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Livelihoods Improvement Project for the Himalayas,

Uttarakhand (ULIPH)

624-IN

ANNUAL PROGRESS REPORT 2012-13

(April 2012 to March 2013)

Uttarakhand Gramya Vikas Samiti (UGVS) &

Uttarakhand Parvatiya Aajeevika Sanvardhan Company (UPASaC)

272 C, Phase II, Vasant Vihar, Dehradun

Phone &Fax: 0135-2762800/ 2762798

Email: [email protected], [email protected]

Websites: www.ugvs.org , www.naturallypahari.org

April 2013

http://www.ugvs.org/

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Table of Contents

Particulars Page No.

Abbreviations used 1

Executive Summary 4

MAIN REPORT

1. Project Background 8

2. Component B: Empowerment and Capacity Building of Community Organizations

and their Support Organizations 11

2.1 Poverty Analysis and Targeting 11

2.2 Community Empowerment 12

2.3 Formation of Federation 14

2.4 Interventions to reduce women drudgery 16

2.5 Learning‟s of Component B 17

3. Component C: Livelihoods Enhancement & Development 19

3.1 Agriculture 21

3.2 Horticulture 25

3.3 Soil & water resources 30

3.4 Livestock 32

3.5 Forestry Development 35

3.6 Eco Tourism and other opportunities (off farm activities) 39

3.7 Learning‟s of Component C 41

4. Component D: Livelihoods Support Systems 44

4.1 Entrepreneurship Development 44

4.2 Capacity building programme for Business promotion 45

4.3 Rural Finance Interventions 47

4.3 Learning‟s of Component D 49

5. Component E: Project Management 51

5.1 Financial Progress 51

5.2 Accounts & Audit 51

5.3 Human Resource Management 51

5.4 Procurement 51

5.5 Convergence 52

5.6 Knowledge Management 52

5.7 Monitoring and Evaluation 53

5.8 Take Over Plan 56

5.8 Integrated Livelihood Improvement Project 56

Annexures

Annex I: Financial Progress Summary of project in 2011-12. 58

Our Partners 59

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Abbreviations Used

AI Artificial Insemination

AWPB Annual Work Plan & Budget

AM Assistant Manager

BC Block Coordinator

BD Bio Dynamic

BDS Business Development Services

BLCMC Block Level Coordination and Monitoring Committee

BP Business Promoter

BRAC Bangladesh Rural Advancement Centre

CA Chartered Accountant

CAAA Comptroller of Aid, Accounts and Audit

CAP Centre for Aromatic Plants

CBRT Community Based Rural Tourism

CHEA Central Himalayan Environment Association

CHIRAG Central Himalayan Rural Action Group

CCL Cash Credit Limit

CMRE Community Managed Retail Enterprise

COSOP Country Opportunity Strategy Paper

CPCU Central Project Coordination Unit

CRP Community Resource Person

DCB District Cooperative Bank

DEA Department of Economic Affairs

DGS&D Director General of Supplies and Demand

DLCMC District Level Coordination and Monitoring Committee

DOC Day Old Chick

FHL Federation Help Line

FFI Formal Financial Institution

FNGO Facilitating Non Government Organization

F &A Financial and Administration rules

GoI Government of India

GP Group Promoter

GIZ German Technical Assistance

HARC Himalayan Action Research Centre

HH Household

HRDI Herbal Research Development Institute

HOMIS Head Office Monitoring and Information System

ICO India Country Office

ICIMOD International Centre for Integrated Mountain Development

IFAD International Fund for Agricultural Development

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IGA Income Generating Activity

ILDC Integrated Livestock Development Centre

ILSP Integrated Livelihoods Support Project

IMPCL Indian Medicines Pharmaceutical Corporation Limited

IOC Input Output Centre

JRM Joint Review Mission

JLG Joint Liability Group

KVK Krishi Vigyan Kendra

KCC Kisan Credit Card

LEADER Livelihood Promotion through Appropriate Drudgery reduction

LDPE Low Density Polyethylene

LRBME Local Resource Based Micro-Enterprise

LPG Liquid Petroleum Gas

LC Livelihood Collectives

MART Marketing and Research Team

MCM Management Committee Meeting

MNREGA Mahatma Gandhi National Rural Employment Guarantee Act

MAP Medicinal & Aromatic Plants

ME Micro Enterprises

M&E Monitoring & Evaluation

MFD Manager Federation Development

MIS Management Information System

MPAT Multi-Dimensional Poverty Assessment Tool

NABARD National Bank for Agriculture and Rural Development

NCB National Competitive Bidding

NGOs Non-Government Organisations

NRHM National Rural Health Mission

NRLM National Rural Livelihoods Mission

OSV Off Season Vegetable

PACS Primary Agricultural Credit Cooperative Society

PG Producer Group

PSC Project Steering Committee

PMC Project Management committee

PLA Project Loan Agreement

PMU Project Management Unit

PRA Participatory Rural Appraisal

PRIs Panchayat Raj Institutions

RDD Rural Development Department

RED Regional Economic Development

RIMS Result & Impact Management System

RML Reuters Market Light

RNFS Rural Non-Farm Sector

RBI Reserve Bank of India

RO AWPB Result Oriented Annual Work Plan & Budget

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RTI Right to Information

SBMA Shri Bhubneshwari Mahila Ashram

SEWA Self Employed Women Association

SCM Steering Committee Meeting

SHG Self Help Group

SME Small & Medium Enterprises

SRCA Self Reliant Cooperative Act

SVCC Social Venture Capital Company

SVCF Social Venture Capital Fund

ToR Terms of Reference

TNGO Technical Non Govt. Organization

UBFDB Uttarakhand Bamboo and Fibre Development Board

UGB Uttarakhand Grameen Bank

UGVS Uttarakhand Gramya Vikas Samiti

ULDB Uttarakhand Livestock Development Board

ULIPH Uttarakhand Livelihoods Improvement Project for the Himalayas

UOCB Uttarakhand Organic Commodity Board

UPASaC Uttarakhand Paravatiya Aajeevika Sanvardhan Company

UREDA Uttarakhand Renewable Energy Development Authority

USD United States Dollar

USSOCA Uttarakhand State Seed & Organic Certification Agency

USTDC Uttarakhand Seed and Tarai Development Corporation

USWDB Uttarakhand Sheep and Wool Development Board

VLCC Village Level Coordination Committee

VP Van Panchayat

VPKAS Vivekanand Parvatiya Krishi Anusandhan Sansthan

WBR Well Being Ranking

WMD Watershed Management Directorate

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Executive Summary

The Government of Uttarakhand is implementing the Uttarakhand Livelihoods Improvement Project for

the Himalayas (ULIPH), commonly known as “Aajeevika”, from October 2004 with financial support

from the International Fund for Agricultural Development (IFAD).

The project is managed by the Uttarakhand Gramya Vikas Samiti (UGVS), and is supported by a Social Venture Capital Company (SVCC) known as Uttarakhand Parvatiya Aajeevika Sanvardhan Company (UPASaC) that provides business development services.

The purpose of the project is to improve the quality of life and incomes of disadvantaged households in a

sustainable manner through the promotion of improved livelihood opportunities and strengthening of local

institutions that relate to livelihood and social development.

The project intends to provide opportunities to create or enhance the livelihoods of the poor households by

applying the principle of self-help and utilizing the self-help groups (SHG) and developing community

institutions and investing in their capacity to take livelihood decisions by providing a range of support

services and linkages.

The project is covering 959 villages of 17 development blocks in 5 districts of Uttarakhand where

approximately 40 percent of the total population in each selected block is covered under the project

interventions.

The total project cost over eight years is USD 47.80 million (INR 2390.76 million), of which IFAD loan is

USD 22.39 million (INR 1120.21 million) which is 47 % of project cost.

The cumulative expenditure of the project as on 31st March 2013 has been INR 1290.50 million against

approved AWPB of INR 2020.34 million (64 % achievement), while in the current financial year, the

expenditure was INR 222.52 million against target of INR 230.00 million (96.5 % achievement).

The financial progress of IFAD contribution to project as on 31st March 2013was INR 1020.76 million

against total contribution of INR 1120.21 million, which is 92% of the proposed contribution by IFAD.

The project has following components:

Component A: Pre-Project Implementation (completed before project start)

ComponentB: Empowerment & Capacity-Building of Communities & Support Organizations

Component C: Livelihood Enhancement and Development

Component D: Livelihood Support System

Component E: Project Management

Component B:

Empowerment and capacity building of community organizations and their support

organizations

The project worked in all identified 959 villages in 17 blocks and 5 project districts.

As per the second round of well-being ranking exercise of the project village, the households were divided

into four categories. Out of 63,406 households in the project villages the category wise distribution is as

follows: category I (vulnerable) 14%, category II (hard-core poor) 34%, category III (hovering above

poverty line) 25%, category IV (well-off) 26%. Project interventions were organized around these

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categories &main focus was on category I and II households of which 65% of households were covered

with project interventions. Many of the categories I people,nearly 2570 persons were widows, old and

physically challenged, project intervened with them and facilitated in making social sector welfare

schemes and pensions etc. available to the above group.

A total of 3,926 CBOs including 3,560 SHGs have been formed by the project against revised target of

4,000 CBOs. 42,989 HHs against the target of 42,690 HHs have been organized into CBOs. Around 95%

of the SHG members are women.

During 2012-13, SHG saving was14.9 million (cumulative ` 90.3 million) and 29 SHGs (cumulative 2,175

SHGs) credit-linked for an amount of ` 3.3 million (cumulative ` 79.4 million).

71 federations have received seed capital support from project amounting to 25.20 millions

53 federations and one PACS provided social mobilization inputs in 54 clusters.

72 SHG based federations have been established in project clusters. The membership, share capital and

corpus of the federations is` 20.31 million. Out of these 69 federations are registered under Uttarakhand

State Self Reliant Cooperative Act 2003. 3,164 SHGs with 30,916 members are linked to these federations.

Component C: Livelihoods Enhancement & Development

A total of 5311 demonstrations covering 19408 HHs were organised under the component covering diverse

activities related to agriculture, horticulture, livestock, forestry, soil & water conservation and ecotourism&

RNFS.

Demonstrations carried out in various sub-sectors were as follows:

In agriculture sector, 3087 demonstrations covering10,387 HHs were organized for organic farming, seed production, and apiculture.

In horticulture sector, 263 demonstrations covering 6,614 HHs were organized for off season vegetable

cultivation, spices cultivation, poly house etc.

Under Soil and Water Resources sector 540 demonstrations covering 514 HHs were organized for rain

water harvesting LDPE and stone masonry tanks.

In Livestock sector, 1372 demonstrations covering 1890 HHs were organized for Micro Dairy, breed improvement,Kuroiler mother unit, backyard poultry rearing, paravet development etc.

In Forestry sector under Medicinal and Aromatic Plants (MAP), 1 demonstration covering 10 HHs was

organized for MAP processing

In Ecotourism and Rural Non-Farm Sector (RNFS ), 51 demonstrations covering 74 HHs were organized for rural non-farm sector activities like spinning and weaving, community based ecotourism (home-stay

development), community managed retail enterprises.

A total of 181 training programs, 49 exposure visits and 53 workshops covering 9509 households were organised for farm and off-farm activities in the identified sub-sectors

Organic farming is being practiced by9,912 HHs in 2,906 ha. of land under certification. Seed production

activities were carried out with 10316farmers in 3316 ha. land.

In Component B the financial achievement was`5.91 million against target of`6.35 millionwhichwas

93 % of annual target.

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Off season vegetable (OSV)cultivation was practiced in 792 ha land by 6614 HHs, while 964 HHs

cultivated spices in 78 ha of land. Besides, European vegetable cultivation was done in Almora district by

150 HHs in 17 ha of land.

A total of 95 service providers comprising of government agencies, commodity boards, research and

technical institutions and private agencies supported the project with technical backstopping, input supply

and market linkages.

Replication of project interventions was reported for various activities like Seed production, Off-season

vegetables, Spice cultivation, Kuroiler, rearing, Micro-dairy,MAP cultivationand non-farm activities.

Component D: Livelihoods Support Systems

A total of 103 Business Promoters (including 22 federations BPs) have been engaged by project for

providing business facilitation to project communities.

ULIPH promoted 18074 Income Generating activities, 436micro-enterprises and 55 service enterprises or

SMEs during the reporting period.

Under Rural Finance initiatives, 29 CCLs amounting to ` 3.3 mn were mobilized from banks (cumulative

2,175 CCLs worth ` 79.4 million) in the reporting period.

The project has facilitated disbursement of 80 term loans for micro-enterprise establishment worth `7.5

million ranging from Dairy (62), Kuroiler (2), Tourism(1), Off season vegetables (2), Rural Non-Farm

Sector (3) and others (10). The loans taken by individuals are 70 for `5.0 million. and those taken by SHGs is 10 for `2.5 mn.

A total of 2,797 KCCs including 2,728 individual KCC (for `70.7 mn.) and 69 institutional or SHG

basedKCC (for ` 2.4 mn.) total amounting to `73.1 mn. Weremobilized in the reporting period.


Quarterly project progress is reviewed at state, district, block & village level. In the reporting period

672VLCC, 35BLCMC, 8DLCMC,4MCM and 1 SCM were organised

Emphasis on Knowledge Management for development action was a thrust area of project and a series of

experience sharing workshops with federations, SHGs and PRI representatives was held.

The project website www.ugvs.org became operational. Quarterly News letter „Aajeevika Today‟at state

level and „Aajeevika Khabarbat‟&„Aajeevika Raibar‟ atdistrict level continued to be brought out by the

project and distributed to key stakeholders including community members.

Through tradeindia.com a e-marketing portal we are promoting our Umbrella brand naturally pahari and

with a reach of 3 mn people worldwide, the products of ULIPH were uploaded with the following website

address :www.naturallypahari.org .

In Component C the financial achievement was`49.33 million against target of`52.45 millionwhich

was 94 % of annual target.

In Component D the financial achievement was`116.22 million against targetof`119.00 million

which was 98 % of annual target.


http://www.naturallypahari.org/

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The project MIS was made operational and reports generated can be viewed in the link: www.ugvs.org. It

also contains the catalogue of different products of different federations

The project participated as part of the Seventh Joint Review Mission exercise organized during 4 to 15

May 2012 Recommendations of the Joint Review Mission have been followed and accordingly the

implementation plans of the project have been operationalised.

Convergence with line departments, NGOs and other institutions for technical & social interventions was

worth ` 69.03 million benefitting 16885 households.

Brief about Forthcoming Integrated Livelihoods Support Project (ILSP) related appraisal was done by

scoping mission and report submitted to IFAD. Tripartite Project Loan Agreement got signed on 1st

February 2012 at New Delhi.The overall objective of ILSP is to reduce poverty in Hill districts of

Uttarakhand. ILSP will also support non-farm livelihoods, especially community envolement in rural

tourism, and vocational training. The project will be implemented by three Project Implementing Agencies

(PIAs) which are the Uttarakhand Gramya Vikas Samiti (UGVS), Watershed Management Directorate

(WMD) & Uttarakhand Parvatiya Aajeevika Sanvardhan Company (UPASaC)

The overall financial achievement of the project during 2012-13 was`222.52million. (97%)against target

of`230.00 million.This include allcomponents including the contingencies.

In Component E the financial achievement was`51.06 million against target of`52.20 million which

was 98 % of annual target.


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1. PROJECT BACKGROUND:

The International Fund for Agricultural Development (IFAD) has an overall mission for “Enabling rural poor

to overcome poverty”.IFAD‟s Country Strategic Opportunities Paper (COSOP) for India, was approved in December 2001 and directed significant interventions in the areas of growth-oriented farm and off-farm

activities and natural resource management. In the above context, IFAD‟s lending strategy for India envisages

following:

(i) Empowerment of the poor by taking advantage of the opportunities created by the on-going efforts to empower local bodies throughout the country

(ii) Integration of self-help groups (SHGs) with local self-government institutions as a means of generating

positive synergies between economic advancement, social and institutional development, and empowerment;

(iii) Priority to the development of areas where rain-fed agriculture is practiced, in recognition of the

preponderance of poverty in these areas, activities to include micro-watershed development, water-

harvesting and overall natural resource management;

(iv) Targeting of rural populations, with a special focus on the scheduled tribes and scheduled castes, as well

as on women, in recognition of the higher incidences of poverty and vulnerability as well as generally

lower social status of these categories.

In line with this, an inception paper for ULIPH was approved by the IFAD management in July, 2002. The

Appraisal Mission visited India from 6 May to 12 June 2003. Negotiations and signing of a Tripartite MoU

between the State Governments of Meghalaya and Uttarakhand, Government of India and IFAD took place on the 15th of November, 2003 at Rome. And as a result the Uttaranchal Gramya Vikas Samiti (UGVS) was

registered as a Society on 5th December, 2003 to implement the Aajeevika Project in Uttarakhand.

The Government of Uttarakhand is implementing the Uttarakhand Livelihoods Improvement Project for the

Himalayas (ULIPH), commonly known as “Aajeevika” (meaning Livelihoods in Hindi), from October 2004 with financial support from the IFAD. The project is managed by the Uttarakhand Gramya Vikas Samiti

(UGVS), and is supported by a Social Venture Capital Company (SVCC) known as Uttarakhand Parvatiya

Aajeevika Sanvardhan Company (UPASaC) that provides business development services.

The Project‟s primary objective is to improve the livelihood of vulnerable groups in a sustainable manner

through the promotion of improved livelihood opportunities and strengthening of local institutions that relate

to livelihood development. The project intends to provide opportunities to create or enhance the livelihoods to the poor households by applying the principle of self-help and utilizing the self-help groups (SHG) and

developing community institutions and investing in their capacity to take livelihood decisions, and by

providing a range of support services and linkages. The main objectives of the project are:

I. To initiate a participatory process of target group and client selection that is based on panchayati raj participation in Uttarakhand;

II. To undertake capacity building of village-based institutions, along with implementation partners in the

public, private and NGO sectors;

III. To test out ideas, approaches, activities proposed in the Project Plan in order to further clarify our

understanding of what works and what doesn‟t; what needs to be refined, what needs to be discarded;

IV. To demonstrate in realistic settings those livelihood activities that show good potential for wider

promotion and adoption;

V. To organize business development services to promote and support the selected microenterprises; these

services include: microfinance, networking to generate scale economies, market research and development,

product research and development, backward linkages and forward linkages;

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VI. To demonstrate to financial institutions the financial viability and creditworthiness of various

microenterprise activities to facilitate access to required credit.

The project is covering 959 villages of 17 development blocks in 5 districts of Uttarakhand where

approximately 40 percent of the total population in each selected block is covered under the project

interventions. The project has formed 3962 community-based organisations: Self-Help Groups, Van

Panchayats & Federations. Details of project districts, blocks and villages is given below.

Project

Districts Project Development Blocks

No. of

Villages

Almora Bhainsiachhana, Dhauladevi,

and Lamgara

203

Bageshwar Kapkot and Bageshwar 207

Chamoli Dewal, Ghat, Narayanbagar and Dasholi

151

Tehri

Garhwal

Jaunpur, Pratapnagar,

Devprayag and Bhilangna

227

Uttarkashi Mori, Naugaon, Dunda and

Purola

171

The project has following components:

Component A: Pre-Project Implementation (completed before project start)

Component B: Empowerment & Capacity-Building of communities & support organizations

Component C: Livelihood Enhancement and Development

Component D: Livelihood Support System


The component wise summary of progress made in reporting period is summarized in the following pages.

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ComponentB Community

Empowerment & Drudgery Reduction

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2. COMPONENT B:

EMPOWERMENT AND CAPACITY-BUILDING OF COMMUNITIES AND

SUPPORT ORGANIZATIONS

The primary objective of this component is to build Community Based Organisation (CBO) with ability to

make an informed choice, plan and manage livelihood activities in a micro-enterprise mode. CBOs would have

two growth trajectories i.e. social development and economic growth. The project mainly focused on the

economic growth trajectory. But, the initial capacity building and community mobilization is essential to

prepare the community to pursue both economic growth and social development growth trajectories. In order

to achieve this, effective mechanisms to foster democratic decision-making, ownership and sustainability, and

to demonstrate strengths in working as groups rather than individuals were built. The project worked with 53

federations and 1 PACS to implement the activities of this component.

2.1 Poverty Analysis and Targeting:

Well Being Ranking or Wealth Ranking was conducted in every project village to obtain a core data, to be

used to categorise the HHs in the project area as per their well-being status. WBR is based on a composite

index covering social, economic and infrastructure indicators and physical, financial, human, and social and

natural resources possessed by the ranked household. The data is further analysed to benefit the ultra-poor and hardcore poor and those who are just above the poverty line. It has been observed that due to very

smallholdings and the very low productivity of the land, most households in the project area live by

maintaining a diversified pattern of occupations as no single activity provides sufficient resources to entirely insure their livelihood. In view of the existing economic differentiation and the added problem of significant

social differentiation in the project areas it was found important that the project identifies the very poor and

prioritises its actions focusing them.

The Project serves the poorest household by selection of the families with a relatively high incidence of

poverty and higher ratio of scheduled caste or scheduled tribe populations, using available natural resources

more productively through appropriate small scale intervention with affordable technologies, and focusing demonstrations on households below the poverty line. The project completed the second stage of the well

being ranking exercise for all 959 project villages. The exercise covered over 63 thousand households of the

project villages. Nearly 46 thousand of these belong to the project target group and the project has covered the target 42690 households. Based on the JRM recommendations the project has categorized the project

households into four categories and the details of the Well-Being Ranking (WBR) exercise compiled district

wise are given below:

Table No. : 01

SN District Category of households as per WBR

Total

Project

target HHs I II III IV

1 Almora 1779 3304 2839 3331 11253 7922

2 Bageshwar 1745 4490 3205 3626 13066 9440

3 Chamoli 1951 3806 2849 4057 12663 8606

4 Tehri 2531 5990 3713 2417 14651 12234

5 Uttarkashi 1090 4015 3373 3295 11773 8478

Total 9096 21605 15979 16726 63406 46680

Note: Category I = Vulnerable, Category II = hardcore poor, Category III = hovering above the poverty line,

Category IV = Well off.

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Table No. :02 -The WBR category wise details of households covered in SHGs are summarized in the

following table:

District

Project

target

HHs

HHs

Covered

under SHG

Category of HH as per WBR in SHGs

I II III IV

Almora 7922 7158 1027 2789 2245 1097

Bageshwar 9440 7365 546 3068 2242 1509

Chamoli 8606 6879 314 2594 2280 1691

Tehri 12234 9233 1033 4021 2838 1341

Uttarkashi 8478 5529 449 2364 1970 746

Total 46680 36164 3369 14836 11575 6384

Total beneficiary as per WBR 9016 21605 15976 16726

Beneficiary covered under ULIPH 5939 154836 11575 6384

Percentage 65% 68% 72% 38%

The sub-components implemented under this component are:

1-Community Empowerment,

2- Facilitation through NGOs and

3- Interventions to reduce women‟s drudgery.

2.2 Community Empowerment:

Community empowerment is vital to effectively implement the project activities thus federations were selected to implement project activities in assigned clusters ,each cluster covers 10-25 villages . The project worked

with existing SHGs through federation wherever possible new SHGs were also added to the existing

federations. This activity thus became an interface activity between the community, project facilitating

agencies and the Ranchayati Raj Institutions ( PRI ).

The federations covered on an average 25-30 SHGs with a membership of 300-350 members. One can become

member of federation by paying membership and share capital fees according to the bylaws of the federations.

Each federation conduct monthly meetings and plan for business promotion activities, supply of inputs value chain wise, community contribution progress and collective marketing of their produce. In order to improve

the quality of life of women and to enable them to undertake micro-enterprises, efforts were made to reduce

their drudgery.Federations are successfully doing business of such items which are helpful in reduction of

women drudgery for example improved agriculture farm implements, Samridhi Ghada ( Plastic water container), Mathni (Butter Churner) and solar lights etc.

The empowerment of federation was done through (i) Vision building (ii)Business plan development (iii)

establishing linkage banks, SVCF and support to federations fund (iv) Forward backward linkage.

The selected federations were provided funding to establish cluster level offices and to employ Block

Coordinators, Community resource persons and Federation Business promoters to undertake business activities

through federations.Federation trainings covered the topics Exploring the credit needs, credit sources to evolve their own rules and modifying rules with experience- accounting system, establishing linkage with FFIs,

conflict management, leadership skills, making business plans vision building and Micro-planning. Project

supported the federation for strengthening their offices as per their needs.

During the reporting period capacity building of federations and its staff was taken special care so that the livelihood enhancement and development component build on the existing strengths of the federation to move

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up the identified value chain and by up-scaling production through establishment of the required backward and

forward linkages. The following trainings were organised for sustenance of federation.

Table No. : 03 -The progress made in Community empowerment component is given below:

S

No

Particulars

Annual Targets and achievements

2012-13

Cumulative Targets &

Achievements target

Targets Achievement Achievement %

Targets Achievement Achievement %

1 No. of CBOs NT* 6 NA* 4,000 3,926 98

Total SHGs 2 3,560

New SHGs 2 3,166

Adopted SHGs - 394

Federations - 72

Van Panchayats - 294

2 Membership in SHGs NT - NA 40,000 36,164 91%

3 Membership in CBOs NT - NA 42,690 42,170 99

4 Saving of SHGs (`In million)

8.9 14.9 167% 80 90.3 112%

5 Intra loaning amt. (`in million)

10.5 8.7 83 % 120 195.09 163%

6 Federations receiving seed

capital (Numbers)

71 71 100 % 71 71 100 %

7 Seed capital amount in millions

25.20 25.20 100 % 25.20 25.20 100%

8 No. of SHGs linked with bank (CCL)

95 29 31% 2,400 2,175 91%

9 No. of SHGs under

federation

64 53 82% 3,200 3,164 97%

10 No. of SHG members under federation

3200 3102 97% 32,000 30,916 96%

*NT- No Targets (Targets almost achieved); *NA- Not Applicable. Formation of new SHG was not planned in the

reporting year.

Involvement of PRI representatives resulted in organizing 672 VLCC and 35 BLCMC meetings and 8

DLCMC meetings. The discussions in the meetings have led to awareness building of stakeholders on project

progress and necessary guidance and convergence. More importantly the forum created under project has

provided opportunities to federations to articulate their need areas. Some of the important decisions include

convergence of MNREGA and plantation of fodder grass activity under ULIPH.

Trainings modules developed for capacity building federation staff

Enterprise development

Conflict management

Vision building

Leadership skills

Business plan formation

RTI & MNREGA.

Accounting and book keeping

Decision making

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Table No. :04 -Progress in Capacity Building Programs during 2012-13

S.No. Particulars Annual targets Achievement Apr.

2012 to March 2013

Achievement in

(%)

1 Staff Training 6 6 100

2 Beneficiary & Stakeholders Training 26 36 138

3 Workshop 73 46 63

4 Exposure 12 11 92

Federation grading format was developed and grading was done by the federation members and PRIs the

process was facilitated by project staff. The federations were categorized into A,B and C This process has

helped in identifying the strength and weakness of each federation.

2.2.1 Impact of the capacity building programme for federations:

I. Federations started doing business through support from financial institutions by availing loans.

II. Federation members are now capable to maintain their books of accounts by themselves.

III. Nearly 98% of federation have women in the federation board and are participating in decision making

process.

IV. Federations are involved in various movements covering various social issues like gender discrimination,

dowry, alcoholism, girl education, maternal & child health etc.

V. Federations are involved in business activities and helping in adoptionof high yielding seeds and modern

techniques for agriculture and allied sectors.

VI. Federation members are using loans for the enterprise development.

VII. Federation have started approaching to the District project office, Local MLAs, MPs and other govt.

department for availing benefits of Govt. programs and giving feedback/suggestions.

VIII. Federation members playing important role in beneficiary selection and collection of community contribution.

IX. Federations have also started dialogue with the PRIs on the issues related to village development.

2.3 Formation of Federations:

To provide back up support in capacity building, forward and backward linkages, assisting in collective

marketing endeavors, to transmit technical know-how, Self Help Groups have been federated into cluster level Federations. These federations are registered under the Self Reliant Cooperatives Act- 2003.

2.3.1 The major objectives of these federations/cooperatives are:

I. To form/strengthen models, which will provide different services to the beneficiary according to

Geographical area

II. To give different social services to the members of SHGs such as health, education, looking after SHGs

etc.

III. To do different business activities like collective marketing, Input-put centers etc. identified by cooperatives according to the need of the area

IV. Supervision/implementation of the project in clusters.

V. Coordination and convergence with various line departments for different types of schemes.

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A total of 72 federations(including one district level federation) have been formed at cluster level in the project

of which 69 are registered under Self Reliant Cooperative Act– 2003. The total membership of federations is

30,916 covering 3,164 SHG, membership and share capitals of`20.31 million. These Federations are first step

in formation of collective institutions of SHGs. The details of district wise cooperatives are summarized in the following table.

Table No. -05

S.N District No. of

villages No. of federations

Registered

federations

No. of

SHGs Membership

1 Almora 203 11 10 631 5,753

2 Bageshwar 207 11 11 627 7285

3 Chamoli 151 19 18 662 5,356

4 Tehri 227 13 13 709 7,724

5 Uttarkashi 171 17 17 535 4,798

Total 959 71 69 3164 30,916

A total of 54 federations are associated with project in the capacity of service providers for the activities of

community mobilization and livelihood promotion of project communities. Taking vital learning from the

exposure visits, project is now working upon with the community with a process of self-generated business

discipline for better bargaining power of their enterprises in the market linkage of federation. The total

business turn-over of federations is`45.1 millionin the reporting period. The federations have started building

their vision which includes both social as well as financial interventions. The federation members realize the importance of entrepreneurship and have started working on it by taking ownership of input-output centers,

grocery shops and other enterprises through business plans. Internal and external audit of these federations

with the help of Compliance auditors and CAs is being done to maintain transparency and proper record keeping.

The federations are regularly monitoring and identifying beneficiaries who have not been benefited or are

facing problems in getting pensions of different social security schemes such as old-aged pension, widow

pension, and handicap pension through social welfare department. Also these federations are promoting livelihood activities through convergence from line departments and carrying out activities like managing

CMRE, processing units etc. One of the main achievements of the year was collective marketing of traditional

agricultural crops through federations.

United Nations had declared Year 2012 as “International Year of Cooperatives”. Therefore, to strengthen the

federations, project undertook following important initiatives in the reporting year.

1- Calendar cum planner of activities: To regularly plan and implement the activities of federations, a calendar cum planner has been developed for federations, which contains month wise scheduled activities

essential for federation. Accordingly, Board of Directors can plan their activities each month and

implement and monitor them.

2- Federation training module: As per the need of federations that simple training module is needed which

they can independently use for the capacity building their members. It has four parts (Concept of

federation, Registration, Roles and responsibilities of representatives and management). This module can be used for reference by federation members.

3- Federation Help Line (FHL): For good governance and trouble shooting in federation related issues, the

project has operationalized a Federation Help line during reporting period. As part of programme,

consultants communicates with each federation twice a month and gives his inputs. Where there is no connectivity, communication through post is done on regular basis. Through this service, the consultant

provides important information and suggestions to federations during their monthly meetings. Federation

wise Issues identified were timely resolved by PMU/DMU/Federations.

18

4- Good Governance Initiatives: For good governance in the federation, indicators have been developed

through participatory exercises and training has been providing to federation representative to monitor accordingly. This year, there have been improvements in the legal formalities, leadership change, decision

making and transparency.

5- Implementations of the project through federation: As per withdrawal plan, 54 federations were the

implementing agency of the project in their respective clusters. They were provided necessary staff, office and other facilities.

6- Support to federations- To support the federation for business plan development, a three level committee

has been constituted which will analyze and recommend for financial support to the federation according to set norms. Federations were provided seed capital of 25.20 million as per their grading and

membership. Also federations were provided`5.5 million as activity fund.

7- Capacity building of federation- Four financial institutes were selected to streamline the accounts of all

the federations in project districts. With regular inputs for financial/accounting procedures for federations,

their accounts have been stream lined and updated.

2.3.2 Majorbusiness Activities carried out by Cooperatives/Federations:

I. Cooperatives are promoting collective production, value addition and marketing of vegetables, spices,

and other traditional crops using brand name „Naturally Pahari’.

II. Community based responsible tourism is practiced in all project districts through cooperatives.

III. In all project districts, cooperatives are successfully managing Input-output centers for fetching

community needs of input supply and marketing of surplus produce.

IV. Collective milk marketing is a successful venture of cooperatives in all project districts doing business of

more than`11 million annually.

2.4 Interventions to reduce women’s drudgery:

Under the sub head Interventions to reduce women‟s drudgery, interventions were made for improved tools,

vermi-composting, improved fodder, sanitary latrines, and energy saving devices, water pitchers, cattle troughs

and improved chulhas (stoves). Federations have started efforts to saturate the clusters with Napier&

composting. Both the activities are helpful in drudgery reduction as well as augmenting the input supply for

dairy and organic farming. Fully saturated villages under Napier and Vermicomposting are 40&

50respectively. The achievements of important interventions against the annual targets are given in following

table.

Table No. :06 -Progress in Drudgery reduction interventions during 2012-13

S.

N. Particulars Unit

Annual targets for

2012-13 Achievement in 2012-13 Achievement %

No of

prog.

No of

part.

No of

prog.

No of

parti.*

No of

prog.

No of

parti.*

2 Cattle Trough No. 46 46 46 46 100 100

3 Vermi compost pit No. 41 41 41 41 100 100

4 Other innovative activities No. 150 150 290 141 193 94

5 Promotion of Toilets No 222 222 217 217 97 97

* Due to replication by purchasing at own cost or covering more beneficiaries from the same amount

19

Project tracked the adoption rate of drudgery reduction initiative. It was discovered that the focus of the project

to address livelihoods needs first through drudgery reduction initiative paid off as shown by rapid on cost adoption. Replication of vermi-pits (49%), grasses (151%) and improved tools (41%) was carried out. Average

saving of two hour per day was observed through adoption of drudgery reduction interventions.

2.5 Learning’s of Component B

I. Multi-purpose federation at cluster level are working effectively for addressing social & business issues.

II. Systematic implementation of modules for federations and monthly activity calendar as per the Self

Reliant Cooperative Act 2003 has been very useful for the federations.

III. Federations are moving towards economies of scale of local produce.

IV. The federations need capacity building for another 2-3 years for marketing and infrastructure support to

carry out various business activities.

V. Promotion of drudgery related initiatives have significantly contributed towards reducing the workload of

women mainly through availability of fodder, agriculture implements, demonstrations of improved

agriculture techniques viz. Vermicompost pits, cattle troughs etc. it is alsosaving of energy and time.

VI. Business activitycarried out by federations in products related to drudgery reduction have impacted

positively and it has good scope for federations in future too.

VII. Convergence with government agencies including social welfare department improved the project image

amongst beneficiaries. Also poorest supported with pension and other Govt. schemes.

VIII. Collective Marketing of vegetables, spices, traditional crops, milk etc. through federations was a

successful endeavour for uniting community for collective production and ensuring fair returns of the

produce marketed.

In Component B, the financial achievement was`5.91 million against target of`6.35 million which

was 93% of annual target

20

ComponentC

Livelihood

Enhancement &

Development

21

3. COMPONENT C:

LIVELIHOODS ENHANCEMENT AND DEVELOPMENT:

The Livelihood Enhancement and Development component comprises of interventions in Agriculture,

Horticulture, Soil and water conservation, Livestock, Forestry, Eco-tourism and off-farm activities. During the year the project narrowed down its activities into value chain based interventions into the following activities

under each sector:

Agriculture: Organic farming, Seed Production, Apiculture Horticulture: Off-Season vegetables, including soil &water resource.

Livestock: Kuroiler & Micro Dairy

Forestry: Medicinal Plants & Enterprise oriented Van Panchayat. Ecotourism and off-farm activities: Community Tourism & Rural Non-farm sector

During the reporting year, ULIPH project conducted 5311 demonstrations, 181 training programs, 49 exposure

visits and 53 workshops for farm and off-farm activities. A total of 19408 participants were involved in the

programs including about73% female participation.Cost sharing of the demonstrations was done with at least 30% of the total cost being taken from the beneficiary. All the persons selected were as per wealth being

ranking exercise conducted by project. Inputs provided, if any to well-off farmers in the project area were on

full cost basis.

Under capacity building programs training programs, exposure visits and workshops were organized in the

areas of Organic farming, Seed Production and Apiculture, off season vegetable cultivation, on farm water

management, water harvesting structures, livestock health, feed and breed management, backyard poultry

rearing, medicinal aromatic plant cultivation, eco-tourism & off farm activities covering 9335 households. Similarly, demonstrations were organized in agriculture, horticulture, water harvesting structures, poultry,

dairy, MAP, forestry development, ecotourism and off farm sectors.The overall progress related to capacity

building and demonstration activities in Component-C during the reporting period is given in the following table:

Table No. :07

Particulars Unit

Targets for


Prog. Parti. Prog. Parti. Prog. Parti.

Trainings No. 186 4687 181 6260 97.3% 133%

Exposures No. 57 1091 49 1076 86 % 98%

Workshops No. 58 1795 53 2173 91.3% 121%

Sub Total No. 301 7573 283 9509 94% 125%

Demonstrations No. 4094 12189 5311 19408 130% 159%

Table No. :08, WBR category and gender wise details of persons covered under Component C interventions are

given below:

Particulars Total HHs

WBR Gender

I II III IV M W

Trainings 6260 563 3234 2063 400 1859 4401

Exposures 1076 138 535 350 53 538 538

Workshops 2173 336 972 705 160 557 1616

SubTotal 9509 1037 4741 3118 613 2954 6555

Demonstrations 19408 2495 8651 7163 1099 4968 14440

In Component C, the financial achievement was`49.33 mn. Against target`52.45 mn. which was

94% of annual target.

22

Sub ComponentAgriculture

23

3.1 SUB COMPONENT: AGRICULTURE

Under the agriculture sub-component key value chain based activities carried out were organic farming, bee-

keeping and seed production. The interventions resulted in establishment of 10186 IGA 11 ME during the

reporting period. A total of 76 capacity building programs including training programs, exposure visits and

workshops were organized for Organic farming, Seed Production and Apiculture benefitting 2454 households. Similarly, 3087 demonstrations covering 10387 HHs were organized for organic farming, seed production,

power-tillers, light traps, apiculture etc. The overall progress made by project during the reporting period

covering capacity building and demonstration activities is given in the following table:

Table No. :09

Particulars Unit

Targets for



Trainings No. 69 1819 65 2186 94% 120%

Exposures No. 10 185 10 257 100% 139%

Workshops No. 5 50 1 11 20% 22%

Sub Total No. 84 2054 76 2454 90% 119%


Table No. :10, WBR category and gender wise details of persons covered under agricultural interventions are given below:

Particulars Total HHs WBR Gender

I II III IV M W

Trainings 2187 210 1004 821 151 805 1381

Exposures 257 28 108 102 19 125 132

Workshops 11 0 3 8 0 11 0

Sub Total 2454 238 1115 931 170 941 1513

Demonstrations 10387 954 4137 4418 878 3403 6984

3.1.1 Individual Household based activities:

3.1.1.1 Organic Farming: Organic farming is the key value chain being developed under the project covering all project districts accepts Almora with the mandate of environmental safeguards and sustainable food

security of the poor farmers. In the reporting period 2,906 ha.area with 9,912 HHs from 201 project

villages were covered under organic farming certification. The activity was carried out with the support of UOCB, USOCA and other organic service providers for capacity building at grassroots

level, certification and documentation activities. To promote and smooth implementation of organic

farming at grassroots level, 33 CRPs have been trained and placed in the project area. They are

providing their services to the beneficiaries/federations for the grounding of organic farming activities.

Internal Control System and Certification:

The internal Control System operates under the supervision of a quality manager. The Internal

Inspectors of the quality cell conducts 100% inspection of fields, stores, cow-pen, and the certification documents of all the registered farmers during each crop year. The Internal inspectors submit their

reports to quality manager after internal inspection and the quality manager presents the conclusive

results of the reports before the approval committee. The approval committee approves the results and decides the fine for famer‟s who has not complied with the standards. The farm details of the

registered farmers inspected during internal and external inspection is entered and submitted into

TRACENET software. Scope certificate on the basis of the same is generated online and sent to the

24

concerned agency automatically.The total farmers registered under ICS in project districts have been

divided in to 36OPG groups as per the requirements of TRACENET after consultation with USOCA.

The Scope Certificate received through USOCA all the 36 subgroups.

On the basis of TRACENET entries of the farmer‟s crop, 2nd

scope certificate has been obtained from

USOCA for all the subgroups.

3.1.1.2 Seed production linkages with Uttarakhand Seeds and Tarai Development Corporation (USTDC): Crops of kharif and rabi were taken up for seed production using foundation and breeder

seed. Various improved varieties of Paddy (VL-154, VL-85, VL-65), Maize (Vivek-135), Finger

millet (VL-149), Urd (PU-35), Soyabean (PS-1092), Wheat, Barley, Lentil (VL-406), Arhar (ICPL), Gahat (VLG-8), Ugal (VLU-7), Ramdana (VL-44), traditional red rice and red rajma were

demonstrated in 3,316 ha area with 10,316 HHs from 447 villages of all project districts. Buy back

arrangements were also ensured through USTDC with price premium realized in the range of 30-40%. Cereal Seed production 5,350 qtls of which 738 qtls was sold. Pulses 5258 qtls produced of

which 1074 qtls sold. Oil seed 126 qtls produce of which 20 qtls sold. Vegetables 1004 qtls of which

392 qtls sold to USTDC or to local farmers by the various federations.

3.1.1.3Beekeeping: Bee keeping intervention was done with the vision of indirectly supporting the organic value chain through increase in cross pollination, besides direct benefit of honey production thereby

creating income generating activities. The strategy of beekeeping included the improvement and up

gradation of traditional wall hives as well as using the improved boxes. During the year, 500 wallhive improvement, 60 bee boxes and 7 honey processing units were demonstrated. From apiculture

interventions, 25 qtls of honey was produced of which 18 qtls was marketed in Chamoli district

similarly in Almora 2 qtls of honey was sold and federation could do business of ` 40, 000.

3.1.1.4 Community Resource Persons (CRPs): CRPs were trained and established for providing their

services under organic value chain as agri-extension service providers in all districts in the activities related to filling up of Organic farmers diaries, as extension worker for organic farming, apiculture and

seed production activities, soil testing and collective marketing/IOC. During the reporting period 33

CRPs and 5 Internal Inspectors are providing services to the beneficiaries in agriculture sector.

3.1.1.5 Other technologies provided includes 350 light traps, 70 nadep, 85 bio-pesticide units were established. These activities are providing support to Organic farming value chain activities in all

project districts.

3.1.2 SHG/Federation based activities:

3.1.2.1 Collective Marketing: A total of more than 43000 quintals of traditional cereal crops like finger

millet, barn yard millet, amaranthus, was produced of which 6985 Qtls was sold. Pulses like Bhatt,

Gahat, Soybean, Lentils etc. were produced 11481 Qtls of which 2073 Qtls was sold. Collective marketing of surplus produce was ensured through respective federations. Cereals, pulses and oilseeds

worth `2.0 million were purchased and sold for `2.38 million and `0.4 million was earned as margin as well or commission by various federations. These above product were sold at local level or through

federation outlets, fairs and melas.

3.1.2.2 Input-Output centers: The main objective of the Input-Output centres is to address the issues related to availability, cost and quality of input requirements of farmers for crop production and marketing of

surplus produce. 22 such centres were established through Federations in Almora, Chamoli and Tehri

district.

25

Table No. :11 -Major Achievements in Agriculture sector in 2012-13 is summarized in following table:

SN Particulars Unit Total

1 Area under organic farming certification Ha 2,906

2 HHs associated with organic farming No 9,912

3 Villages covered No 201

4 Area under seed production Ha 3,316

5 HHs associated with seed production No 10,316


7 Bee boxes demonstrations No 60

8 Wall hive improvement No 500

9 Honey processing units established No 7

10 CRPs developed No 33

11 Other demos (Light trap, Bio Pesticide unit, BD Heap etc) No 505

12 Business turnover in agriculture sector ` ( million) 14.15

Replication ofactivities related to organic farming, seed production, light trap adoption, power tiller adoption,

and apiculture and bio-pesticide preparation was reported in allthe project districts.

The financial progress achieved in Cost Table 5/ Agriculture sub component during the reporting

period was `11.7 mn against budget of `12.3 mn. which is 95 % of the planned budget .

26

Sub Component

Horticulture

27

3.2 SUB COMPONENT: HORTICULTURE

Under the horticulture sub-component key value chain based activities identified was off-season vegetables.

The interventions resulted in establishment of 6268 IGA 34 ME 29 SME. A total of 76 capacity building

programs including training programs, exposure visits and workshops were organized for off season vegetable

cultivation, poly house and poly tunnel, floriculture, mushroom production technology, value addition benefitting 2217 HHs. Similarly, 263 demonstrations benefitting 6614 HHs were organized for off season

vegetable cultivation, spices cultivation, poly house, poly tunnel, floriculture, mushroom production, value

addition etc. The overall progress made by project during the reporting period covering capacity building and demonstration activities is given in the following table:

Table No. :12

Particulars Unit

Targets for

2012-13 Achievement in 2012-13

Achievement

%


Trainings No. 19 412 20 419 105% 102%

Exposures No. 27 583 22 512 81% 87%

Workshops No. 25 1075 34 1286 136% 120%

Sub Total No. 71 2070 76 2217 107% 107%


Table No. : 13 -WBR category and gender wise details of persons covered under horticultural interventions are

given below:


I II III IV M W

Trainings 419 30 236 147 6 191 228

Exposures 512 45 282 172 13 227 285

Workshops 1286 156 505 498 127 342 944

Sub Total 2217 231 1023 817 146 760 1457

Demonstrations 6614 1145 3146 2169 154 1229 5385


a) Off-season vegetable cultivation: The objective of off season vegetable intervention is for income generation as cash crops. During the reporting period interventions were made in 792 hectare of land with

6,614 HHs covering 599 project villages. Improved package of practices/production technology, good

varietal intervention along with group marketing of the produce were the major areas of interventions

under this activity. Vegetables like potato, pea, French bean etc. where produced 17101 qtls of which 8134 was sold. The produce was mainly marketed to the local markets at Bageshwar, Dehradun, Vikasnagar,

Almora, Gopeshwar-Chamoli and other local markets.

b) Spice cultivation: This intervention was done in 78 ha. land involving 964 HHs from all project districts. Major crops demonstrated were ginger, garlic, turmeric, chilli. Improved varieties and better package of

practices/production technology were the major areas under the demonstration. Better storage practices

mainly for ginger and turmeric were also being demonstrated. Spices like turmeric, garlic, ginger etc. were

produced 6556 Qtls of which 2868 Qtls was sold. Spices worth ` 1.12 million were purchased and sold for

` 1.32 million and ` 0.18 million was earned as margin as well as commission.

c) Other Demonstrations in Almora European vegetable cultivation started in OSV potential cluster of

Lamgada block. Snow peas cultivated under OSV value chain by signing buy-back agreement with the seed supplying party in advance. The crop was successfully grown and given good production. The

farmers grown snow peas get good farm gate price of the produce and also trained by the buyer for grading

28

and packing of the produce. At present 150 farmers with 17 Ha areas are engaged in this activity of 5

villages in Motiapather cluster of Almora.

d) Poly house (Iron angle) –45nos poly houses were established in 3 districts of project area to support the

collective marketing to the federations. Through polyhouse production of vegetable round the year as a

result of maximizing production from the per unit area.

e) Mushroom cultivation: In Chamoli, Mushroom cultivation during the year was demonstrated at 6 places involving individuals and the cooperative with the objective of taking advantage of good natural hill

climate for better mushroom production also to produce for their health improvement taking through diet

and also to fetch good income .Presently the mushroom units have started producing mushroom

.Approximately 6 qtls of mushroom have been sold out in the local markets @ `100 per kg.


a) Chamoli District

Demonstration of forward linkage/marketing: During the reporting year the demonstration support for

forward linkage/marketing was given to five Cooperative i.e s-Shakti, Shriguru, bund bhoomial, Navyug

Narsingh and Roopkund Deval for enhancing their better marketing skill and to outmarket the produce

grown by the farmers for getting good premium.

Demonstration of federation retail outlet: Demonstration for establishing federation retail outlet was

done with Harikul, Shriguru , Bund Bhoomial Roopkund Self-reliant Cooperative. The cooperative opened

its outlet at Harmani, Narayan bagar, Peepalkoti and Dewal. Presently all the products like local pulses,

spices multigrain flour , Mandua biscuits, Pickles, Juices, Weaving products, Ringal products and local

vegetables etc. are being sold by the cooperative and local public are getting pure and fresh quality

products from the retail outlet. Sale is approximately ranging from Rs 1000-3000/ day. The outlet is

providing a forward linkage support to all other SHG / cooperatives in the district to market their surplus

produce at a good premium.

Demonstration of value addition machine / pulveriser: During the reporting year 3 nos of value

addition machines / pulvarisers were demonstrated at three different locations with the involvement of

cooperatives and with the objective of value addition of the spice crop produce of the farmers.

b) Bageshwar District

Establishment of a Retail Outlet at District Head Quarter:

A retail outlet has been established in the Saras Bazaar at district head quarter of Bageshwar. This retail

outlet is linked as umbrella with the 14 vegetable collection centers at the different clusters of the district.

These collection centers are collecting the farm fresh vegetables from the growers and after shorting and

grading have to refer district level retail counter at Saras Bazaar. The retail outlet is retailing the farm fresh

vegetables. The FMCG products are also retailed by the federation on this counter. The all activities of the

retailing business like collection of vegetables, Pulses and procurement of the fast moving consumer goods

by the district level federation itself. The community resource persons are working as regular employees in

the retail counter. The sales from this counter is 50 to 60 thousand per month.

c) Almora District

Collective Marketing: Pragati SRC Motiapather started the collective marketing of fruits and vegetables

of their stake holders. Federation visited the Haldwani and Delhi mandi for the selling of fruits and

vegetables. Packaging materials for the collective marketing were supported by the project. Empanelled

29

marketing consultant facilitated the collective marketing of federation and obtaining the 9 R & 6 R

document from Mandi. The stake holder who sold their vegetable & fruits by collective marketing got 20 –

30% higher prices as compared to earlier. To promote collective marketing, project did the capacity

building programs and exposure of federation members and CRPs. The inclusion of grading and sorting

process in collective marketing also facilitated by the project Professional Trainers from Delhi imparting

training to federation/SHG members and CRP. During the reporting period 3395 Qtls ofFruits like mango,

pear, citrus were sold through collective marketing.

Table No. :14

Wild animal Repellent Demonstration- To Protect the crops from various wild animal attack a

demonstration of bio-fencing named FENCING were demonstrated in the beneficiaries field of

Motiapather , Lamgarha and Bhaisiachhana. Total 10 Nos. of demonstration were conducted in these three blocks. Recently the VPKAS, ICAR unit at Almora has showed interest in this product and started field

trials at its research farm at Hawalbagh. The results are still awaited.

d) Tehri District

Existing Input Output Centre/Collection Centres:-IOCs/ Collection Centres have been setup under OSV value chain in different clusters keeping in view the feasibility as well as demand of the farmers to

provide backward and forward linkages. At present 06 IOCs/Collection Centers are successfully

functioning in the form of Micro Enterprises. Consequently earning the amount of `9300 to 17450 per annum per center.

e) Uttarkashi District

Collective marketing intervention: Collective procurement and sale of agricultural produce was done by

federations for fetching better prices and minimizing the interference of intermediaries, this also built

business sense amongst SHG/ federations etc for rural marketing. During the reporting year the project emphasized on harnessing better benefits from collective marketing and it has shown better results in

marketing pea through Saptrishi , Shiv Bhadrkali and Baukhnag cooperatives which collectively marketed

922 Qtls of pea to Dehradun and Chandigarh mandis. The net income was `1.56 million

Simultaneously federations of other districts are also gearing up for collective marketing of offseason

vegetable (Tomato, Capsicum, Frenchbean, Cabbage and potato) in regional and broader market and local

markets as per their reach and volume of produce.

3.2.3 Citrus action research project of HARC

During the reporting period an action research project on Citrus was completed by HARC through financial

support from ULIPH. The major highlights of the action research are

I. A catalogue of the exiting citrus germplasm of Uttarakhand was prepared. II. Existing pockets in of citrus were marked.

III. Management practices and the shortcomings were identified.

IV. Various pest and diseases of citrus were documented. V. 56 citrus orchardists were interviewed, 113 samples of 14 different species were collected.

S. No. Activity Quantity HHS involved Venue

1. Capacity building Program 3 30 Haldwani & Delhi

2. Interaction with Buyers 2 20 Haldwani & Delhi

3. Fruit & vegetable sold 8000 boxes 232 Haldwani & Delhi

4. Total sales amount Rs.0. 55 million 232 Haldwani & Delhi

30

Table No. :15 -To help farmers in selecting citrus fruits, economic importance was estimated the results

are given below:

Vernacular Name Market rate in ` Orchardist sale

at (`)

Productivity

in kg/year

Production starts

at the age of Yrs

Malta 20-40 7-10 150-200 4-5

Galgal 20-35 5-10 250-400 5-6

Lemon 25-40 15-20 30-60 3-4

Narangi 30-40 12-18 100-150 4-5

Small Narangi 25-30 12-15 100-150 4-5

Chakotra Not Commercial Not Commercial 500-800 5-6

Jamir Not Commercial Not Commercial 200-250 5-7

Mosammi 25-40 15-20 150-200 4-5

Kinnow 25-35 15-20 150-200 4-5

Kempu Not Commercial Not Commercial 400-600 5-6

Attani Not Commercial Not Commercial 400-600 5-6

Unknown( probably Citrus-volkameriana Not Commercial Not Commercial 500-600 +20

Table No. ;16 -Major pests and diseases of Citrus found during survey

Name of pest Percentage of plants found infested with

Name of Disease Percentage of plants found infested with

Black fly 10-20% Citrus Decline 60-70%

Cutworm 15% Hairy Root 90-95%

Lemon Butterfly 10-15% Die-Back 50%

Shoot Borer 10-15%

Major Recommendations

I. Orchardists in Uttarakhand use Seed propagation method in 95% cases, true type plants cannot be

developed by seeds II. Lack of knowledge about the pests and diseases in the orchardists

III. No proper grading and appropriate storage methods adopted by the farmers

IV. Many citrus varieties have no commercial value like Jamir , Chakotra etc thus the farmers are not showing interest in propagation of these varieties , in coming years these will become extinct from Uttarakhand

Table No. :17 -Major Achievements in Horticulture sector in 2012-13 is summarized in following table:

S.N Particular Unit Total

1 Area under OSV Ha 902

2 HHs associated with OSV farming No 10209

3 Area under Spice cultivation Ha 73

4 HHs associated with spice cultivation No 1149


6 Business turnover in horticulture sector ` million 17.91

Replication trend were observed in the activities related to off season vegetable cultivation including European vegetables, spices cultivation, low cost polyhouses, agricultural implements etc. in all project

districts.

The financial progress achieved in Cost Table 6/ Horticulture sub component during the reporting

period was `12.4 mn against budget of `13.7 mn. which is 90 % of the planned budget.

31

Sub Component

Soil &

Water Resources

32

3.3 SUB COMPONENT: SOIL AND WATER RESOURCES

Under the soil & water resources sub-component the intervention were carried out related to providing support

to farming system i.e. agriculture and horticulture. The interventions resulted in establishment of 156 IGA.

During the reporting period 540 demonstrations benefitting 514 HHs were organized for micro irrigation, rain

water harvesting tanks, LDPE tanks, Ferro-cement tanks, water lifting pumps etc. The overall progress made by project during the reporting period covering capacity building and demonstration activities is given in the

following table:

Table No. :18

Particulars Unit Targets for

2012-13 Achievement in 2012-13

Achievement

%



Table No. :19 -WBR category and gender wise details of persons covered under soil and water resources related

interventions are given below:


I II III IV M W

Demonstrations 514 77 272 148 17 69 445


LDPE Tank demonstrations: LDPE tank was promoted for promotion of OSV, exotic vegetable & spice

cultivation in the project area through integrated water resource management techniques.Demonstrations of 308 LDPE (4x2.5x1.5 meter) tanksto store water and utilize for irrigation in 151villages. PVC pipes also

demonstrated (292 demos in 22 villages) in Almora & Tehri district to support OSV value-chain and LDPE

tank demonstration.This intervention facilitated irrigation in about 25 Hac of land which produced various above mentioned cash crops in the project area.

Table No. :20 -Major Achievements in Soil & Water Resources sector in 2012-13 is summarized in

following table:


1 HHs benefitted No 456

2 LDPE Tank demonstrations No 308

3 PVCpipe demonstrations No 292

The financial progress achieved in Cost Table 7 for 2012-13/Soil & Water Resources sub component

during the reporting period was`2.81 mn against budget of `2.88 mn. Which is 97% of the planned

budget.

33

Sub Component

Livestock

34

3.4 SUB COMPONENT: LIVESTOCK

Under the livestock sub-component key value chain based activities identified were backyard poultry

(Kuroiler) and Micro Dairy. The interventions resulted in establishment of 1458IGA, 329 ME& 25 SME. A

total of 103 capacity building programs including training programs, exposure visits and workshops were

organized for Micro Dairy, breed improvement, health management and feeding management, Kuroiler mother unit, backyard poultry rearing, paravet development benefitting 4029 HHs. Similarly, 1372 demonstrations

benefitting 1809 HHs were organized for Micro Dairy, breed improvement, Kuroiler mother unit, backyard

poultry rearing, paravet development etc. The overall progress made by project during the reporting period covering capacity building and demonstration activities is given in the following table:

Table No. :21

Particulars Unit Targets for2012-13 Achievement in 2012-13 Achievement%


Trainings No. 79 2120 79 3043 100% 144%

Exposures No. 9 140 8 178 89% 127%

Workshops No. 16 520 16 808 100% 155%

Sub Total No. 104 2780 103 4029 99% 145%


Table No. :22 -WBR category and gender wise details of persons covered under livestock related interventions

are given below:


I II III IV M W

Trainings 3043 255 1635 936 217 580 2463

Exposures 178 41 93 37 7 116 62

Workshops 808 168 440 170 30 169 639

Sub Total 4029 464 2168 1143 254 865 3164

Demonstrations 1809 305 1041 413 50 234 1575


a) Backyard Poultry (Kuroiler) Rearing/backyard units: Kuroiler rearing under ULIPH has been identified as an

important activity for livelihood improvement of poor and land less farmers. During the reporting period, 2829

rearing units and backyard units were supported with 1.6 lakhchicks in all districts with average two rearing cycles. A

total of 7217 HHs were directly associated with Kuroiler activity in more than 300 project villages of all project

districts.

b) Kuroiler Mother units:Mother units have been established at cluster level for sustained supply of chicks for poultry rearers. A total of 76 mother units of various capacities i.e. 500, 1000 and 2000 DOC capacitywere established for

rearing day old chicks for 21 days.

c) Micro dairy unit:318Micro dairy unit demonstrationswere made in all project districts to support dairy value chain.

Under the demonstration, support is provided foranimal shed renovation with ventilation; water and drainage

arrangement; Feed/green fodder management; Vaccination, Cow dung management, urine collection & utilization,

milk quality management and purchase of utensils like milk cans. Prior to support, the beneficiary ensures bank

linkage (term loan) for purchasing of milch cattle.


a) Fodder Banks have been established for meeting constraints of quality feed and fodder availability. During the year,

40 such fodder banks were established in all project districts. These fodder banks are successfully running and

supporting the dairy value chain by providing quality feed and fodder to farmers at affordable cost. In these centers Cattle feed, Poultry feed, Wheat straw , Calcium etc were sold worth ` 3.17 million.

35

b) Milk collection centers. 36 Milk collection centerswas established in all the districts for collective procurement and

marketing of milk. This included the provision of milk chillers to increase the shelf life of fresh milk as well as processed milk products. Paravets have been trained through ULDB who run these milk collection centers.

A total of nearly 780 milk producers are associated with these centers who bring milk to these centers

daily. At present on an average 1394 liters milk collected daily through these milk collection centers in all

project districts doing annual milk business worth more than `10.36 million.

c) Establishment of Integrated Livestock Development Centres (ILDC) through ULDB. ILDC

centerswere established to provide livestock services in collaboration with Uttarakhand Livestock Development Board in all project districts. At present total 30 ILDCs have been established in the project

area andare providing services in the reporting year.During the reporting period 6457 artificial

inseminations at farmer's door step and birth of 1021 improved calves, Castration of 465 male calves,Vaccination of 1439 cattle and buffaloes, Deworming of 777 animals , Dipping of 616 animals,

First aid treatment of 1232 animals.

d) Providing facilities to shepherds for wool and livelihood improvement through USWDB. Project was implemented in Uttarkashi district through Uttarakhand Sheep and Wool Development Board .A)

Establishment of 3 ILDC at Uttarkashi to educate shepherds regarding benefits of machine wool shearing

over traditional hand shearing and providing healthcare facilities. B) To provide animal health camps

facilities for Sheep husbandry by providing Alpine tent, solar lamp etc to the Shepherds. To educate shepherds regarding benefits of machine wool shearing over traditional hand shearing and providing

healthcare facilities. Under this project treatment and vaccinations of more than 1000 sheep& goats were

done. Besides, camps were organised for wool harvesting through machine and capacity building on goat and sheep rearing. USWDB also supported for marketing of 70 Qt. wool through Khadi board.

e) Feed formulation unitof 500 qtl monthly production capacity for supplying quality feed in district

Bageshwar. This unit was setup for processing local available coarse grains, finger millet, maize, soybean, and mustard cake etc for making quality cattle feed. The federation is marketing the cattle feed in his brand

name of “Saryu Pure Pashu Aahar” .All the clusters are linked with this unit .This year 70Qtls of cattle

feed worth ` 0.14 million was sold to dairy owners. This unit procures inputs for making cattle feed mainly grains from nearby federations.

Table No. :23 -Major Achievements in livestock sector in 2012-13 is summarized in following table:


1 Micro Dairy unit demonstrations No 318

2 Kuroiler mother unit establishment No 76

3 Kuroiler rearing/micro unit establishment No 2829

5 Kuroiler chicks distributions No 0.16 mn

6 HHs benefited through kuroiler activity No 7217

7 CRPs developed No 15

9 Fodder Bank/fodder nursery No 40

10 ILDC Centers No 30

12 Business turnover in livestock sector `million 45.94

Replication trends were observed in the activities related to Kuroiler rearing, cage construction, Kuroiler

Mother Unit establishment,model dairy development, fodder nursery development etc in various project districts.

The financial progress achieved in Cost Table 8/Livestock Sub Component during the reporting

period was `15.5 mn against budget of ` 16.1 mn. which is 96 % of the planned budget

36

Sub Component

Forestry

Development

37

3.5 SUB COMPONENT: FORESTRY DEVELOPMENT

Under the forestry sub-component key value chain based activities identified as Medicinal and Aromatic Plants

(MAP) and Enterprise oriented Van Panchayatintervention. The interventions resulted in establishment of 15

ME 1 SME. A total of 3 capacity building programs including training programs, exposure visits and

workshops were organized for MAP production technology, forestry development etc benefitting 237 HHs. Similarly,1 demonstrations benefitting10 HHs were organized for MAP cultivation, community forestry

plantation, nursery raising etc. The overall progress made by project during the reporting period covering

capacity building and demonstration activities is given in the following table:

Table No. :24



Trainings No. 1 41 3 237 300% 578%

Sub Total No. 1 41 3 237 300% 578%+


Table No. :25 -WBR category and gender wise details of persons covered under forestry related interventions

are given below:


I II III IV M W

Trainings 237 27 152 58 0 55 182

Sub Total 237 27 152 58 0 55 182

Demonstrations 10 1 4 5 0 0 10

3.5.1 Demonstrations: One demonstrations covering 10 HHs of 1 village was organized for the processing

of Kuth and Kutki . One MAP processing unit was established during the reporting year and 6 qtl

Kutki and 20 qtl of processed Kuth was marketed to IMPCL andPucca herbs which could give farmers

an earning of ` 0.66 Million

3.5.2 A Project by Bamboo Board on “Exploring potential of natural fiber to improve rural livelihood of

Uttarakhand” continued at Mori and Dewal clusters of Uttarkashi district during the reporting period

too. The total project Cost was `3million (`15.15 per cluster). Seed were sown in74 ha from where the

raw material was harvested by the community.Through this 72039 kg. Nettle bast can be obtained from

2 years onwards worth of `3.1 million per year. A total of 7 training progammes were conducted and

covered 79 artisans from two clusters Dewal and Mori. A total of 24 quintals nettle & hemp bast was collected through respective cooperatives (Karn Maharaja Sahkarita in Mori and Pindari Cooperative in

Dewal). During the project period a total of `0.1 million was distributed to artisans, whereby an around 150 artisans were directly benefited.

Establishment of CFCs The project has established two community facility centers (Secondary

Processing Units) one in Eratha (Dewal) and other is located in Netwad (Mori). The project also helped in developing new product range from the existing quality of the yarn, designers from National Institute

of Fashion Technology and National Institute of design were hired to refine the products.During the

project period 3 designers were hired and more than 10 design patterns were developed. Contact was

established with four marketing companies such as M/s Angwal Pvt. Ltd. Dehradun, M/s Rural India Crafts Dehradun, M/s Prerana FRI Dehradun and Crafts Loom Overseas Pvt. Ltd. Dehradun. Agro

Fairs, local melas organized by Office of Development Commissioner (Handicrafts), Industries

Department, etc.) to promote the products and to test the suitability of products developed.

38

Table No. :26 -During the project period sales through various companies/departments:

S.No Buyer Products and details Amount in `

1 Craft loom Overseas Pvt. Ltd 200 meters hemp fabric @ `450

per meter

90000

2 Angwal Pvt. Ltd. 50 nettle stole @ `550 27500

3 Forest Department Uttarakhand 200 Nettle Stole @ `450 67500

4 Forest Department Uttarakhand 40 nettle stole @ `550 22000

5 Forest Department Uttarakhand 50 Muffler @ `250 12500

6 M/s Prerana FRI Dehradun 30 Nettle stole @ `550 16500

7 Retail sale in various trade fair and Melas Nettle stole plus muffler 22185

Total Sales 258185

3.5.3 Action research project by CHEA

During the reporting period an action research project on carbon sequestration was completed by CHEA

through financial support from ULIPH. Asota, Satyon, Guna, Ulsethi,Dhaili, Toli and Sirsoda Van Panchayats

in Lamgarah block of Almora were selected for the action research

The major highlights of the action research are

I. Evaluation of management practices in community forest for enhancing carbon sequestration rates was

done.

II. Impact of appropriate green and alternative energy technologies in reduction of carbon emission was studied.

III. Dossier for strategic planning and policy advocacy to benefit community forests was developed.

Motivation of community to adopt advance technologies for livestock management.

I. Cultivation of improved fodder grass demonstration 11.5 Hac area.

II. Quality seed and air layering methods for Burans (Rhododendron) and Kafal (Myrica esculenta)

demonstration in 21 Hac under various tree species plantation.

III. Optimum utilisation of fodder through introduction of Chaff cutter and Manger 263 mangers and 42 Chaff cutters were provide to the beneficiaries.

IV. Alternative fuel saving technologies i.e 6 Biogas were established , Pine briquetting technology was

introduced the fuel wood collection reduced from 5.4 tons/ annum to 1-2 tons/annum.

V. Roof water harvesting was introduced to mitigate the water scarcity in the project area. A total of 54 Roof

water harvesting tanks and other water conservation measures like creation of natural earthen Ponds,

trenches by community to arrest degradation of catchment water source was adopted by the community.

VI. A total of 180 vermicomposting units were established with annual production of 57 tons compost.

VII. Under Women Empowerment, a total of 24 Women SHGs in the selected 6 Van Panchayats were formed

and were involved in income generating activities i.e. Fruit processing, beekeeping, livestock improvement

etc with total saving of 0.6 million , Internal loaning of 0.3 million and CCL in banks of 0.5 million.

VIII. Strengthening of Van Panchayats, training and capacity building programmes were organized significant

improvement in the attitude of community members towards sustaining VPs and developing action plan.

IX. 14 Rural Resource Persons were developed to carry out ; Layout marking in different forest strata along with techniques of carbon sequestration measurements, Measurement of growth of species and record

39

keeping, Construction of Manger, maintenance of chaff cutters, Biogas, transplanting of fodder rootstock

and pine briquette production.

X. Estimation of total biomass of trees, carbon stock in different forest type and carbon-sequestration rate in

forest types of 06 VPs was measured.

The activities promoted have positive impact in conserving the natural forests and improving the status of

women. The overall income of families enhanced for those who have adopted the practices

The financial progress achieved in Cost Table 9/Forestry Development Sub Component during

the reporting period was` 8.5 mn against budget of `15.1 mn. which is 56% of the planned

budget.

40

Sub Component

Eco-Tourism &

RNFS

41

3.6 SUB COMPONENT: ECO TOURISM AND OTHER OPPORTUNITIES (OFF FARM

ACTIVITIES):

In Uttarakhand, off-farm activities are as important as on-farm activities primarily because of less land

holdings and this being the only sector which bring in customer to remote areas. Under ecotourism and other opportunities sub-component value chain based activities identified were community based responsible

tourism (CBRT), home stays, and community managed retail enterprise (CMRE), weaving enterprise, trekking

tourism and various micro enterprises. The interventions resulted in establishment of 6 IGA 47 ME.A total of

25 capacity building programs including training programs, exposure visits and workshops were organized for eco-tourism and other non-farm activities benefitting 572 HHs. Similarly, 48 demonstrations covering 74 HHs

were organized for rural non-farm sector activities, spinning and weaving enterprise, community based

ecotourism, community managed retail enterprises etc. The overall progress made by project during the reporting period covering capacity building and demonstration activities is given in the following table:

Table No. :27



Trainings No. 18 295 14 375 78% 127%

Exposures No. 10 183 9 129 90% 70%

Workshops No. 11 150 2 68 18% 45%

Sub Total No. 39 628 25 572 64% 91%


Table No. :28 -WBR category and gender wise details of persons covered under eco-tourism and RNFS related

interventions are given below:


I II III IV M W

Trainings 375 41 207 101 26 228 147

Exposures 129 24 52 39 14 70 59

Workshops 68 12 24 29 3 35 33

Sub Total 572 77 283 169 43 333 239

Demonstrations 74 13 51 10 0 33 41


Local Resource based Micro-enterprise (LRBME):- LRBME demonstrations were made for

establishment of various enterprises including service sectors as per the need of community. The activity is important regarding promoting local resources and benefitting poor HHs. These includes traditional crops

& local produced based flour making machine, Spice grinding machine, Grocery shops , forward linkage

based enterprise and service center like Kuroiler selling point, repair shop, coffee shop, juice shop, etc. The project supported`25000 in each case and rest of the money ranging 20-30 Thousand invested by the

beneficiaries themselves.

Under ULIPH a total of 323 LBMRE were established , the details of which are as follows Almora – 27,

Chamoli 45, Tehri 124 and Uttarkashi 127 .In the reporting period, equity support to 15 more enterprises was given. The details of activity district wise is ;Almora- 3 Nos., Chamoli - 4 Nos and Tehri - 8 Nos of

micro enterprises were established


3.6.2.1 Community Managed Retail Enterprises (CMRE): CMREs were promoted in the project area with

the objective to create market base for SHG and federation and to serve the community with better

42

services at fair price. Under the project a total of 35 CMREs were established in all the districts and

are running successfully with an average sale of `10-15 thousands permonth. The details of CMRE established district-wise is as follow Almora -10, Bageshwar -08, Chamoli -06, Tehri 10 and

Uttrakashi 01.

3.6.2.2 Community Based Ecotourism Project: Under this activity during the reporting period , in Almora

District one home stay at Matkanya started functioning since Oct 12. In this venture 30 people started getting direct or indirect income. The Matkaniya camp also got advance booking for the month of

January, February from village ways company engaged in tourism sector.Up to now 32 Eco-tourism

destinations as home-stays, tent coloniesetc.were developed in Almora, Bageshwar, Chamoli and Tehri Districts. This has a total capacity to accommodate 454 tourists per night. A total of 149 household are

directly involved to cater the tourist coming to these new destinations. During the reporting period

3609 tourist stayed in these eco-tourism sites developed under the project.

Table No. : 29

3.6.2.3 Policy Intervention:There is no standard policy on rural tourism in the Uttrakhand state, in this

context based on the ULIPH experience a draft guideline and notification for Home Stays in Uttarakhand was developed . This policy document was handed over to State Tourism Development

Board .The major highlights are as follows

I. Eligibility for owning a home stay in Uttarakhand II. Classification of home stays based on core and peripheral facilities

III. Certification and licensing for setting up of home stay

IV. Monitoring by district authorities V. Code of conduct and responsibilities of home stay owners.

3.6.2.4 Weaving and Spinning Enterprise

In Chamoli District during the reporting period 20 demos were given for weaving micro enterprise and

in Almora District Weaving and spinning unit which was established earlier continued to run successfully.This activity is emerging as one of the very important livelihood generation activity for

the rural people of the project area. The rural women‟s are making shawl, stole,muffler, tweeds and

other materials. This activity is playing important role in improving the livelihood of the vulnerable groups in a sustainable manner, this activity provide the alternate job opportunity to the people of the

project area. Out of this activity each weaver could earn upto Rs 3,000 to 4,000 per month.

3.6.2.5 Village level Industry

In Almora District a village level industry was set up at Village Mangalata,by Jamrarai cluster in

Bhasiyachana Block up during the reporting period . The federation members constructed the building

through their own contribution. Federation‟s member started business by processing sorting, grading,

packaging the local surplus produce. Till now federation processed 5 Quintals Reetha,10 Qts. wheat, 7 Qts.paddy and 1.5 Qts. nettle fibres through village industry. The value addition work done by

federation/SHG members particularly women.

S.No Name of District No. of Units Total No. of Beds Total No. of Household

involved No of tourists last

year

1 Almora 1 6 15 34

2 Bageshwar 4 25 65 112

3 Chamoli 15 379 59 3440

4 Tehri 12 44 10 23

43

Table No. :30 -Major Achievements in Ecotourism and RNFS sector in 2012-13 is summarized in

following table:

S.N. Particulars Unit Total

1 Total Community based tourism outlets /home stays running under project No 32

2 Total CMRE running under project No 35

3 Spinning enterprise established No 20

4 Total LRBME running under project No 323

5 Business turnover in RNFS sector ` million 32.71

6 Business turnover in tourism sector ` million 6.56

3.7 Learning’s of Component C

3.7.1 Organic Farming, Bee-Keeping & Seed Production activities (Agriculture Sub Component):

I. Organic farming is more effective in cluster approach with appropriate capacity building, inspection and documentation inputs through experienced TNGO.

II. As a long term process, the motivation and awareness level of community need to be maintained through

capacity building programs. III. Timely availability of organic seeds and ensured buy back arrangements.

IV. Acceptance of bio fertilizers, bio pesticides and high yielding varieties by communities observed.

V. In apiculture traditional bee hives and Apis cerana indica variety is successful in project area. VI. More specific capacity building of CRP‟s for management of traditional bee hives, colonies

multiplication, and marketing of honey.

VII. Ensured timely supply of quality seed and collective farming through federation.

VIII. Seed production is a potential income generating activity for poor farmers provided ensured buy back arrangement.

IX. Collective marketing has opened new avenues for community empowerment and their livelihoods

promotion. X. The Input Output Centers (IOCs) are playing important role in input supply of seeds and other

agriculture-horticulture-livestock related inputs along with marketing of surplus harvested produce.

3.7.2 Off-season vegetable & Spice cultivation (Horticulture Sub Component):

I. Although there is vast potential of OSV in the project area, transportation, rain fed farming and fair

marketing are the main challenges.

II. The IOCs play an important role in input supply of seeds and agriculture- horticulture inputs along with

marketing of surplus harvested produce. III. OSV cultivation has addressed food security along with livelihood promotion through marketing of

vegetables.

IV. Improved production technologies like poly-houses, poly-tunnels and successful demonstration of OSV, mushroom etc. have been replicated.

V. Collective marketing of pea and other vegetables like tomato, capsicum, French beans through

federations are fetching good returns to the producers and federations.

The financial progress achieved in Cost Table 10/Ecotourism & other opportunities Sub Component

during the reporting period was ` 12.5 mn against budget of ` 25.4 mn. which is 49 % of the budget

planned.

44

3.7.3 Soil and Water Resources Sub Component:

I. There is increased awareness towards OSV cultivation, therefore more water harvesting structures (Tank) demand emerging from community.

II. To maintain quality of SWC works part-time technical person preferably Junior Engineer should be

hired.

III. Ferro cement structures are successful in remote villages where small terraced field‟s exists and transportation of construction material is a problem.

3.7.4 Dairy activities(Livestock Sub Component):

I. Feed and fodder availability to be ensured and fodder banks developed under the projects are a step in that direction.

II. Increased awareness towards improved breeding practices seen but lack of artificial insemination

facilities in remote villages is hindering the progress in this sector. III. The ILDCs and NBCs are functioning well in the project area and more demand is generating for these

activities.

IV. Role of para-vets important in livestock sectors and their sustainability must be ensured through

providing them training, medicine and performance based incentives.

3.7.5 Poultry activities(Livestock Sub Component):

I. This pro poor activity is addressing food security and livelihood promotion issue. However support to

mother unit rearers and micro rearers is required. II. Regular and timely supply of day old chick‟s and medicines is to be ensured and hatchery establishment

will lead to local availability of DoCs.

III. Presently 2-3 cycles of kuroiler mother unit and micro unit rearing being practiced in the project area which need to be increased to 4-5 cycles for sustainability.

3.7.6 Medicinal and Aromatic Plants ( MAP )/ForestrySub Component:

I. Registration of farmers with HRDI and getting transaction certificate along with marketing of MAP

produce is a tedious and challenging task. II. Selection of suitable species, its business demand estimation and site selection is important in MAP

sector with technical backup of service agency required for backward and forward linkage development.

III. Collective cultivation and marketing of MAP involving federation is needed.

3.7.7 Ecotourism and Off-farm sector Sub Component:

3.7.7.1Community Managed Rural Enterprise (CMRE)

I. CMRE is a potential activity for making cluster level consumers base and supplying them quality

products. II. Although CMRE is creating awareness on costing and marketing of products, yet CRP and federation

members needs proper training on accounting and business plan preparation.

3.7.7.2Eco-Tourism

I. Inflow of tourist in the key to success of ecotourism activity therefore marketing tie-ups to be ensured.

II. Community based responsible tourism with activities like home-stay and local resource based crafts

development was a successful venture due to pilgrimage and tourism importance of project area. III. Proper capacity building of community for hospitality, hygiene, sanitation, traditional knowledge,

cooking etc is important to attract tourists and it should be ensured through experienced agency.

45

3.7.8 Spinning and Weaving

I. Spinning and weaving activities are successful livelihood creation activity for poor HHs having small land holding.

II. Proper training on new designs with quality management, ensured raw material supply and marketing is

required for sustainability of the activity.

3.7.9 Rural Non-Farm Sector (RNFS)

I. Promotion of traditional skills like copper craft and smith work requires regular technical training,

material supply and marketing support.

II. Individual based activities like spice, ginger machine, flour machine, grocery shop, coffer machine, juicer machine etc. were successful enterprises generating sustainable income.

46

4. COMPONENT D: LIVELIHOOD SUPPORT SYSTEMS

Livelihoods Support Systems are being developed by ULIPH Project with the goal to facilitate the efforts of

mainstream capital providers i.e. public and private sector service providers, who want to support rural

enterprise development at the micro-enterprise level along with related small and medium scale enterprises that provide backward and forward linkages for micro-enterprises.

The main objectives of Livelihoods Support Systems are to organize business development services to promote

and support selected microenterprises. These services include: microfinance, networking to generate scale economies, market research and development, product research and development, backward linkages and

forward linkages and demonstrate to financial institutions financial viability and creditworthiness of various

microenterprise activities to facilitate access to required credit. In this perspective following activities were promoted by ULIPH Project:

4.1Entrepreneurship Development:

In order to leverage the livelihood opportunities in the project districts, ULIPH Project involved field level functionaries which are known as Business Promoters at cluster level as per Project Appraisal Document. They

are acting upon as bridge between the Self Help Groups, Federations & Producers Groups, micro

entrepreneurs, market & ULIPH Project. Business promoters (BP) areplaying the role of aggregators and facilitate promotion of business at local level.

Under entrepreneurship development component, focus is on developing and establishing well-built backward

and forward linkages for successful operation of the enterprises. The project engaged 86 business promoters

including 22 federations BPs for facilitating backward and forward linkages in the project districts. The Business Promoters has been a focal point for ULIPH Project grassroots network at the field level. The

business promoters underwent through various training programs like Business Planning, Cost & risk

management, Entrepreneurship Orientation, Micro-Enterprise Development & Management Opportunity Identification and Enterprise promotion, Supply chain management, Livelihoods enhancement, Leadership

development, Accounting Management Development Programs – Mentoring, Coaching & facilitation Skills to

build their capacity for facilitating the emergence of enterprises at the grassroots. The specific works assigned

to them are as follows:

I. Identifying and motivating potential livelihood clients and introducing them to the company and its

services.

II. Assist in designing and arranging for implementation of demonstration/exposures visit of livelihood activities and communication of costs and benefits of various livelihood opportunities to the company‟s

clientele.

III. Assist in formation of micro enterprises, preparation of business plan; and linking them to the banks for credit requirement.

IV. Coordinating with forward & backward linkage joint ventures of the company; assuring that BDS are

provided to the project clients in a timely, cost-effective & quality manner.

V. Monitoring on the regular basis of cash flows, gathering information on social impact analysis for micro enterprises and trouble shooting for existing or potential problems.

VI. Liaison with staff & other stakeholders.

The package of training programs imparted to the business promoters has helped the company to facilitate the livelihood clients in a business mode. ULIPH Project broadly categorizes its enterprises in the form of Small &

Medium Enterprises (SME) and micro (ME) enterprises. The SME are basically the service enterprises which

facilitates the backward and forward linkages primarily for the ME level enterprise promoted by the company

while ME enterprises are those which are managed at the household level. Under ULIPH Project interventions few successful examples of SME are agriculture input center, cattle feed facilitation center, retail outlets,

poultry mother units, soya bean processing unit etc. while ME level enterprises promoted are vegetable

47

cultivation, micro dairy units, micro poultry units, off farm activities etc. IGAs include small back yard

poultry, seed production, small level vegetable production and few non-farm sector enterprises. As per the criteria followed by ULIPH for enterprises, the definition of IGA, ME and SME can be defined as below

IGA - Individual with investment below ` 30,000 and Annual Income Up to ` 5,000.

ME - Household level with investment between ` 30,000 to 50,000 and Annual Income ` 5,000-20,000.

SME – SHG or Federation with investment above ` 50,000 and Annual Income above ` 20,000.

During 2012-13, ULIPH Project promoted 18074 IGA‟s, 436 ME and 55 SME across all the identified sub

sectors and all project districts through demonstrations and facilitated 284 household enterprises to avail the bank linkages for various innovative and general activities. The details of IGA, MEs and SMEs in all sectors

are consolidated in the following table:

Table No. : 31

Sub Sectors Enterprises established in 2012-13 Cumulative enterprises since inception

IGA ME SME IGA ME SME

Agriculture 10186 11 0 75,721 1,971 218

Horticulture 6268 34 29 52,877 3,936 151

SWR 156 0 0 961 108 13

Livestock 1458 329 25 18,437 4,751 367

Forestry 0 15 1 7,293 567 33

Eco-tourism &non-farm sector

6 47 0 641 693 91

Total 18074 436 55 1,55,930 12,026 873

Apart from this investment, an agreement has been signed between the project and FFIs (Uttranchal Gramin Bank (UGB) & District Cooperative Bank (DCB)) for facilitating financial services in the project area. It will

prove helpful in building effective bank linkages, implementing business correspondent model, implementing

SVCF proposals, extension of various bank and development schemes, financing enterprises, development of

products etc. So far, under this agreement, a total of 66 proposals worth ` 10.43 million.have submitted to

banks out of which 33 proposals worth ` 9.4 million have been sanctioned as per following details.

Table No. : 32

No. of proposals Total Project Cost

in`

Term loan from

Bank

in `

Social Venture

Capital Fund from

UPASaC in `

Support to

Federation from

ULIPH in `

Margin money

from federation/

SHG in `

Proposed 62 1,43,66,411.00 57,69,814.00 43,44,871.15 27,89,457.65 14,62,268.20

Sanctioned 33 94,19,812.00 47,09,906.00 17,48,735.65 20,19,189.15 9,41,981.20

Similarly, an agreement was signed between the project and Animal Husbandry department of Uttarakhand for

facilitating timely back end chick supply in the project area. It will be helpful in sustainable supply of day old

chicks of Kuroiler to Kuroiler mother unit owner and technical expertise to poultry rearers in the Garhwal region through their Pipalkoti and Bahadrabad (Haridwar) hatchery.

4.2Capacity building programme for Business promotion

A three days capacity building program in December 2012 was conducted in Sahard DCC Bank Ltd. Bidar

(Karnataka) for our staff and our partner banks employees (Uttranchal Gramin Bank and District Co-operative

Bank). It was attended by 24 participants. In this training cum exposure programmeformation and financial

aspects of SHG, JLG, Bank Linkage, Co-operative development and other related topics were discussed.

In November 2012, 12 managers from project participated in Microfinance India Summit (2days) and

livelihood India conference conducted by Access in New Delhi. It was a mutual experience sharing platform

for all in the field of microfinance and livelihood.

48

In October,2012 6 managers from project attended “Sankalp forum-Samridhi Social Enterprise Regional

summit in Patna Bihar. This forum was for discussion on social enterprise.

A 2 days workshop was conducted in Dehradun in Oct 2012. The theme of this workshop was Business

Development of federations-Experience sharing workshop. In this workshop 100 participants attend this

workshop in which 60 members from federations from all project districts, 10 company representatives and 30

project staff. Basic objective of this workshop was to link federations directly to market for business development.

An exposure was organised to „SEWA‟ ngo Gujarat for understanding the SEWA model in May, 2012. 5

women champion, 1 from each project district attended this exposure. It was a 5 days exposure in „SEWA‟ Bank, SEWA manager school and other enterprises developed by SEWA.

Through tradeindia.com a e-marketing portal we are promoting our Umbrella brand naturally pahari and with a

reach of 3 mn people worldwide, the products of ULIPH were uploaded with the following web address www.naturallypahari.org

For improving the understanding of rural business and challenges 2, (3days business development Programs)

programs were organized by „Udhyogini‟ineach project district. Total 300 participants participated in these

business development programs. These business promoters, Group co-coordinators and active federations members participated in there programs.

Table No. :33 -Participation in mela for Demonstration and sales of products made by SHGs &

Federations.

Name of Mela Month/Year Total Amount in`

In Saras, 2012 Dehradun Nov, 2012 24,312

In Spirit of Uttarakhand, 2012 Delhi Nov, 2012 98,319

In Khadi Mela 2012 Dehradun Dec, 2012 31,537

In Statelevel Agriculture and industrial development fair, 2012

Gauchar (chamoli)

Nov, 2012 3,47,348

The dream of collective marketing turned a reality with endeavor of two federations namely Saptrishi Swayat

Sahkarita, Gangtari and Banal Patti Vikas Aajeevika Swayat Sahkarita, Gadoli of Uttarkashi district. Agreementof 9 federations with Patanjali Gramodyog, Haridwar and other buyers was made andmore than

350 quintals of rural agricultural produce including traditional crops like finger millet, barnyard millet, foxtail

millet, pulses, amaranthus etc were supplied to them worth ` 8.5 lakhs. Similarly vegetable marketing was also initiated through federations in Almora and Uttarkashi districts. In the reporting period vegetable worth

Rs. 1.65 million was collectively marketed through federations. In collective milk marketing also, federations

are doing well with average turn-over of ` 10.2 million per annum in all project districts.

The traditional activity of Copper ware of the Tamta community from Bageshwar was supported with design and marketing inputs through Studio Alaya, a designer from Dehradun. The project also facilitated the usages

of certain mechanized tools to improve the productivity and quality as per market needs. The studio Alaya

now is providing constant orders for specific items which are getting sold through 12 different outlets which is

benefiting the community with around ` 50000/- per year in addition to their regular income. These specific items include coasters, paper napkin holder, fruit bowls, book markers and other utensils. Similarly, Sanitary

napkin unit got revived with technical assistance of M/s Renaissance Technical Consulting agency in Devprayag block of Tehri district.

Umbrella Branding by the name of “Naturally Pahari” had been designed and registered under various

categories (including Rural tourism) for marketing of products and services. Federations from Chamoli, Tehri, Uttarkashi& Almora have started using this brand name for marketing of all their products ranging from

traditional crops including millets and pulses, spices, honey, processed foods etc. to tourism.

49

It has been observed that this approach has motivated entrepreneurs to think beyond grants and create suitable environment for pumping in sizable investments in the rural sector through public, private and people‟s

participation. Business Development Services (BDS) were provided by ULIPH Project to IGAs, ME & SMEs

in terms of backward linkages as technical inputs, technology transfer and forward linkages like marketing of

the produce either at regional level or at state levels by linking them directly to the market or through the traders. The products are also test marketed in the market through the fairs that held at regional or at state

level. This intervention helped the company for the type of value addition required for product designing. The

federations under ULIPH are emerging as potential business platforms for collective marketing of various rural

produces. During the financial year 2012-13, the total turnover of federationswas `45.10 million by selling

various products.

4.3 Rural Finance Interventions:

In the context of project, the rural finance mainly comprises of savings and credit in terms of term loans, Kisan

Credit Card (KCC) and Cash Credit Limits (CCL) of SHGs. The project area is served by 6 banks and/ Financial Institutions namely State Bank of India, Uttarakhand Gramin Bank, Nainital Almora Kshtriya

Gramin Bank, District Cooperative Bank, Mini Bank & PACS. The outreach of these banks/Financial

institutions is served through 123 branches/financial institutions.

A total of 2,175 CCL have been sanctioned so far for an amount of ` 79.4 mn. During the reporting period, a

total of 29 CCL were sanctioned for an amount of ` 3.3 mn. Besides, Kisan Credit Card (KCC) for each farmer was also initiated with the help of revenue department and banks through credit camps organised at district

level. A total of 2,797 KCCs including 2,728 individual KCC (for ` 70.7 mn.) and 69 institutional or SHG

based KCC (for ` 2.4 mn.) total amounting to ` 73.1 mn. were mobilized in the reporting period. The project took the following steps to facilitate CCL for SHG members:

I. Credit camps were organized in every district for sensitization of bankers and district officials and

review meetings held at district level with bankers. II. Monthly meetings were organized with NABARD and other banks at state level to discuss and resolve

district level issues related with bank linkages.

III. Training programs were organized through NABARD to educate the rural banks and project field staff about various financial and non-financial products and schemes suitable for rural people.

During the reporting period, project has facilitated sanction and disbursement of 80 term loans for an amount

of ` 7.5 mn. The enterprises established through Term Loans range from Dairy (62), Kuroiler (2), Tourism (1), Off season vegetables (2), Rural Non Farm Sector (3) and others (10). The loans taken by individuals are 70

for ` 5.0 Million. and those taken by SHG members is 10 for ` 2.4 Million. The beneficiary also contributed

`0.9 Million as margin money. The total numbers of persons benefitted are 710 mainly SHG members. The district wise performance in bank linkages (CCL) and KCC progress is summarized below:

Table No. :34 -District wise Progress in SHG Bank Linkages (CCL) in ULIPH during 2012-13

(Amount ` mn.)

S. No. Name of

District

SHG CCL Sanctioned in 2012-13 Linkage Cumulative

No. Amt. No. Amt.

1 Almora 3 1.22 565 28.93

2 Bageshwar - - 338 12.60

3 Chamoli 9 0.74 426 9.76

4 Tehri - 0.72 590 20.85

5 Uttarkashi 17 0.63 256 7.31

Total 29 3.31 2175 79.45

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Table No. :35 -Details of Progress in Implementation of Kisan Credit Card (KCC) in ULIPH during

2012-13

(Amount ` mn.)

S.No Name of District Individual KCC SHG KCC

No. Amount No. Amt.

1 Almora 310 11.11 0 0

2 Bageshwar 767 21.15 2 0.40

3 Chamoli 95 1.80 0 0

4 Tehri 672 15.57 34 0.40

5 Uttarkashi 884 21.11 33 1.54

Total 2,728 70.74 69 2.34

The overall achievement in district wise and value chain wise disbursement of term loans is given in following

table:

Table No. :36 -Details of Term Loan, Application received & disbursed in ULIPH during 2012-13 (Amount ` mn.)

S.

No. Name of Value Chain

No. of

Enterprise

Project

Cost

Margin Money of

Beneficiaries Bank Finance

A. Micro Enterprises (ME)

1 Dairy 59 3.27 0.20 3.07

2 Kuroiler 1 0.07 0.01 0.06

3 Other Activity 10 2.74 0.53 2.21

Total of ME 70 6.08 0.74 5.34

B. Small Medium Enterprises

(SME)

1 Dairy 3 0.68 0.03 0.65

2 Kuroiler 1 0.17 0.02 0.15

3 Off Season Vegetable 2 0.45 - 0.45

4 Tourism 4 1.10 0.16 0.94

Total of SME 10 2.40 0.21 2.19

Total of ME + SME 80 8.48 0.95 7.53

Table No. :37 -Details of Social Venture Capital & Support to Federation Fund in ULIPH during 2012-13

(Amount ` mn.)

S.

No.

Total Proposal

Sanctioned by

Bank

Total Project Cost

(3+4+5+6)

Term Loan

from Bank

SVCF from

ULIPH

Support to

Federation Fund

from ULIPH

Margin Money

from

Federation/SH

G

1 2 3 4 5 6

1 33 9.42 4.71 1.75 2.02 0.94

Government of India, RBI and NABARD is laying emphasis on financial inclusion through various channel

like No frills Account, SHG Bank linkage, KCC and JLGs. As per the latest records only 8% of total bank credit is purveying for rural areas. One of the major constraints in extending credit to farmers particularly oral

lessees, share croppers and agricultural labours is inability of such category of farmers to provide collateral

security and guarantee to fulfill the requirement of the banks. For such people, Financing under Joint Liability

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Groups has emerged as an effective tool. Due to peer pressure in JLG, recovery is much better than individual

financing.

ULIPH model :Project was instrumental in moving from subsidy mode to business mode

I. ULIPH Investment Cost - `159.1 million

II. FFI investment mobilized - `57.80million (36%)

III. Convergence mobilised - `69.0 million (43%)

IV. Community contribution mobilised- `34.70million (22%)

Additional investment `161.50million(102%) mobilised against the project investment `159.10million(100%).

4.4Learning’s of Component D:

I. Close coordination with banks at all levels is essential for leveraging credit for enterprises. II. Credit demand being generated for successful enterprises like dairy, collective marketing, poultry etc.

III. Audit by project audit team of SHGs, federations and bank linkages had built the confidence of CBOs

and strengthened credit flows.

IV. A key perceptible change in the SHG members is that they now approach banks with confidence for bank transactions and availing loan from banks.

V. A strong MIS is needed to track the performance of ME, SME and IGAs. This need capacity building

of project staff and federation members.

In Component D, the financial achievement was`116.22 mn. against target of`119.00 mn. which

was 98% of annual target.

52

ComponentE

Project

Management

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5. COMPONENT E: PROJECT MANAGEMENT

The progress related to Financial management, Accounts & Audit, Human Resource Management, Procurement, Convergence activities, Knowledge Management, Monitoring and Evaluation, Compliance status

of Joint Review Mission recommendations, participation in ICO events etc have been dealt below.

5.1 Financial Progress:

The financial progress of the project during the reporting period is summarized below:

I. The overall financial achievement of the project during 2012-13 was Rs. 222.52 milion. (97%) against

target of Rs.230.00 millionfor all Components. II. In Component B, the financial achievement was Rs. 5.91 million against target of Rs. 6.35 million which


III. In Component C, the financial achievement was Rs.49.33 million. against target of Rs. 52.45 million.

which was 94% of annual target. IV. In Component D, the financial achievement was Rs.116.22 million. against target of Rs. 119.00 million

which was 98% of annual target.

V. In Component E, the financial achievement was Rs. 51.06 million. against target of Rs. 52.20 million. which was 98% of annual target.

VI. The progress in rural finance mobilized through the community and FFIs was Rs.27.94 million against

revised target of Rs. 200.05 million which was 14% of annual target.

The financial progress made by project during the reporting period is summarized in Annex.I

5.2 Accounts and Audit:

The audit for the financial year 2011-12 was conducted by M/s Ansul Agrawal & Co., Chartered Accountants in the month of June and July 2012 and audit report submitted to the project on 14

th September 2012. The

audited accounts were approved by the 24th Management Committee of UGVS on 21

st September 2012 and

adopted by the Seventh Annual General Meeting of UGVS on 28th September 2012. The audit report along

with annual accounts and auditor‟s observation (Management Letter) were sent to IFAD on 29th

September 2012.The annual accounts of the project for the financial year 2012-13 have been closed and the audit of the

accounts of the project for the year 2012-13 along with partner NGO‟s accounts and Federations will be

audited by a previous Chartered Accountant Firm M/s Anshul Agrawal &Company as per the Project Loan Agreement.

5.3 Human Resource Management:

During the financial year 2013-14, the Project continued to work under the leadership of Ms. Jyotsna Sitling,IFS and Chief Conservator of Forest.The project with the support of the existing qualified staff and

hiring the services of professional consultant overcame the problem of staff shortage and all the related

activities sector wise were carried out successfully. At the end of the financial year the staffing positions under the project comprised of 42 senior and middle level staff , 56 support staff and .A total of 103 Business

Promoters (including 22 federations BPs) have been engaged by project for providing business facilitation to

project communities

5.4 Procurement:

Procurement of goods, works and consulting & other services are undertaken by ULIPH and UPASaC as per

Schedule – 4 (Procurement) of Project Loan Agreement (PLA) No.624-IN dated 20.02.2004 and Finance & Administrative Rules (F&A Rules) of Uttarakhand Gramya Vikas Samiti (UGVS) and UPASaC under Chapter

- VI (Procurement of Goods, Works & Services) as well as IFAD Procurement guidelines. During the financial

year 2011-12, the procurement of goods was made through various procurement methods i.e. Local Shopping

54

for low value goods;Direct Contracting for hiring services and goods from Govt. agencies, National

Competitive Bidding and Local Competitive Bidding for high value goods and in some cases of proprietary items through DGS&D approved rate contracts. In case of procurement of key consultant and high value

services the consultant services were taken from national experts for which the procedures laid down in F&A

rules have been followed.

5.5 Convergence:

Convergence was an important area which emerged with collaboration with line departments & other agencies.

The project converged for both social sector issues and enterprise development. These efforts includes inputs from line departments,Boards, NGOs etc resulted in technical and social interventions worth Rs. 69.03 million

to 16885 beneficiaries in the reporting period. Convergence was mobilized through line departments like

Agriculture, Horticulture, Animal husbandry, Rural Development, SWAJAL, MLA fund etc. .In the area of

convergence project moved from input convergence in initial years to program convergence, where innovations complementing Aajeevika was integrated in the program design converged project to harness

optimum benefits. The details of convergence received by the project in the reporting period2012-13is

summarized below.

Table No. :38

S.N District No. of

beneficiaries Convergence

amt (mn.) Convergence linkages with various departments

1 Almora 5011 6.91 MLA fund , Agriculture, Horticulture, Animal Husbandry,

Rural Development, Social welfare, SWAJAL

2 Bageshwar 6285 10.34 Jan Sikshan Sansthan ,Agriculture, Horticulture, Animal

Husbandry, Rural Development, Social welfare, Industry,

SWAJAL

3 Chamoli 3159 4.82 Agriculture, Horticulture, Animal Husbandry, Rural

Development, Social welfare, HRDI, NABARD, UBFDB,

Forest

4 Tehri 2008 3.17 MANREGA , Horticulture, Animal Husbandry, Social

welfare, SWAJAL

5 Uttarkashi 422 0.59 Agriculture, Horticulture, Rural Development, UREDA

Total 16885 69.03

5.6 Knowledge Management:

Knowledge sharing has emerged as key area and accordingly knowledge sharing strategy of project has been evolved. The project has video documented several success stories of various value chain interventions of the

federation members. The Women Champions selected through their performance in various fields was also

documented by IFAD ICO. Besides, success stories are regularly documented at district level for information dissemination.

Project follows a regular knowledge sharing process with all relevant stakeholders through publication of

quarterly newsletter ‘Aajeevika Today’ at state level, ‘Aajeevika Raibar’ in Garhwal region and ‘Aajeevika Khabarbat’ in Kumaon region. These newsletters give details of activities carried out during the past months,

plans of activities for the coming months, reflective and inspirational case-studies, information of government

schemes, profile of NGO partners and message by a government functionary. The newsletters are distributed to

SHGs/Federations and other important stakeholders.

During the reported period, the project staff participated in various training programs and knowledge sharing

events organised by IFAD ICO related to Procurement in IFAD projects, Monitoring and Evaluation,

Knowledge Management, enterprise development etc.

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Piloting of SMS based Sanchar Shakti Project was carried out in partnership with Department of

Telecommunication with 50 women SHG members in all districts. The results were encouraging and detailed planning is made to implement Sanchar Shakti project with 2200 women SHG members of the project area.

Through this project, important information related to crop cultivation techniques, climate, market rates of

various crops, govt. Schemes, news etc. is provided to the community at their door steps through SMS.

Besides, piloting was also made with 694 progressive farmers and project field staff m-Gramin project under through GIZ project by providing them market related information.

5.7 Monitoring and Evaluation:

Monitoring and Evaluation of Project implementation is essential to ensure that the goal and objectives of a

Project are achieved. Continuous and close monitoring plays an important role in successful delivery of inputs

and achievement of project outputs and objectives, therefore Result based Monitoring and Evaluation of

project is essential. In evaluation of ULIPH, Quality and Quantity of Effect and Impact was seen to ensure whether goals and objectives of the Project are being achieved as envisaged. For which RO-AWPB is prepared

and regularly monitored.

The project analysis its progress through daily review meetings & Quarterly Review Meetings at PMU and district level. The reflection points are followed very keenly with staff and important topics of the meetings

and workshops includes: AWPB preparation; implementation and review of progress; effective coordination

and convergence with line departments; training and capacity building of SHGs, federations and project staff; design and development of various training modules; inclusion of poor‟s in project activities; strengthening of

SHG federations; enterprise development and promotion; reporting to various stakeholders etc.

Regular reflection exercises are conducted at the district level every fortnight with NGO staff in which

progress is reviewed. The reflection process is also carried out half-yearly with all NGO partners and federations through field visits with participation of PRIs, government officials and other stakeholders for

receiving feedback as well as making observations of field level realities and the work being done by the

project. These reflective exercises have instilled a sense of ownership and appreciation for the project efforts being carried out in a difficult terrain amongst the project stakeholders.

Besides, quarterly coordination and monitoring meetings are organized at village, block, district and state level

to review the project progress. Involvement of PRI representatives resulted in organizing 672 VLCC, 35 BLCMC

and 8 DLCMC meetings. A total of three Management Committee meetings and two Steering Committee

meetings were organized during the reporting period at state level to review project progress and other issues

related to project. The discussions in the meetings have led to awareness building of stakeholders on project

progress and necessary guidance and convergence. More importantly the forums created under project have provided opportunities to SHGs & federations to articulate their need areas.

5.7.1 MIS Development: The process of MIS development in the project has been evolved as per the

information needs of the project. The project MIS was made functional for capturing data related to project activities. It can be viewed in www.ugvs.org.

a) Annual Outcome Survey - A web based application has been developed, which is compatible on

computers, mobiles, tablets etc .It can generate graphs and tables from the data.

b) Federation Help Line – It support federations on management, good governance and Self Reliant Cooperative Act 2003 related information and activities. It covers 71 federations with 300 representatives

and Project official.

c) Query Management Information System – An online platform for sharing information, trends, answering of question etc. for project districts, stakeholders and outside peoples. Anyone can send query related to

project and get answers from project staff.


56

d )Voice Message –Project took initiatives for sending voice message to beneficiaries and getting response for

every message by the beneficiaries

e) Online Promotion of Federation Products –It contains various information about products i.e. Image,

Scientific Name, Nutrition Value, Availability, Producer information, Price list etc.

5.7.2 Compliance with Joint Review Mission Recommendations:

The seventh Joint Review Mission of project was held during 4 to 15 May 2012 which visited Tehri, and Chamoli districts and interacted with various stakeholders including grassroots functionaries during the visit.

The Mission particularly focused on issues pertaining to strengthening the interventions already carried out by

the project in terms of institutions and capacities, functioning of the SVCC and the status of the project to move towards sustainability in line with its exit strategy, besides issues of convergence, financial services,

knowledge management and gender. The mission recommended focused efforts towards convergence with

MNREGS and other government programs by conducting training for project personnel, CRPs, federations and SHG members in the mechanics of the schemes and by taking up demonstrations to show the use of these

schemes for integrated natural resource development in collaborations of PRIs, concerned line agencies and

federations.

5.7.3End Term Survey

Expression of Interest (EoI) was floated, inviting proposals from eligible Agencies. Forty proposals were

received, out of which nine agencies were shortlisted. Request of Proposal (RFP), inviting separate technical

and financial proposal, was issued to these short listed nine agencies. Out of six proposals received against RFP, InsPIRE Network for Environment, New Delhi was finalized by the five member evaluation committee,

for carrying out the end term survey. Prior concurrence of EoI and RFP document was taken from IFAD.

Projects end term survey was conducted, through third party for assessing the projects performance over the years. A total of 300 HHs each from project and non- project villages were selected across the five districts. A

mix research design (quantitative & qualitative) has been adopted for the study. The quantitative component

comprised of household survey & synthesis of MIS information and the qualitative component comprised of

Focus Group Discussions at village level and in depth discussion with the Key Respondents.The main findings of the survey are as follows:

a)Impacts on Livelihood

I. In the project villages across the five project districts, 61 percent of the households (30 percent point higher than the non-project areas) have four or more than four sources of income.

II. There has been an increase of 8 percent points in the usage of lift irrigation, while 3 percent point in the

usage of canal irrigation and almost same in the usage of natural sources, since the inception of the

project in 2004.

III. Usage of High Value Crops (HVCs) in the project villages has increased by 20 percent points in

vegetable cultivation and 10 percent points in spice cultivation.

IV. Use of organic pesticides and organic insecticides is increased significantly in the project villages by 32 percent point as compared to the non-project villages.

V. Approximately 80 percent and 70 percent households are using composting and vermi-composting in the

agricultural fields as fertilizers in the project villages.

VI. More than 80 percent households in project villages have applied improved agricultural techniques to

reduce soil erosion, which is 30 percent point more than the non-project villages.

VII. In the project villages, livestock vaccination, veterinary camp, livestock related training, fodder/seeds

and artificial insemination has shown statistically significant increase (39 percent point, 30 percent point,

57

37 percent point, 19 percent point and 8 percent point respectively) as compared to the non-project

villages.

VIII. Stall feeding is increased by 54 percent point as compared to before situation and 74 percent point more

than the non-project villages.

IX. Agriculture and horticulture based activities dominate the Income Generating Activities (IGA) in the

project villages, followed by livestock.

X. Project villages have a net increase of INR 11,689 in the annual income earned through enterprises over

the last eight years. The same difference for the non-project households is INR 5,753 (inflation adjusted)

b)Household Assets and Basic Necessities

I. 53 percent of the households in the project villages have pucca houses which is an increase of 15 percent

points from the year 2004 and 3 percent points from non-project villages.

II. 58 percent of the households in project villages own their toilets, which is an increase of 20 percent points over non-project households. Open-defecation is less in project villages by 20 percent points than

non-project.

III. Usage of mobile phones and television in project villages has increased by 87 and 50 percent point

respectively from the year 2004. Use of coal/wood based chulhas declined by 17 percent points. There has been a 23 percent points increase in the usage of LPG over the last eight years in the project villages,

and 18 percent points in non-project villages.

c)Institutions

I. 90 percent of the SHGs are linked to Federation while 82 percent of the total SHG‟s members are

members of federations as well.

II. 100 percent of the SHG members in the study sample have been trained in regular savings, while 91 percent have received training on inter-loaning.

III. Purchase of livestock, purchase of agricultural inputs, health and education are some of the key factors

for loan taken by the SHG members (42, 28,21,16 percent respectively)

IV. 99 percent of the project households in the study sample have bank accounts which is an increase of 69 percent points from the year 2004.

V. More than 90 percent of the project households have access to old age and widow pension schemes of

the government, which is 50 percent point more when compared with the non-project households in the sample.

d)Other Key Impacts

I. According to 87 percent of the respondents in the project villages, consumption of vegetables has

increased in the last eight years. 59 percent agreed of increased consumption of fruits now as compared to the year 2004. Similarly 70 percent of the respondents in the project villages that their usage of dairy

products has also increased.

II. Increased household income and better access to the market are two key factors for increased food security in the project villages (according to 88, 55 percent respondents respectively).

58

e)Impacts on Women

I. There has been a reduction in fodder collection, drinking water collection, firewood / fuel-wood collection as compared to the non-project villages by 56 percent points, 54 percent points and 51 percent

points respectively.

II. 72 percent of the women in project villages reported that their say in household decision making and

livelihood has increased over the last eight years. III. 98 percent women have now better understanding of financial institutions and products.

IV. 41 percent of the women in project villages reported that their time spent on livelihood activities has

increased from the year 2004. V. The time spent per day on household activities has decreased substantially by half and is now eight hours

a day.

5.8Take over Plan:

Under take over plan, village level and federation level exercise was carried out in each district as per the

format devised by the project. Village level documentations were done and it was compiled at the level of

concerned federations. The document included detail of CBOs, enterprises (individual, SHG and federation level), assets, records etc.

Block Level Coordination&Monitoring Committee (BLCMC) were organized in all the blocks of all project

districts, in which the takeover document was handed over to the concerned federations. Also all the stake holders present in the meeting, provided their views, learning‟s about the different components of the project.

District Level Coordination&Monitoring Committee (DLCMC) were organized in all the project districts, in

which the entire takeover exercise carried out, was briefed to the district administration. There were open

discussions on different components of project. All the stake holders present in the meeting, provided their views, learning‟s which were documented.

In Component E, the financial achievement was `51.06 million. against target of `52.20 million. which


5.9Integrated Livelihood Support Project (ILSP) :

A Concept note on Integrated Livelihood Support Project was submitted to GoI and IFAD under the guidelines

of the Result Based Country Opportunities Strategic Operational Plan 2010-15 of IFAD as per discussions held during meeting with DEA & IFAD in July 2010. The Concept Note was appreciated and a team of Consultants

from IFAD visited the state and project districts between March and August 2011 to appraise the proposal and

give recommandations for the follow up project. The Integrated Livelihood Support Project will follow on

from, and upscale, the Uttarakhand Livelihoods Improvement Project for the Himalayas (ULIPH) which will be completed by the end of 2012. The overall objective of ILSP is to reduce poverty in hill districts of

Uttarakhand.

This would be achieved via the more immediate development objective of “enable rural households to take up sustainable livelihood opportunities integrated with the wider economy”. The strategy behind ILSP will be to

adopt a two pronged approach for building livelihoods in hill districts. The first of these is to support and

develop the food production systems which remain the main means of support for most households. The

second main thrust of the project is to generate cash incomes via the introduction and expansion of cash crops. ILSP will also support non-farm livelihoods, especially community involvement in rural tourism, and

vocational training. The project will be implemented by three Project Implementing Agencies (PIAs) which are

the Uttarakhand Gramya Vikas Samiti (UGVS), Watershed Management Directorate (WMD) & Uttarakhand

59

Parvatiya Aajeevika Sanvardhan Company (UPASaC). The project has four main components as summarized

below:

Component I - Food Security and Upscaling:Under the component the activities proposed are developing

Irrigation & Infrastructure (Micro-irrigation), Food Security Enhancement (Training in production technology,

support to PGs & VPGs), providing support to Livelihoods Collectives for upscaling, Agribusiness Planning

and organizing buyer-seller meet at clusters, exposure visits, support for Livestock breeding programme. Support for Market Access and creation of last mile Infrastructure (Village pathways, Village storage with pre-

cooling, River crossing trolleys, Assembly markets, Collection centres), Capacity building (Farmer exposure

visit to market, Post-harvest Management training, Training on Aggregation). Value chain planning and their operationalization. Innovation Linkages with R&D Institutions like VPKAS Crop research, GBPUAT, HARC

citrus action research, Livestock & poultry and Non-farm & market development. Vocational training for skill

enhancement with their placement for 10,000 youth will be given.

Component II - Participatory Watershed Development: Under this component the activities proposed are

Social Mobilisation, Watershed & village Development & Watershed treatment activities, Food Security

Enhancement support, Farming system improvement, Support to PGs, Value Addition & marketing, Small

infrastructure development eg Collection centres, Livelihood upscaling, Promotion of IGA, Support to LC for upscaling IGA, Institutional Strengthening and Capacity Building of GP and WWMCs, Social training at

village level, Technical training at village level, Training on production technology & Training at Resource

centres

Component III - Livelihood Financing:Under this component the activities proposed are Financial initiatives

includes Training to LC, Product Literacy training, Risk Management, Weather Insurance, Cattle insurance,

Mutual Health insurance. Banking initiatives include Workshop districts and state, Training on appraisal, Branch Expansion support, Viability Gap fund, Development financing, Leveraged credit for SMEs,

Agricultural credit.

Component IV - Finance, Project M&E, Knowledge Management: Under this component the activities

proposed are to organise Monthly review meetings & Quarterly learning/sharing workshops at Block, Division & State Level, trainings & workshops, base-line, mid-term & end term review, organize PSC and PMC

meetings, incorporate the budget requirements into the overall budget of the GOUK, prepare overall project

financial statements, prepare and submit the withdrawal applications, ensure preparation and submission of annual audit reports of the PIAs and annual RIMS data to IFAD. Submit the consolidated AWPB for approval

of IFAD, PMC and PSC, Prepare the Procurement Plan, prepare and submit consolidated progress reports

annually and quarterly, undertake M&E and KM activities related to the project covering all the PIAs and

prepare RIMS data for submission to IFAD.

The Project will be financed by an IFAD loan to Government of India (GoI) of approx. `419 crore (USD 90

million) & a contribution of upto `237 crore (USD 48 million) from State Government. Uttarakhand being a Special Category State, 90% of the funds received from GoI will be as Grant in Aid. The Rural Development

Department (RDD) will be the nodal agency at the state level. A Central Project Coordination Unit (CPCU) within the RDD will be established. A State level Project Steering Committee (PSC) will be constituted and

would be chaired by the Chief Secretary, Government of Uttarakhand.

.

60

Annex.…I

UTTARAKHAND LIVELIHOODS IMPROVEMENT PROJECT FOR THE HIMALAYAS - (ULIPH)

Summary of Financial Progress of Project during the Financial Year 2012-2013

(1st April 2012 to 31st March 2013)

Com

pon

en

t/C

T

Cost Table -wise Activity Head

Total Revised AWP&B for FY

2012-13

Total Acheivement

(From 1st April 2012 to 31st

March 2013) %

Parti. Prog. Fin. Parti. Prog. Fin.

B Empowerment and Capacity Building of Community Organisations and their support organisation

2 Community Empowerment 10864 507 23358925 15782 579 17684497 76%

3 Facilitation through NGO's 1287 588 17226846 1276 455 15472941 90%

4 Interventions to reduce Women's Drudgery 7939 7849 18697800 9370 11680 12391478 66%

Sub Total : (B) 20090 8944 59283571 26428 12714 45548916 77%

C Livelihoods Enhancement and Development

5 Agriculture 24274 4531 38144650 18317 3810 19041669 50%

6 Horticulture 35422 1990 55766495 20445 995 23681238 42%

7 Soil and Water Resources 1124 793 7763300 961 809 5405641 70%

8 Livestock and Aquaculture 20823 8224 46980530 18716 6978 34435056 73%

9 Forestry Development 3738 309 15050200 2443 129 8474490 56%

10 Eco-Tourism 4368 528 25394360 2018 311 12479417 49%

Sub Total : (C) 89749 16375 189099535 62900 13032 103517511 55%

D Livelihoods Support System

11 Entrepreneurship Development 2036 394 20902635 2919 201 10305198 49%

12 Rural Finance (Refer S/N F) 0 0 0 0 0 0

13 Rural Finance Services Support 8789 789 5794335 3537 842 2219405 38%

14 Social Venture Capital Company 222 1415 45648500 557 937 26193935 57%

15 Policy Studies and Advocacy 0 20 4500000 0 0 3118960 69%

Sub Total : (D) 11047 2618 76845470 7013 1980 41837498 54%

E Project Management 76903 4598 42118550 29579 2055 24340618 58%

Sub Total : (E) 76903 4598 42118550 29579 2055 24340618 58%

TOTAL (A+B+C+D+E) 197789 32535 367347126 125920 29781 215244543 59%

Total Revised AWP&B 11-12

(Including Contingencies) 197789 32535 396100000 125920 29781 215244543 54%

F Rural Finance (T/L & CCL from Bank

and SHG Saving) 48445 5549 175515920 39709 7021 154462550 88%

Total Rural Finance (F) 48445 5549 175515920 39709 7021 154462550 88%

GRAND TOTAL 246234 38084 571615920 165629 36802 369707093 65%

61

OUR PARTNERS

Technical Collaboration Partners for Agriculture:

The following agencies were associated with the project in the agriculture sector to provide agricultural inputs

and technical assistance in activities related to demonstrations, training and exposure visits as well as hand-

holding support.

Partner Organisations Areas of Assistance

Government institutions

Uttarakhand Organic Commodity Board,

Dehradun

Training on Organic Farming, Internal Control System

Procedure and certification

Uttarakhand State Seed And Certification

Agency, Dehradun

External inspection of organic crop production, Internal

Control Systems for organic certification.

Uttarakhand Seeds and Tarai Development

Corporation, Pantnagar

Technical assistance in seed production, supply and buy back

of agricultural seeds

Agriculture department, Uttarakhand Coordination of seed production programme

Vivekananda Parvatiya Anusandhan Shala,

Almora

Package of practices for cultivation of traditional crops.

Procurement of light traps, capacity building of project team

and community members, purchase of seeds.

GB Pant University of Agriculture and

Technology, Pantnagar

Package of practices for cultivation of kharif and rabi crops,

capacity building of project team and community members,

purchase of seeds.

GB Pant University, Ranichauri, Tehri Package of practices for cultivation of traditional crops.

Krishi Vigyan Kendra, Gwaldam

(Chamoli), Kafligair (Bageshwar),

Chinyalisaur (Uttarkashi), Dhakrani

(Dehradun)

Package of practices for cultivation of Traditional crops,

Training/exposure on seed production& organic farming

technology.

Organic Training Centre, Majkhali; Almora Technical assistance on organic farming/certification

Private sector agencies/ NGOs

SAMVEDI, Dehradun Service provider of organic value chain in Bageshwar,

Chamoli, Tehri and Uttarkashi districts

Patanjali Gramodyog, Haridwar Procurement of coarse millets & other traditional crops

SUVDHA, Haldwani Service provider of organic value chain in Bageshwar district

NAVDANYA Training/exposure on organic farming

Benwal Apiary, Pokhri (Chamoli) Traditional Apiculture promotion technology (wall hive

improvement) in Chamoli

Village Development Society, Haridwar Training on Organic farming for Bageshwar

62

Technical Collaboration Partners for Horticulture:

The following agencies were associated with the project in the horticulture sector to provide inputs and

technical assistance in activities related to demonstrations, training and exposure visits as well as hand-holding

support.



Tarai Seeds Development Coorparation, Haldi

Pantnagar

Vegetable Seeds

Government Mushroom Center, Jeolikot, Nainital Mushroom production technology

G.B. Pant University, Hill Campus, Ranichauri

(Tehri)

Technical trainings, Fruit Plants

G.B. Pant University, Pantnagar Technical assistance for OSV, vegetable seeds,

communication material

SVCSG Horticulture College, Bharsar Capacity building and technical assistance in OSV,

spices

Dr Y S Parmar University of Agriculture &

Forestry, Solan

Technical training on OSV

NAFED, Rudrapur & Dehradun Vegetable Seed, Horticultural kits

CPRI, Modipuram, Shimla Potato seed

Model Floriculture Centre , GBPUA&T, Pantnagar Technical knowhow for Marigold & Gladiolus

production / Marketing

Directorate of Horticulture, Chaubatia, Ranikhet Package of practices for OSV,

KVK, Majhera, (Almora), KVK Kafligair

(Bageshwar), Dhakrani, Chinyalisaur

Trainings, exposures and technical assistance, in OSV,

spices,

NCCF Dehradun Vegetable seeds & spice planting material

Mandi Society, Haldwani, Dehradun, Vikasnagar,

Rishikesh

Exposure visits, marketing of produce, workshops

Private sector agencies

HARC, Naugaon (Uttarkashi) Collective marketing of pea

CHIRAG, Nainital Training and exposure on collective marketing

Indo-Dutch Pvt Ltd., Bhimtal, Nainital Technical assistance, planting material supply

63

Technical Collaboration Partners for Livestock:

The following agencies were associated with the project in for proving technical inputs in livestock and

aquaculture for capacity building, training and exposure visits as well as hand-holding support.



Uttarakhand Sheep and Wool Development

Board (USWDB), Dehradun

Providing facilities to shephards for wool & livelihood

improvement & supportingsheep ILDC in Uttarkashi

Uttarakhand Livestock Development Board

(ULDB), Dehradun

Establishment of ILDC & paravet training, supply of feed

& fodder blocks, exposure visits

Animal Husbandry dept., Pipalkoti (Chamoli)

& Bahadrabad (Haridwar)

Supply of day old chicks in Garhwal region and technical

assistance

Chief Veterinary Officer, Animal Husbandry

Dept. In all districts

Animal Health, Hatchery , ILDC, fodder Bank, Para vet

kits, Veterinary camps, trainings

KVK, Kafligair, Pithoragarh Training on fodder crop cultivation

GB Pant University, Pantnagar Training on Dairy management and backyard unit rearing,

Value addition training for spices and coarse grains


URPDP (SNK Sammark), Pant Nagar Training of kuroiler for establishment of mother units.

Supply of one day old chicks

Technical Collaboration Partners for Forestry:

The following agencies were associated with the project in for proving technical inputs in MAP and forestry

sector for capacity building, training, exposure visits, demonstrations and hand-holding support.



Herbal Research Development Institute,

Gopeshwar, Chamoli

Demonstrations of kutki, asparagus and large cardamom at

Chamoli and technical trainings

HAPPRC, Srinagar, Pauri Garhwal Technical Support for MAP cultivation and kutki planting

material

Alaknanda forest division, Gopeshwar Capacity building & exposure of Van Panchayats

HNB Garhwal University, Srinagar Training on MAP cultivation


Nandadevi Samajik & Paryavaran

Sansthan, Kandai

MAP nursery establishment – Techniques

Organic India Pvt . Ltd., Lucknow, UP Marketing of MAP produce & organic Production of MAP

Ankur Herbal farm & nursery, Ramdi

(Chamoli)

Capacity building in MAP cultivation and MAP planting

material supply

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