day in advance. Soil treatment :- First plain water to apply in the nursery bed and than a solution of Bevesten(2 gm in 1 ltr.) 30 ltrs. Needs to spray in the nursery bed. Seed treatment :-Seeds should be take in a pot with ample water. The healthy seed will drown and the unhealthy will float. Screening the unhealthy seeds the healthy should be used. Alternately seeds may be mixed with Bavistin/Thiram powder(2 gram per kg of seed). The seed should be sow in line in the nursery bed at a depth of 0.5 c. m and fill with cowdung powder. If the germination is not found till 15 days a solution of 1.5 ml endosulfon +10 grams urea in 1 ltr. water may be sprayed.The seedling should be taken after 21 to 35 days and to be treated hot by dipping the root zone in 54 c. hot water. Also the root zone may be treated by a solution of 10 ml Cloropyriphos in 1 lr. Water. Rodent control :-Efective measure for rodent control should also be taken in the field. One way of of such measure is applying Celphos tablet in the identified rat holes.


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Neutral Ph :- Ph range from 6.5 - 7 in soil is called neutral soil. Less than the above is acidic and above the range is alkaline soil. So, soil test is very much important to identify the range of Ph value and its nutrients in the soil.

Technique for higher production of Paddy .Nursery preparation

• Nursery should be done in 10 Dm of land for 1 acre of paddy land • Width of the nursery should bo 1-1.5 mtr. And the lenght should be done

according to necessity s that movement inside the field is possible. • 2-3 Kg of urea,2 Kg phosphate and 2 Kg potash should be applied in the

prepared land and before sowing the seed in 10 DM land. • 16 Kg of seed should be sown in 10 decimal of prepared land • Seed should be soaked for 24 hrs. in water and it should be left for germination

for 48 Hrs. before sowing in prepared land. Seeds should be sowed in line and the land should be wet then. Seedling get ready in 25 to 30 days from sowing. It should be transplanted within 30 days .

• Suitable duration for transplantation is as many weeks as the crop duration in months for a specific variety.

Preparation of main Land • If there is facility to grow green manure then Ghaincha, Sanai should be sown

before 50-60 days . • Plough the field after 50-6- days and to mix the Ghainch or sanai • If green manure can not be planted then plough the field with 2-2.5 tone of

composed in dry land and plough the land after applying irrigation. If field is ready transplantation is done in 3-4 days. Fertiliser application

• For transplanted Land32-40 Kg nitrogen,24 Kg. Phosphorous, 16 Kg. Potash. For 1 acre of land.

• Half of nitrogen, full of Phosphorous and Potash should be given in field before transplantation.

C CROP

PRACTICE

CABBAGE (For 1 decimal land )

Soil-PH 5.5 is most suitable, well-drained sandy or loam soil is preferred. Sowing Transplantation September October October November November December-January

After 10 days Weeding and apply Urea300 gram and Potash 200 gram in 1 decimal

12 days Carbendazim 2 ml/ltr of water to spray. Total required for 1 DM is 4ltrs.

20 days Weeding ,Top dressing Urea300 gram and Potash 200 grams 35 days do 45 days do


83

Spacing 45x 45 c.m (row x plant) Seed- Golden acre, Golden sun red etc 1-1.5 grams Nursery preparation-as above Borux 100 gram /decimal if there is boron deficiency. InsecticidesNeemabetrin/1 glass neem rash and 8 glass plain water may

be sprayed. Irrigation-Immediately after transplantation light watering should be given and

continued till the seedling are established and subsequent irrigation whenever necessary. Total five irrigation should be given.

CHILLI (for 1 decimal land )

Sowing Transplantation Nay-June June -July July-Aug Aug -Sept. Nov.-Dec. Dec.-Jan. Seed.-NP46,Pusa Jawala, Suryamukhi etc. 5 grams Spacing-45 x 45 c.m (Row x Plant ) Transplanting -25-30 days seedling or 8-10 c.m long preferred After 7 days Weeding, apply urea 300 gram an Potash 200 grams 21 days Weeding apply Do 35 days Weeding apply Do Weedicides - may be used Yield -32 Kg of green chilli per decimal (approx. 6 Kg of dry cilli) Economics - Input -Approx. Rs 800.00/ 10decimal Output - Approx.Rs 3200.00 /10 decimal (320 Kg x Rs. 10.00/Kg.) Net profit - Rs.2400.00/10 decimal

Brinjal (For 1 decimal land)

Varieties -Long-Pusa kranti, Round -Pusa purple round. 2 grams for 1 decimal land.

Sowing Transplanting Oct.-Nov. January May.June June -July Jan-Feb. Feb.-March Transplanting - 25-30 days old or 10-15 c.m seedling should be transplanted at a

space of 2" from row to row and 2" from plant to plant. At the time of transplantation 2 tukri of cowdung ,300 grams of DAP,800 grams Potash ,50 grams Thiodon should be applied. Again after 7 days thiodon should be sprayed .350 grams of Urea to topdressing and weeding after 15 days. The same step to repeat after 40 day. 350 grams of Urea again topdressing after 50 days.. Plant protection -1. Spray Carboryl p/p 1.25 ml/Ltr. Water once or twice in a week. 2. Miraculon 2ml in a ltr of water is useful when the flower drops. 3. Endofil M45 2.5 ml/ltr. Water is usefull in damage of fruit. 4. Nimagon prevents decay of roots. Economics (10 decimal ) Input Rs. 928.00 Output Rs. 5450.00 Net profit Rs. 4522.00/10 decimal The detailed discussion on agriculture practice and economics was continued after lunch till 6.00 Pm in the evening of 19.01.04. Return back to Toira village Group -2 interact with the SHG group in their weekly meeting which was reschedule at 8.00 pm from 1.00 pm. All participant member was given a proforma to filled up with some data related to Rabi crop in the area. All member sit with the cultivator of the village and collect the required information in the supplied proforma till late night.on 19.01.04 and get ready in the morning of 20.01.04. 20.01.04 at 7.30 AM for break fast as per schedule .

Agar PRADAN bhai log hamara gaon nahi ata to abhi hum log bidi bana bana kar contractor ki hi gulam ban jata


84

This was an encouraging matter for the team leader. Both the team reach Chakradharpur at about 10.00 AM on 20.01.04. the schedule session started at about 11.00 Am, Soroj Mahapatra start the sessi on with the topic Irrigated Agriculture practice

The component of irrigated agriculture are 1. Infrastructure 2. Institution -The institution Involved in the project such NGO,WUA,govt. Agency etc. 3. Agriculture 4. Market. LIS activity Chart -1. Site Selection 2. Generating interest. 3. Profile Study. 4. Planning/ scheduling. 5. Survey and Proposal formulation 6. WUA a/c opening, operators training. The above activity is treated as pre implementation phase and take about 0-6 month. 7. Transfer of fund. 8. Labour contribution. 9. Physical Implementation. These activity are treated as implementation phase 10. Agricultural training . 11. O& M. these activity are treated as post implementation phase . Both the implementation and post implementation phase takes about 6-12 month. The other phases are 1. Stabilisation phase- 2years. 2. Self managed phase-1 year. Mr. Mahapatra narrated the activities and the phases to the participant member elaborately. After Lunch Mrs Tamali Mahapatra also brief on the concept of SHG Income - Expenditure= Savings is a wrong concept. The right concept is the Income- Saving = expenditure. Mrs Mahapatra discussed about the different phases in formation of SHG. PRE formation phase -to find target group, Where to form-Socio economical survey, rapport building, seed concept etc. Formation phase -concept seeding, norms and regulation. Stabilization phase Membership stabilised,norms are in place etc. Growth - need assessment by itself, conflict resolution etc. Withdrawal phase - in 3-5 years the mother NGO can withdraw. During the session Mrs. Mahapatra give the general idea about the cluster group and the book keeping of SHG. The participant members were tired and several serving of tea along with bihu songs by Mr. Changmai activated the participant. Mr. Anil Burma, Agronomist, PRADAN lastly speak on Humane civilisation as Hunting - Hunting+Fruits -Hunting+ Fruits +Agri product - Substance farming - Zoom cultivation -agriculture. Then the factor of production are Land, Labour, Capital, Entrepreneur/skill, Market, Environment Total 324 million H of Indian territory only 147 million H is agricultural land. Out of which 70% rain fed producing 45% of total production and 30% irrigated producing 55% 0f total agricultural output. Crop planning - It is a concept of inter cropping, mixed cropping and crop rotation. In inter cropping there is one main crop with one or two auxiliary crop. The main crop is generally long duration and the auxiliary crop is short rooted and of less duration(Sugarcane+Pea). In mixed cropping system there is two


85

crop of same interest at the same time and same field. One crop is generally long rooted and the other is short rooted and less duration.(Maize+Mong).Crop rotation is the alteration of cropping pattern,i.e Paddy-Tomato - Cucurbit/Maize-Early Potato - Late Potato/Paddy-Potato-Mung/Maize-Potato- Sunflower/Paddy-Sugarcane-Wheat etc.The 1 year span is Cucurbits-Cauliflower-Onion-Leafy Veg. And a 3 years span pattern is Maize- Potato-Sugarcane-Ratoon-Mung. Mr. Burma also discussed about insecticide from NEEM and some procedure extracting insecticide from neem and its application. The last session ended at about 7.45 Pm on 20.01.04 .The tired participant get ready to board the Koraput Express from Chakradharput to Guwahati.

The time frame was short for intensive training on agriculture practice. But the general training on agriculture practice by PRADAN with more than 200 professional was absorbing and effective to all participant member. The participant farmer and officers from irrigation department come across many new thing during the interaction with the local farmer and inhouse class room .As a team leader of the exposure team I would like to suggest one more exposure to that area with 10-12 members consisting official from irrigation, agriculture, NGO and Farmer for intensive training on Agriculture practice. Component: Minor irrigation Sub-Component: CMLIS Broad Objective: Assured Irrigation Facility

Key Objective

Activity Objective Variable indicator Strategies Time

1 Pre-Installation Phase

Site selection Generating Interest Profile study and Mapping Planning and details Scheduling Group formation Survey and proposal Project Sanction

Appropriate Site selection Socio- Eco Study Technical Study and Feasibility Generating interest on irrig. Agri. Concept operation of institution

Communicating the scheme through various media. Technical feasibility by ID Lively hood analysis by NGO Shortlisting of site by ID/NGO Community participation and WUA formation by NGO/ID Final selection and project sanction by AIRISP/ID/NGO

0-6 Month

2. Implementation phase

Notification of IIC (Irrig. Implementation Committee) Opening Bank A/C Transfer of Fund Labor Contribution Physical Implementation Training Agri.Planning Linkages etc.

Transparency Participatory approch Stack holders contribution Post implementation training

Fund realese by ARIASP by ARIASP Cash and labour contribution of farmer.by WUA Procurement of materials. By IIC/WUA Execution of Work by WUA/ID/IIC

6-12 month

3.Production Stabilisation phase

Water use efficiency Water sharing Equitable production Command area saturation Market linkage

Sustainability of the project

Trainning Exposur Workshop

12-24 month

4 Self management phase

Self managed Cluster level Management Assured market Collective Bargaining

Withdrawal

Training Exposure Work shop

24-36 month


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LIVELIHOOD ANALYSIS OF THE WUA OF TOKRADIA CMLI The random survey covers 15 families and 105 populations. The report is compiled on the basis of door-to-door survey, PRA exercise, group discussion and secondary source etc. The following are the findings of the analysis of the survey. 1.ReligionHindu: 100%

Hindu

Muslim Others

0%

20%

40%

60%

80%

100%

Hindu Muslim Others

Religion

Religion

2.Caste:General 46% OBC 54% Others 0%


87

Caste

46%

54%

0%0%

10%

20%

30%

40%

50%

60%

General O.B.C Others

Caste

3. Population Pattern

Male: 47% Female: 43% Children: 10%

Population pattern

MALE47%

FEMALE43%

CHILDREN10%

MALE

FEMALE

CHILDREN

4. Literacy:

Literate: 58% Illiterate: 42%


88

Literate

Illiterate

0

20

40

60

Literacy

Series1

Series1 58 42

Literate Illiterate

5. Level of education

Sl.No Educational Level Percentage 1 Primary 20%2 Upto VII th standard 14%3 Upto Xth standard 16%4 HSLC passed 20%5 HSpassed 7%6 Graduate 16%7 Post graduate 6.20%8 Others 0.80%


89

Level of Education

20%

14%16%

20%

7%

16%

6.20%

0.80%

0%

5%

10%

15%

20%

25%

1

Primary

Upto VII th standard

Upto Xth standard

HSLC passed

HSpassed

Graduate

Post graduate

Others

6. Occupation:Agriculture: 73% Service: 7% Business: 5% Petty trades: 9% Daily labour: 6%

73%

7% 5%9% 6%

0%

10%

20%

30%

40%

50%

60%

70%

80%

1

Agricuoture

Service

Busibess

Petty trades

Daily labour

7. Land Holding

Cultivable Land for Field Crop Bari Land for Horticultural crops SL.noLand Holding % of families SL.No Land Holding % of families

1Nil 10 1Nil 621-2bigha 21 2< 1 bigha 6833-5 bigha 42 3>1 bigha 364> 5 bigha 27

8. Irrigation Facilities: a) Irrigation area under STWs:11%


90

b) DTWs: 0% c) Rainfed area:89%

Irrigation Facilities

STWsDTWs

Rainfed area

0%

20%

40%

60%

80%

100%

9. Cropping pattern:

Sl.No Crop Area under different crops

Yield( qt/hect)

1 Sali paddy 93% 25 2 Boro paddy 35% 30 3 Mustard 18% 12 4 Vegetables 42% **

** Varies from crop to crop

10. Livestock Population

Cattle: 68% Goat: 18% Duck: 12% Layer/Broiler:2% Pig: 0%


91

LIVESTOCK POPULATION

68%

18%12%

2% 0%0%

10%20%30%40%50%60%70%80%

Cattle

Goat

Duck

Laye

r/bro

iler

Pig

Series1

11. Future Planning

Planning Percentage Assistance needed

Horticultural plantation

11 Fund

Pisciculture 27 Fund and training

Dairy 26 Fund and training

Poultry 21 Fund and training Goatery 3 High yielding breed Weaving 8 Fund &marketing Mushroom 4 Training, fund and Market

information

~~~~~~~~~~~###~~~~~~~~~~


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social assessment 2004 · social assessment report-2004 2 by m.c.shivarudappa k.shivaram...

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