SRIJAN Annual Report 2019-2020

1 CEO'S MESSAGE

It’s a matter of great pride to see SRIJAN wholeheartedly say that my organisation has growing, embracing a sound value system, the best human resources. Trust is a glue that and achieving more than we could ever have keeps relationships together, and I promise to thought of. And that makes me think of the peo- make good on all my promises and vows. ple I wish to thank from the bottom of my heart. Before I conclude, I want to say that the path First, our current and former employees who ahead will be challenging because unpredict- have worked to help the organization achieve ability will continue to rule. Climate change is its present success, our founder, our previous increasingly affecting both the supply and de- and current boards of trustees, our donors, mand of water for small and marginal farmers. and funders without whose support we would Over the past decades, has been grappling not have reached where we are today. I am with intense and rapid depletion of ground- proud of our extraordinary employees, whose water stores driven by human-caused climate high expectations and dreams match ours. change and over-extraction. The consequences They have worked against all odds for 20 years, can be far-reaching; water shortages can hit and have made the impossible, possible. Our food supplies, causing prices to soar, and fuel organisation has become a shining example social unrest, according to researchers. when it comes to sustainable income opportu- nities for rural India, particularly its women. Despite such odds, however, we have earned the trust and respect of our donors, the gov- Therefore, as we celebrate this 20th year of ernment, and our communities. Our team SRIJAN, we also celebrate the success of our members have inculcated a strong ethos of employees, their parents, spouses, and chil- service in everything they do. They take pride dren, who have all made significant sacrifices. and ownership in the service they extend to I congratulate all the employees who have the community. Our work combines passion, worked hard and have waited for months and pride and experience. As always, we will inspire years to script stories of change on the ground. ourselves by working with communities to strengthen our capabilities and bring change Often, I am asked the reason behind the suc- to the lives of the poor. cess of SRIJAN and its biggest strength, and I always answer: my team members. I would I am sure SRIJAN will reach new heights in the say that a team can perform only if it is united. coming days, and I wish you all the best. Therefore, I am very proud of my team, and I

-Prasanna Khemariya, CEO, SRIJAN SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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28-41 Phase 3: From plant to tree, INSIDE THIS the learning years

1. Building agricultural and 4. Making an impact 34 REPORT social change in 5. Soya Samriddhi and Agri- 30 culture Model in phases 35 2. Soya Samriddhi and the 6. Focus on nano orchards 36 four steps to social and 7. Plotting nano success in economic change 31 Rajasthan, , 3. How it worked on ground 33 Chattisgarh 41

4-7 8-13 42-53 1. Milestone and Journey 4-5 1. Small is beautiful 9 4. A pioneering village 11 Phase 4: Breaking 2. Celebrating 20 years of 2. Of land and water 9 5. Building forests 12 Boundaries SRIJAN: Photo Gallery 6-7 3. The soft strength of 6. Women warriors 13 the SHG 10 1. Voicing aspirations 3. Federations by SRIJAN 50 through Aagaz 44 4. Nine federations, limitless 2. Notable WFI Campaigns 48 impact 52 14-17 Phase 1: 20 and counting : How it all began 54-63 Overview

1. 2019-20 Data 54 2. Some Key Highlights from FY 2019-20 55 3. Donors 56 18-27 4. Financial Reports 57-63 Phase 2: Growing Roots, Branching Out Quick Read 1. JAISINAGAR : the wheat 3. The Tikamgarh tanks 22 and Soybean story 20 4. From one state to three, 1. Stories of impact 9-13 3. Soya Samriddhi at a 5. Women's Federations 50-51 2. : from agricul- from four blocks to 2. Focus points in MP, Rajas- glance 32 6. Aagaz Gallery 46-47 ture to horticulture 21 twelve 26 than & Karnataka 19 4. Nano orchard models 40 7. Financial Reports 57-63 SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

Phase 1: 20 and counting: Phase 1: 20 and counting: How it all began How it all began

4 2004 - 2008 2008 - 2013 2014 - 2019 5

MILESTONE • Ventured into multiple • Amplified outreach to • Outreach to over 2,00,000 livelihood models; Dairy, more than 15,000 families families Small holder nano- • Scaling up of Nano-or- • Expanded operation to 47 & JOURNEY orchard, and agriculture chards from 90 to 500 blocks of 6 states covering productivity enhance- • 15,000 farmers under Ag- more than 1300 villages ment programme riculture Productivity En- • Organised Aagaz to • Expansion from 1 state to hancement Programme unleash aspirations of 2000 - 2003 3 states from 4 blocks to • NTFP based custard apple women collectives, 1500 12 blocks value chain established at women leaders partici- • Registered as Public Trust • Formation of apex level Pali with Ghoomar Mahila pated on 27 January 2000 women collective begins Producer Company • Custard apple value chain • Started grass root imple- • Organised 10,000 women extended to Chhindwara mentation through DPIP in 5 women Federations • 9 women led federations at Jaisinagar in 33 villages • First Mahila Sammelan at of SHGs covering 60,000 • Water and Agriculture Tikamgarh plus families theme through Participa- • Partnership with 7 CSOs tory Irrigation Manage- to reach scale up in Bun- ment and water shed. delkhand for revival of • 40 Professional staff traditional tanks • Resource Agency to MS- RLMs and SERP on NTFP value chain • Buddha Fellowship Pro- gramme for developing social entrepreneurs • 250 staff

PHASE 2: PHASE 4: Diversification Breaking and creating Boundaries PHASE 1: models PHASE 3: Inception and Initiation Learning and Replication CELEBRATING 20 YEARS OF SRIJAN – 20 YEARS OF SELF-RELIANCE

This three-day event was organised at Tikamgarh, Madhya Pradesh to celebrate 20 years of SRIJAN. The three days were called SAFARNAMA, SAATHNAMA, and GANTANTRA to JANTANTRA respectively. SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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The stories you will read here are not just stories. Nor are they mere examples of the Small is beautiful work we do, though they are that too. No, The years between 2017 and 2019 changed Jeeva Bai’s life. In July 2017, Jeeva and her family were trying to scratch a living from their these are milestones on our 20-year journey, 2.08 acres of land in Rajasthan’s Pratapgarh district, and working as farm labourers in the nearby region to supplement their each one representing a triumph of the income. Until they adopted SRIJAN’s nano orchard model of horti- human spirit in the face of severe odds. They culture for small landholders. are a testament to what we can achieve The 0.25-acre land area model of horticulture (preferably in back- yards) is based on 60 plants of guava as the main crop and 50 plants through teamwork, perseverance, passion, of papaya as the intercrop. In just two years, farmers like Jeeva Bai began reaping the benefits of the model, which has not only be- and innovative thinking. For us, these will come a sustainable and improved source of income, but also raised never be mere words. the family’s nutritional profile. And Jeeva became a ‘master farmer’ in her village of Bhoori Ghati, someone her fellow villagers see as their future.

Of land and water

Ramcharan Gurjar of Jagmanki Raibeli village in Rajasthan’s district is the quintessential Indian smallholder. His village lies in a ‘dang’, local parlance for a dry, mountainous area, with typically undulating land and low soil depth. And yet, this small farmer is now producing 70-80 quintals of bajra on reclaimed land, and another 70-80 quintals of wheat.

He has developed an extra 2.5 hectares (Ha) of land by taking out the accumulated silt from two local ponds and depositing it on his landholding. As a result of the desilting, not only has Ramcharan expanded his land area, but the water storage capacity of the ponds has increased multifold, benefiting the entire village. No surprises that Ramcharan has become a local role model. SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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The soft A pioneering strength of the village

SHG In the villages of Mohkhed In 2010, SRIJAN was conducting block in of a women’s SHG (self-help group) Madhya Pradesh, residents are formation drive in Gosra village mostly marginal farmers, and the major sources of livelihood are in , Madhya Pradesh. agriculture, daily-wage labour, One of those who joined up was and sale of non-timber forest Anita Bai, a mother of four with produce. Owing to the hilly terrain little formal education. Realising and irregular rains, the irrigation that the SHG could help lift her infrastructure is underdeveloped, family out of poverty, she made and farmers often migrate the most of it, even volunteering to nearby cities in search of to acquire bookkeeping skills employment. when nobody else would. She now Astha, an SHG promoted by serves as secretary of both her SRIJAN, began its journey in SHG and her cluster. Junapani village in 2013 with 10 members. Most are part of hor- Loans she took from the SHG have ticulture interventions, mainly put her son and daughter through nano orchard development, but college, and the modern farming good quality vegetable seeds and Between June and techniques she learnt through her papaya and moringa saplings are association with the SHG, such not easily available. Given this September 2020, as the use of the drip system in problem, SRIJAN introduced the vegetable cultivation and other idea of promoting a nursery to the group sold over improved practises, have helped raise and sell saplings, and SHG 90,000 vegetable Anita and her husband generate members volunteered to stock it surplus income by cultivating with vegetables, papaya, moringa saplings and over tomato, chilli, sponge gourd and and mango saplings. bitter gourd. Raised in a protected environ- 2,000 saplings each ment, the saplings showed good germination (80 percent) and of moringa and low mortality. Between June and papaya, generating September 2020, the group sold over 90,000 vegetable saplings a total revenue of Rs and over 2,000 saplings each of moringa and papaya, generating a 1,14,000. total revenue of Rs 1,14,000. SRIJAN Annual Report 2019-2020

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Women warriors Savitri Bai grew up near Kota in Rajasthan, and finished school there. The 29-year-old has two young sons, and moved to Loharpu- ra in district after marriage, the most educated woman in a village that saw no need for girls to go to school. A city girl, she was unfamiliar with local customs too. However, Savitri not only over- came it all, but became a force for change throughout the district. In just three years, she went from women’s SHG (self-help group) member to service provider, service provider to board member, and board member to president of SMCPCL (Samriddhi Mahila Crop Producer Company Ltd).

When SRIJAN introduced SHG in her village, Savitri became quick- ly involved, taking a leadership position. It was difficult for many women to see the benefits of SHGs, and the initial response was far from positive. However, Savitri persevered, and the Loharpura SHGs became some of the strongest in the area. Recognized for her success, Savitri began assisting to form SHGs in other areas, and joined SRIJAN as one of their first women service providers. Her leadership and responsible attitude got her elected as the first president of SMCPCL’s board of directors. Initially intimidated by government officials, potential business partners, and complex bureaucratic procedures, she rose to the occasion, and today deals with them on an equal footing.

Building forests other grow. It prevents sunlight from reaching the ground, which in turn prevents the growth of weeds. This helps Widely accepted as one of the foremost create a forest in just 20 to 30 years, techniques to improve the environment, while conventional methods can take SRIJAN has piloted the Miyawaki anywhere between 200 to 300 years. method of forest plantation - invented by Japanese botanist Akira Miyawaki During the initial planning at Dor and - in two sites in of Niwari, the community wished to devel- Madhya Pradesh: the villages of Niwari op the forest as a hub of medicinal and and Dor. fruit-bearing local plants that can also be used as livestock fodder. Residents of The Miyawaki technique involves plant- both villages volunteered to prepare the ing native trees as close as possible in land, the layout of the forest, and trans- the same area, which not only saves plant seedlings. In August 2020, a total space, but the saplings also help each of 2,510 seedlings were planted. SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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20 AND COUNTING: “Everyone was from different places and different backgrounds. There was a girl from Jamia, someone else from Ranchi’s HOW IT ALL BEGAN Institute of Rural Development…the thing is that it was truly a team. If one person couldn’t convince a farmer, say, two more We could go on telling you stories of the people SRIJAN was founded in 1997 by Ved Arya to people would go along the next day.” we work with, our most important stakehold- make a difference in the lives of the rural poor ers, the farmers of India. However, the stories through direct action, and registered as a pub- - Namita Pandey, Programme Leader we have listed, we hope, will give you an idea lic trust in January 2000. The Gandhian way of the path we have travelled, and the areas we of life of Baba Amte and his wife Sadhna Amte have focused most intensely upon, in over two had convinced Ved that educated professionals decades of our official existence. are needed to provide rural communities with self-sustaining livelihood opportunities. As he puts it, “SRIJAN’s base or foundation is laid on the principle that we alone cannot make much of a difference. The other urgent need 1997 was to create models of development that are Ved Arya creates SRIJAN self-reliant. That is how our full name is Self-Re- liant Initiatives through Joint Action (SRIJAN).” January

The team which SRIJAN started out with was also based on Ved’s vision that “the same sort of 2000 people shouldn’t be in one team”. As he puts it, SRIJAN gets registered as a “there should be an agricultural person, there public trust should be an engineer, there should be a social “SRIJAN’s base or foundation is laid work person”, making up what Ved called his “rainbow team”, which would optimise itself on the principle that we alone cannot through arguments, debate, and discussion. make much of a difference. The other urgent need was to create models of Accordingly, as Programme Leader Namita Pan- development that are self-reliant. That dey says, “Everyone was from different places is how our full name is Self-Reliant and different backgrounds. There was a girl from Jamia (Jamia Millia Islamia University), someone Initiatives through Joint Action (SRIJAN).” else from Ranchi’s Institute of Rural Develop- ment…the thing is that it was truly a team. If one - Ved Arya, Founder person couldn’t convince a farmer, say, two more people would go along the next day.” SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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“You build value for yourself “I think the leadership was very from the people you work charismatic, the team was very with. You share opinions, gain motivated. They were commited knowledge, increase technical to excellence and they had that knowhow.” passion to bring about change in people's lives.” - Sadique Akhtar, Programme Manager - Stutilina Pal, Programme Manager

And everyone struck it out, as Ved says. “These ple you work with. You share opinions, gain Along the way, as the stories we have told show Making a difference in were young people, and there were months knowledge, increase technical knowhow.” you, we developed a set of core values which when the salaries didn’t come on time, but motivate us at every moment: everybody managed. The credit for building Boosted by this dedicated, motivated team, 1,300 SRIJAN goes to every one of them.” SRIJAN started out with small projects in • Women’s empowerment villages across six Indian states Madhya Pradesh and Rajasthan with support • Strong belief in the capacity of the poor In the words of Programme Manager Bharat from donors such as Tata Trusts and the World • Honesty and transparency Over Bangari, “People in SRIJAN love people.” And Bank. Today, SRIJAN is making a difference to • Accountability Programme Manager Sadique Akhtar adds, the lives of over 2,00,000 rural families from • Striving for excellence “You build value for yourself from the peo- 1,300 villages across six Indian states in active 2,00,000 collaboration with government agencies, and We are also strong believers in community rural families impacted private and institutional donors. ownership of institutions, and their role in generating sustainable livelihoods based on “People in The journey officially began in 2000, when cutting-edge natural and organic practises. SRIJAN started work on its first assignment of The challenges have been many and varied, SRIJAN love designing the Madhya Pradesh government’s not least in bringing about a change in farmer people.” World Bank-funded District Poverty Initiative behaviour, but our core values have seen us Project, and implementing it in the state’s through. We have simply focused on becom- Bundelkhand region. The same programme ing the best at what we set out to do - create a was also taken up in Rajasthan’s region bridge between external institutions and the in 2004. Starting out with large infrastructural rural poor to ensure adoption of best practic- - Bharat Bangari works on tank rehabilitation, irrigation re- es. As it facilitates transfer of knowledge and Programme source creation and aggregating communities technology, promotes institutional financial Manager in form of user groups, SRIJAN soon ventured linkages, SRIJAN continues to believe in the into the formation of self-help groups for power and capacity of community collectives women and initial aggregation of produce, to sustain the developmental efforts. especially milk. SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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GROWING ROOTS, Tikamgarh

BRANCHING OUT Tonk

Jaisinagar FOCUSED LIVELIHOOD During the initial years of 2000-2004, what start- INTERVENTION ed out as a sapling had grown into a sturdy young plant. It was now ready to spread its branches and expand to two more states following Madhya Anuppur Pradesh - Rajasthan and Karnataka, and venture AGRICULTURE DAIRY into multiple livelihood models, primarily dairy, smallholder nano-orchards, and agriculture pro- ductivity enhancement programmes. BUILDING COMMUNITY INSTITUTIONS Agricultural interventions focused largely on rice and wheat cultivation, while attempts were launched to build a pathway for vegetable cultivation also. Thematically too, SRIJAN was MANAGEMENT STRONG ready to progress from water and soil interventions to com- CAPACITY OWNERSHIP munity institutions, then to livelihoods, and finally, access to finance and markets.

Haveri Across the three states, certain focus points came up for each kind of intervention. While Jaisinagar in Madhya Pradesh was the hub of soybean and wheat, Tikamgarh was the focus point for wheat, and Anuppur became the primary location for vegetables and smallholder Focus points across the three states of Madhya Pradesh, horticulture. In Rajasthan, Tonk was the dairy centre. In Rajasthan and Karnataka Karnataka, Haveri became ground zero for SRI (System of Rice Intensification) and ragi cultivation. SRIJAN Annual Report 2019-2020

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JAISINAGAR : the As far as Jaisinagar was concerned, any in- tervention in agriculture would have to begin wheat and soybean with water conservation, since farming was story heavily dependent on rainfall, and the irri- gation infrastructure underdeveloped. So, In 2002, the World Bank had commenced though seeds were distributed, we also had to funding a three-year District Poverty Initiative focus on building water harvesting structures. Project (DPIP) under the Indira Gandhi Garib Hatao Yojana scheme in Jaisinagar. Under this In six villages - Sahapur Sultanpur, Ratanhari, project, natural resource management (NRM) Bichuwa Jagir, Madiya, Sobhapur, and Hinkhada and work relating to agriculture began in vil- - farmers were formed into CIG (Common Inter- lages like Amoda Naya Gaon, Bajiya, Kandela, est Groups), and encouraged to focus on soybean Hada, Shajpuri Krudh, Gogri, Reheli, Karmau, and wheat in order to accelerate their cash flow. Thendudabar, Mochal, Pargaspura, Chandoni, Karaiya, Bamhori Ghat, Kanakrkui, Lakhni, and To aid their efforts, we worked on capacity Salaiyar Gaji. building and introduced crop improvement methods to increase yields, spreading aware- Water and soil conservation work such as the ness about modern farming techniques and construction of check dams, repairing of old working intensively with 50 farmers to demon- wells and construction of new wells, distribu- strate these techniques on a control plot of land. tion of farm machinery such as pumps, sprin- We also worked to improve the quality of cattle kler sets etc, progressed rapidly. Simultane- feed in certain areas by planting berseem (a ously, high-yielding seed varieties for crops like variety of clover famed as high-quality livestock wheat and ginger were distributed regularly. feed) in the villages of Reheli, Gosra, Veerpur, Sobhapur, and Bomhori Ghat.

As far as Jaisinagar was Their cumulative experience was enough to bring to their notice that in the entire belt, concerned, any intervention ANUPPUR : from there was practically no rabi or winter-crop- in agriculture would agriculture to ping season (November-April). Incredible as horticulture it may seem, they found just one village where have to begin with water rabi cultivation was practised. Clearly, an over- whelming majority of farmers were dependent conservation, since farming In 2005, SRIJAN began its journey in , solely on the kharif season (June-September/ in Anuppur district of Madhya Pradesh. The October), which meant that they looked to the first programme to be undertaken came was heavily dependent monsoons to irrigate their crops. The major vunder the Madhya Pradesh Rural Livelihoods challenge here was a lack of irrigation facilities on rainfall, and the Project (MPRLP), and its major focus was to and lifting devices. create livelihood sources for the community irrigation infrastructure by working in tandem with the Panchayati Raj system. An allied activity was to create It was against this backdrop that in 2007, a underdeveloped. So, though awareness among community members about project aided by the Sir Dorabji Tata Trust the function and schemes of the Panchayat. (SDTT) was launched to promote horticulture seeds were distributed, we in the area. The SRIJAN team began pushing also had to focus on building In 2006, the initial team from SRIJAN was the idea of growing backyard vegetables like joined by more experienced members, ready chillies and tomatoes, alongside promoting water harvesting structures. to learn as we went along. the cultivation of pomegranates. SRIJAN Annual Report 2019-2020

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The initiative grew rapidly, and soon SRIJAN had got together 300 families practising horticulture and vegetable cultivation in 25 villages

Where farmers in the area were earlier depen- With support from multiple such committees, groundwater sources, though many of them titled ‘Rehabilitation of Chandela Tanks - dent only on the kharif season for their in- SRIJAN undertook the job of installing solar have fallen into disrepair through centuries Improving Stakes of the Poor’, attended comes, horticulture provided them with a new, power set-ups in the villages to combat the of neglect and poor maintenance. by participants from DPIP, Bharatiya Agro profitable livelihood, because at the weekly lack of a regular supply of electricity, which Industries Foundation (BAIF), ASA India, haat (village market), vegetables had always had been adversely affecting irrigation. In 2003, SRIJAN began work on restoring Aravali, Vikalp, OXFAM, ICEF, MPRLP, SRIJAN been in high demand, and the farmers were Chandela tanks under a project titled ‘Institu- and TUG members. assured of immediate returns. tional Strengthening for Community Manage- The Tikamgarh tanks ment of Chandela Taals in Tikamgarh District’ SRIJAN’s other notable achievement of 2005 The initiative grew rapidly, and soon SRIJAN with support from Inco Canada Corporation was the setting up of its first women’s self-help had got together 300 families practising horti- The Chandela dynasty (851-1545 AD) ruled Office (ICCO). Tank User Groups (TUG) were group (SHG), named Bade Maharaj Mahila culture and vegetable cultivation in 25 villages over the traditionally water-poor region of formed in the villages of Toriya Suklan, Kand- Samiti, with tribal families of Toriya Suklan Bundelkhand in Madhya Pradesh. In order to wa, Kharon, Fateh Ka Khirak and Shahpura. village. We then began mobilizing women To ensure the continued success of the inter- harvest every drop of water that this drought- The TUG were to work on the rehabilitation of in Kandwa and Shahpura, focusing solely on vention as well as to create a sense of ownership prone region received, the Chandela kings the tank management system. those from Scheduled Caste and Scheduled within the community, Village Development established a network of several hundred Tribe communities. Also in 2005-06, the Committees (VDC) were created and made tanks across the region, to ensure a satisfac- Continuing SRIJAN’s tradition of sharing our Poorest Area Civil Society (PACS) programme responsible for all activities and interventions to tory level of groundwater. Even today, Chan- experience with the world, we organised a supported by the UK Government’s Depart- be carried out in their respective villages. dela tanks remain one of the region’s primary multi-stakeholder workshop on March 1, 2005 ment for International Development (DFID) SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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By 2006-07, SRIJAN had promoted In September 2005, the Indian nearly 125 SHGs, and to federate government passed the Mahatma them we promoted our first Mahila Gandhi National Rural Employment Sankul Sammelan at Bijrotha village, Guarantee Act (MGNREGA or NREGA), and the second in 2007 at Muhara a labour law and social security village. Our key leaders at this time measure which aims to guarantee the ‘right to work’ were ASHA BAI, WAFTANI

was started in Tikamgarh, Vidisha, and Sagar Khas). The community would gather in every BAI AND KALABATI BAI to promote 520 all-women SHGs. village, and our team, along with community volunteers and government officials, would talk FROM BIJROTHA, RANI For us, 2005 was a landmark year in terms of about the new act and its provisions. drawing women into SRIJAN’s initiatives. In the decade to come, they were to prove crucial to Encouraged by our work on tank manage- BAI FROM SHAHPURA, the success of our interventions ment and NREGA awareness, the Jatara Jan- pad Panchayat asked us to develop a practical By 2006-07, SRIJAN had promoted nearly model of watershed work under NREGA. AND YASHODA BAI AND 125 SHGs, and to federate them we promoted Accordingly, we selected and completed a 50 our first Mahila Sankul Sammelan at Bijrotha hectare (Ha) watershed in Shahpura village in GEETA BAI from Fateh Ka village, and the second in 2007 at Muhara vil- 2006 under NREGA. lage. Our key leaders at this time were Asha Khirak. To enhance market-linked Bai, Waftani Bai and Kalabati Bai From Bi- This model of watershed management was livelihoods in 2006, SRIJAN promoted jrotha, Rani Bai from Shahpura, and Yashoda noticed by the government, and SRIJAN was Bai and Geeta Bai from Fateh Ka Khirak. To selected by the Department of Rural Devel- the Ajeevika Cooperative as a enhance market-linked livelihoods in 2006, opment in 2007 to implement a watershed SRIJAN promoted the Ajeevika Cooperative management project under the Rajiv Gandhi federation of SHGs and TUGs. And as a federation of SHGs and TUGs. And the Watershed Mission across a project area of Tejaswini project enabled us to extend our 10,425 Ha covering seven Gram Panchayats the Tejaswini project enabled us to work on women’s SHGs. and 13 villages of Jatara block. extend our work on women’s SHGs. In September 2005, the Indian government Again in 2007, we developed a small intensive passed the Mahatma Gandhi National Rural horticulture model called the ‘nano orchard’. Employment Guarantee Act (MGNREGA or This model focuses on fruit plants, and in this NREGA), a labour law and social security mea- case the first intercrop of papaya alternated sure which aims to guarantee the ‘right to work’ with a second intercrop of chilli. Starting out with Tikamgarh, Sehore and Anuppur, by 2008 In 2006, with help from Jatara’s Janpad pancha- we had promoted 82 such plots, where the ma- yat, our team held a three-day NREGA aware- jor crops were pomegranate, mango and guava. ness rally covering three Gram Panchayats and seven villages (Sitapur, Shahpura, Bijrotha, But it wasn’t all smooth sailing. In 2005, we Petpura, Fateh Ka khirak, Roopganj and Gotet ventured into the area of market-oriented SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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With the entry of microfinance, a stronger socio-political space for women had emerged, and they now began to collectively help out with dairy farming and other businesses.

livelihood generation and started work on me- ventions around water, agriculture, and other dicinal plants/ crop cultivation, beginning with livelihood options. Coleus, Stevia and Kalmegh. However, a severe and continuous drought from 2004-2007 The World Bank was leading District Poverty meant failure for this particular project. Initiative Projects (DPIP) in Rajasthan and MP, We organised 10,000 women into five feder- came up in Jaisinagar and Tonk, and we were while programmes on collectives were being run ations, and the first Mahila Sammelan was gaining a definite idea of their final shape. in Jaisinagar and Tikamgarh in MP and Tonk in held at Tikamgarh With the entry of microfinance, a stronger From one state to Rajasthan. On a visit to India, then World Bank socio-political space for women had emerged, president Robert Zoellick visited some of our FORMATION OF APEX LEVEL WOMEN and they now began to collectively help out three, from four blocks projects too, particularly the dairy and women’s COLLECTIVE BEGINS with dairy farming and other businesses. The to twelve federations that were coming up. Our Mahila sense was dawning upon us as well as these Sammelans were the foundations on which apex One of our key interventions, the formation small collectives that coming together worked From Madhya Pradesh, SRIJAN moved to Kar- collectives became the structures. of federations, began between 2004 and better for everyone concerned. nataka and Rajasthan with thematic inter- 2008. During this phase, informal federations SRIJAN Annual Report 2019-2020

Phase 3: From Plant to Tree, The Learning Years

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Our experiences in Madhya Pradesh, Rajasthan, and Karnataka between 2004 and 2008 had taught us many things. The foremost lesson had been the importance of community participation when it came to improving livelihoods. With this in mind, the period from 2008 to 2013 would be one of repli- cating what we had learnt during the earlier phase, and reaching out to larger and larger groups of stakeholders.

The more we reached out, the better we understood exactly what we were up against. Which is best exemplified by one of our most critical interventions during this period - the Soya Samriddhi model - as part of our Agriculture Productivity En- hancement Programme, which eventually helped us reach more than 40,000 farmers.

FROM PLANT TO TREE, THE LEARNING YEARS SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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Around 80 percent of all households in rural India are dependent on agriculture and allied activities; the agriculture sector contributes around 14 percent to the national GDP. However, crop productivity

is low compared to Soya Samriddhi and that they later become ‘Krishi Sakhis’ (women the four steps to social agriculture extension workers), ‘service pro- developed nations, viders’ or ‘community resource persons’. They hence the need for and economic change: provide 24/7 services to their fellow farmers and are available regardless of the time of day. intervention Farm inputs: To provide best quality seeds, As SHG members, women interact with bank- fertilizers and other agricultural inputs at a ers, SRIJAN professionals, agriculture experts, reasonable rate through newly established and government officials Building agricultural b) Unavailability of credit at reasonable rates ‘women farmers’ producer companies’ to in- from institutional sources when required, crease productivity Market facilitation: Besides helping fellow and social change in leading to over-dependence on private mon- farmers, the ‘service providers’ or ‘community RAJASTHAN eylenders, who impose steep rates of interest Finance: To facilitate credit flow that helps resource persons’ also train local farmers in which in turn lead to debt traps purchase agricultural inputs through soft maintaining the quality of their farm produce When it comes to Rajasthan, there are a few loans from women’s Self-Help Groups (SHG), throughout the pre- and post-harvesting specific problems relating to agriculture that c) Lack of marketing information about ag- federations and banks, which are later repaid periods. Project farmers also get market up- we needed to address: ricultural inputs as well as produce, which par- in cash over the course of the growing season. dates so they can sell their produce at the best ticularly affects small and marginal farmers Through timely availability of credit at lower possible rates. Farmers’ producer companies a) Low farm productivity and incomes in rates, poor farmers are able to purchase quali- purchase beans from farmers at competitive rain-fed areas. This is partly owing to a lack of d) Very importantly, women, who are involved ty inputs on time prices and sell to bigger players. The compa- knowledge regarding modern technologies, in nearly 80 percent of agricultural work on nies also provide warehouse facilities to their lack of availability of quality seeds, lack of ap- farms, are not provided any information about Capacity building and training: To train members to hold soybean/ other crops until propriate equipment, a poor extension system, farming, or markets. Their condition may best women and build them up as skilled farmers they receive the best price, which minimizes and lack of investment be described as marginalized alongside other local community members, so distress sales SRIJAN Annual Report 2019-2020

Phase 3: From Plant to Tree, The Learning Years By 2014, these farmers were reached a scale of achieving incremental yields of 33 30-50 percent compared to the district average for Rajasthan. Soya Samriddhi At A 15,000 Glance small and marginal farmers in Community resource To train women as Krishi Bundi and Pratapgarh districts Providing best quality in- Facilitating credit flow persons help farmers Sakhis, service providers puts at reasonable rates through soft loans from maintain quality of pro- and community resource through women farmers’ women’s self-help duce, and also provide persons producer companies groups market updates

The federation comprises around 6,000 members which was promoted to provide institutional credit to small and marginal farm- ers and women

Promoting communi- Encouraging women’s ty-owned institutions role in farming and asso- to carry the program ciated activities 540 forward women's SHGs of the Samriddhi Mahila Mandal Trust (SMTT) promoted

How it worked on As of April 2015, SMTT achieved To provide institutional credit to small and inter-loaning of Rs 8.9 crore and ground also mobilized Rs 4.23 crore used marginal farmers and women, SRIJAN pro- to purchase agri-inputs for soy- moted the Samriddhi Mahila Mandal Trust bean and other crops To implement the programme, SRIJAN placed a (SMTT), a federation of 540 women’s SHGs team of 24 multidisciplinary professionals in four comprising around 6,000 members. As of clusters in Bundi district, and one in Pratapgarh. April 2015, these SHG members had saved Rs 1.52 crore and achieved inter-loaning of Rs 8.9 1.52 Changing the farmer’s behaviour was im- crore. SMTT had also mobilized Rs 4.23 crore crores saved by SHG members perative if they were to accept the improved through government and bank credits, which package of practices, and so SRIJAN designed were then used by SHGs to purchase agri-in- innovative promotional strategies. A series puts for soybean and other crops. of extension methods or tools were used to SRIJAN also promoted the Sam- riddhi Mahila Crop Producer Com- provide information to farmers regarding the To provide market linkage and quality inputs pany Ltd (SMCPCL) which has improved package of practices, and the same to small and marginal farmers, SRIJAN also 2,400 women shareholders and message was broadcast or promoted using promoted the Samriddhi Mahila Crop Pro- provides quality seeds, fertilizers and other inputs. different means to earn the farmers’ trust. ducer Company Ltd (SMCPCL) in November 2011. The company has 2,400 women share- By 2014, the programme had reached a scale holders and provides quality seeds, fertilizers of 15,000 small and marginal farmers in Bundi and other inputs. It also provides warehous- 5,000 and Pratapgarh districts, and farmers under ing services as well as marketing support tonnes of soybean procured the programme were achieving incremental through collection centres, so that farmers yields of 30-50 percent compared to the dis- don’t need to go for distress sales and get a trict average for Rajasthan. good price for their produce. SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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34 35

18.3 18.74 The Soya Samriddhi model Till date, the company has done business worth Rs 4 crore. Its collection centres as well 16.23 as direct purchases from the mandi (market) helped develop social 15 13.94 have facilitated the procurement of near- 13.04 12.89 12.85 12.4 capital within the community ly 5,000 tonne of soybean. Also, SMCPCL’s warehousing facilities have helped store 437 in the form of 88 rural 10 9.3 tonnes of commodities produced by small 8.74 Soya Samriddhi Farmers Yield, Quintal /ha and marginal farmers. youths (service providers), 6.5 6.5 District Average, Quintal/ha 50 Krishi Sakhis (women The Soya Samriddhi model helped develop so- 5 cial capital within the community in the form service providers) and 50 of 88 rural youths (service providers), 50 Krishi master farmers to follow- Sakhis (women service providers) and 50 mas- ter farmers to follow-up the implementation 2008 2009 2010 2011 2012 2013 up the implementation of of the improved package of practices. the improved package of Impact on Soybean Yield practices. Making an impact The roots of the programme are spreading fast. Poor farmers in the region have realized Soya Samriddhi and • Designed extension services to change the importance of scientific ways of farm- farmer behaviour, monitoring and ing, and information on Samriddhi farming Agriculture Model in learning system practices is now being disseminated from phases programme participants to non-participants. PHASE 3, 2010-2012: INSTITUTIONALIZATION After seeing the results in soy crops, farmers are also demanding similar assistance for PHASE 1, 2008: PILOT This phase was very important for pro- wheat and other field crops. gramme sustainability. SRIJAN created To address these issues, SRIJAN initiated the federations and farmers’ producer compa- MUSTARD MAIZE 5,000 farmers 900 Boosted by Soya Samriddhi, SRIJAN began innovative Soya Samriddhi Programme in 2008 nies for collective action on bank linkages, farmers work on different crops such as mustard with 50 small and marginal farmers in Bundi credit, farm inputs, seed production and (5,000 farmers), maize (900 farmers), wheat district. In this phase, the team worked on: social securities. SRIJAN also strengthened PULSES (500 farmers), pearl millets (1,000 farmers), • Designing POPs and testing them with 50 its ties with several research institutions sorghum (1,500 farmers), and pulses (2,000 farmers to double their income like National Research Center for Soybean 2,000 farmers SORGHUM 1,500 farmers) in Tonk, Pali, Pratapgarh and Bundi • Working with individual farmers with help (NRCS), Soybean Processors Association of farmers districts of Rajasthan with support from the from professionals India (SOPA) etc. Mahila Kisan Sashaktikaran Pariyojna pro- gramme of the Centre for microFinance (CmF), PHASE 2, 2009-2010: DESIGNED STRATEGIES PHASE 4, 2013 ONWARD: SUSTAINABILITY PEARL MILLETS WHEAT , MPOWER, and Axis Bank Foundation. FOR SCALE-UP AND REPLICATION 1,000 500 farmers farmers For all these crops, project farmers have been • Farmers organised into 600 SHGs in In this phase, SRIJAN worked on: realizing 20-30 percent incremental yields. this phase We are also working with 3,000 farmers in SRI • Designed a set of seven best practices for • Area expansion (System of Rice intensification) in the states of soy and mustard crops • Partnerships with institutions like NCDEX Karnataka and . • Built local cadre and introduced • Building HR SOYA SAMRIDDHI new technologies • Maximum profit to farmers SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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NO. OF STATE CROP FARMERS FPO

Bundi Rajasthan Soy and Mustard 18,000 SMCPCL

Tonk Rajasthan Mustard 7,500 MMDAPCL

Pratapgarh Rajasthan Soy 3,000 -

Sagar MP Soy 2,500 JSSPCL

Black Gram and Tikamgarh MP 3,200 - Wheat

Paddy through Chattisgarh Chattisgarh 3,043 - SRI

SRIJAN began working on the Wadi Model such as mango, guava and pomegranate, on In 2010, SRIJAN Based on the learnings from Soya Samriddhi, with support from NABARD (National Bank one acre of land. SRIJAN replicated productivity enhancement for Agriculture and Rural Development) and started with 500 programmes in other districts and states, cov- also initiated pilots in certain project areas From 2009 itself, SRIJAN had pilots with ering a total of 43,243 farmers to develop a model of horticulture requiring a number of farmers based on single-fruit and wadis in Chhindwara less land, aided by new technology. The target mixed-fruit orchards, which required even district, followed by Focus on nano- group comprised small and marginal farmers smaller plots of land, thanks to technologi- with even less land than 1.08 Ha, which is the cal intervention. These pilots were launched 500 more in Kotma orchards average for Indian farmers. Such farmers com- primarily in Tikamgarh and Anuppur districts, prise more than 80 percent of the country’s with support from private donor agencies. To block of Anuppur Roughly four decades ago, the ‘Wadi Model’ farming community. begin with, pomegranate orchards were devel- was formulated to work with marginal and oped on 0.2 acres of land with 60 plants. The district in 2012, small tribal families in certain parts of India. The first step was to launch horticulture-based traditional spacing between the plants was and again 1,000 in In the 1980s, the model was based on the projects among rural populations in different reduced to 3 m x 3 m, and these orchards were average land holding of the farmers, avail- areas of Madhya Pradesh with support from named ‘Nano Orchards’. Chhindwara in 2014, ability of water during the year, the need NABARD, based on the Wadi Model. In 2010, for diversification in terms of plants, and to SRIJAN started with 500 wadis in Chhindwara Initially, farmers were hesitant about adopting with support from prevent mortality of the horticulture crop. district, followed by 500 more in Kotma block the new model, so we had hardly 10-15 farm- NABARD’s Tribal In essence, it was a 60-plants model with a of Anuppur district in 2012, and again 1,000 in ers in a single project area, but we kept taking combination of at-least two types of crops Chhindwara in 2014, with support from NA- targets for piloting pomegranate with as many Development Fund such as mango, cashew, Indian gooseberry, BARD’s Tribal Development Fund Project. All farmers as possible, and the initial training in and guava, on 1 acre of land. these wadis or orchards are 60-plant orchards pit digging, pit filling, plantations, fertilisation Project. with two or three different types of fruit plants or manuring, pruning, monitoring and other SRIJAN Annual Report 2019-2020

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activities, were undertaken step by step, so boosts nutrition, with fruits becoming items of that the farmers could thoroughly absorb the consumption in rural households. Both points technology. Alongside, we arranged interac- were well taken. tions with progressive farmers in nearby states like , which helped step up their India accounts for 126 million of small and morale. marginal operational landholders, or 86.08 percent of the total operational landholders, As the pilot continued in both districts, more with an average landholding of 1.475 acres Nano orchards are variable in size, ranging farmers began coming forward as they wit- based on share of total land operated by these from 0.2 to 0.5 acres of land, with a single nessed the success stories in their villages. At farmers. Their livelihoods are mostly depen- the same time, we kept demonstrating the pi- dent upon daily wage labour and seasonal horticulture crop planted with high density, lot plots to district administration officials for agriculture, with migration income funding their support as major stakeholders in scaling agricultural losses and household needs in along with short-duration horticulture crops these interventions. The point we sought to many areas. Climate change is also making make was that a farmer with a landholding of agriculture economically unfeasible. In this such as papaya and other vegetables, to just one or two or three acres can easily oper- situation, as a civil society organisation, the boost the earnings of smallholders in the ate a small horticulture farm which takes up need of the hour is to design viable models for hardly one-fourth or -eighth of their landhold- this section. initial years. ing. This helps improve livelihoods as well as SRIJAN Annual Report 2019-2020

Phase 3: From Plant to Tree, The Learning Years NANO 41 ORCHARD A model nano orchard will typically have water MODELS resources (open well/bore well/perennial streams), installed and working micro irrigation tools such as drip, fencing (to prevent damage to the crop) and quality plants.

Plotting nano success crop on the same area but with 40 plants in a single nano orchard. And Kotma offered farm- in Rajasthan, Madhya ers a choice between pomegranate, mango and Pradesh, Chattisgarh guava in mixed cropping, with an average of 40 plants per farmer per nano orchard.

A major breakthrough project developed when, It was the concept of model nano orchards that beginning 2017, Azim Premji Philanthropic Ini- made this project stand out. A model nano or- tiatives (APPI) supported us in scaling up com- chard will typically have water resources (open munity-based horticulture or nano orchards well/ bore well/ perennial streams), installed with small and marginal farmers. The project and working micro irrigation tools such as began in four major livelihood clusters – Pali, drip, fencing (to prevent damage to the crop) Pratapgarh (Rajasthan), Jatara, Jaisinagar (Bun- and quality plants. delkhand - MP), Chhindwara (MP), Kotma (MP) and Koriya (Chhatisgarh). One more important aspect is to take horti- culture crop-specific research institutions Each livelihood cluster came up with models of into the loop to improve technical capabilities nano orchards based on type of soil, farmer’s among farmers and implement human re- landholding, availability of water, and avail- sources. Thus, SRIJAN tied up with technical ability of land. Pratapgarh came up with nano research bodies such as the National Research orchards on land, as little as 0.2 acres, based Centre on Pomegranate (NRCP) and Central on guava (as the main horticulture crop) and Institute for Subtropical Horticulture (CISH). papaya as intercrop (one papaya plant be- tween four guava plants). So a nano orchard in Within just two years, 500 new model nano Pratapgarh consists of 60 guava plants and 50 orchards had been developed under the APPI papaya plants. project, while 509 more had been set up either with help from district administrations Similarly, Jatara came up with a nano orchard or private donor agencies in Rajasthan, Mad- based on pomegranate (main crop) and veg- hya Pradesh and Chattisgarh. Farmers were etables (intercrop), planting as many as 80 selected from community institutions built pomegranate plants in an area of 0.2 acre. during the project period - 1,171 new SHGs Chhindwara, based on type of soil, promoted or Women Producer Groups (WPGs), 59 new guava as the main crop on 0.15 acre with 50 clusters (village-level organisations) and two plants, Koriya promoted mango as the main new federations. SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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42 43 BREAKING BOUNDARIES

Between the years 2014 and 2019, our outreach extended to over 2,00,000 families as we expanded operations to 47 blocks across four states, cover- ing more than 1,300 villages. However, this period was not only about our work on the field or among farms. There was a very special fallout. Driven by our firm belief in gender equality, there was an overwhelming focus on partnering frequently marginalised women from various communities in order to take our programmes forward. And one of the key steps in this regard was Aagaz. SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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Voicing aspirations THE MISSION

through Aagaz We had noticed that while we as an organiza- tion were successfully increasing community Aagaz is a day-long event organized by SRIJAN incomes through livelihood interventions in Delhi, in which women leaders from across in horticulture, agriculture, dairy, FPO etc, the nation participate. The event was born of lifestyles were not improving proportionately. the thought that women leaders or federations Issues such as domestic violence, alcoholism, must go beyond the boundaries of the village caste disparity, low awareness and lack of edu- or panchayat so that their voices are given a cation were still rampant, and the victims were larger platform. mostly women. We thought these problems could only be addressed if the community

itself identified them and raised a voice. Thus • Ghoomar Mahila Sangh - Pali, Rajasthan Aagaz was created with the vision of forming • Kaanthal Mahila Mahasangh - Pratapgarh, a national-level platform to address pressing Rajasthan issues for rural women. • Sangam Mahila Mandal - Chhindwara, Madhya Pradesh EVENT HIGHLIGHTS • Mahabodhi Mahila Sangh - Vidisha, Mad- hya Pradesh Aagaz was organized consecutively in 2017 • Sakhi Sangh - Sagar, Madhya Pradesh and 2018, with 440 women from SRIJAN and • Naari Shakti Mahila Mahasangh - Sagar, different parts of the nation coming togeth- Madhya Pradesh er to discuss issues and problems in the first year alone. Self Help Groups (SHG) federations They decided to consolidate the strength of represented at the event included: 45,000 women spread across four states. They also put forward major issues that they collec- • Mahamaya Mahila Mahasangh - Koriya, tively wished to address on a national plat- Chhattisgarh form, giving birth to the Women’s Federation • Panchadhara Mahila Bikas Samiti - Angul, of India (WFI). The issues were related to: - Odisha • Maitree Mahila Mandal - Tonk, Rajasthan • Banning alcohol in the villages • Samriddhi Mahila Mandal - Bundi, Rajas- • Education than • Domestic violence SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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AAGAZ EVENT GALLERY The event was born of the thought that women leaders or federations must go beyond the boundaries of the village or panchayat so that their voices are given a larger platform. SRIJAN Annual Report 2019-2020

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• Rights and entitlement tions taken by women leaders and federations sale of alcohol in Bhimana Panchayat sarpanch of their village arrested for • More accountability to women from the were conveyed through skits, dance, songs, • Odisha, Madhya Pradesh: In the villages taking bribes government panel discussions etc. of Podapadar (Angul, Odisha) and Temni • Rajasthan: In Pathari, Jatara and Kawarpura • Banks and Panchayati Raj institutions Khurd (Mohkhed, Madhya Pradesh), liquor villages, also of , women ensure shops were closed thanks to a relentless schools, anganwadis and health centers in There were panel discussions on each of these Notable WFI anti-liquor campaign by the women their panchayats operate efficiently. They issues and federation leaders participated by • Odisha, Rajasthan: In the villages of conduct regular inspections and demand sharing experiences about how these issues Campaigns Adeswar (Angul, Odisha) and Deekla (Tonk, more accountability from the authorities affect their lives and work in their respective Rajasthan), women submitted applications responsible for these institutions Since the formation of the WFI, increasing geographies. It was decided that these wom- efforts have been made by the SHGs to to their sarpanch (village headman), police • Madhya Pradesh: Women in Jatara dis- en would go back and take action against the move beyond credit and livelihood activities station and the district collector to ban the trict have submitted SOPs at Gram Sabha problems relevant to their respective regions, to tackling the social fault lines adversely sale of alcohol in their panchayats meetings to bring NREGA (National Rural and discussions next year would focus on affecting women. • Madhya Pradesh: Women organized a Employment Guarantee Act) work to their their progress. major rally to ban alcohol from Mohkhed villages and for building toilets • Rajasthan: Following a signature cam- block in Chhindwara district • Madhya Pradesh, Rajasthan: A hand In the second year, around 2,000 women par- paign, tribal women submitted a petition • Rajasthan: In Kawarpura village of Tonk pump and borewell were set up In Dham- ticipated from across the nation. Several ac- to the District Magistrate of Pali to ban the district, women filed a case and got the na (Jatara, Madhya Pradesh), and Gadoli SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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JEEVIKA MAHILA MAHASANGH SAKHI SANGH SAMITI & PRERNA TEJASWANI Khatkar SAMRIDDHI MAHILA MAHILA MAHASANGH Location: MANDAL TRUST Jaisinagar, Madhya Pradesh Location: Formed: 2010 Location: Khatkar, Rajasthan Jatara, Madhya Pradesh Registered: 2014 Formed: 2009 Formed: 2010 Registered: 2013 Registered: 2014

JHILODHAR MAHILA SAMITI Duni Location: Kelhari, Chhattisgarh Formed: 2015 Nana Registered: 2018 GHOMMAR MAHILA Jatara SAMITI

Location: Nana, , Rajasthan Jaisinagar Formed: 2013 Registered: 2015

Kelhari

MAITREE MAHILA MANDAL SAMITI Mohkhed

Location: Duni, Rajasthan Formed: 2007 Registered: 2009

SANGAM MAHILA PRERNA MAHILA MANDAL MANDAL

Location: Location: Chhindwara, Madhya Pradesh Mohkhed, Madhya Pradesh Formed: 2014 Formed: 2017 9 WOMEN'S Registered: 2016 Registered: 2019 FEDERATIONS SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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When the SHG Panchayat (Tonk, Rajasthan) villages re- spectively, after women in the Gram Sabha formation drive began submitted petitions • Rajasthan: NREGA work came to Shivra- in 2009, organising jpura panchayat in Uniyara, Tonk, follow- meetings was a ing a determined four-year agitation by its women outside the Sub-Divisional Magis- problem as the men trate’s court would not allow their wives to talk Nine federations, limitless impact to strangers. Also, The journey of our women’s federations they thought of us began with women’s self-help groups (SHG). At various times, across villages in Rajasthan as outsiders who and Madhya Pradesh in particular, we led would take away and participated in SHG-formation drives to address issues ranging from the eradication of their money and non-institutional moneylending, to domestic violence against women, to spreading belongings, as well as awareness about livelihood-enhancing their land policies and schemes. Initial hurdles were many, and varied. It was very common for women to face opposition from husbands who were unwilling to let their wives even speak to strangers. On one occa- sion, 50 of our women pioneers, or ‘leaders’ little time for meetings to discuss subjects they money to put their children through school as we call them, were taken to Tonk in a hired knew little about, and for which they would have and college, as well as improved their own liv- roadways bus on an exposure visit. About half- to travel long distances over difficult terrain. ing standards by setting up business ventures way through the journey, their husbands called Besides, there was a general mistrust about like dairies and sapling nurseries. our team member Prabhu and asked him to whether, under the pretence of forming SHGs, The world recognised their immense courage bring their wives back! we would run away with their money and land! and determination by repeatedly conferring awards on multiple federations at various Our team did not listen and took the risk Nonetheless, we went from SHGs to clusters, forums, and even inviting federation repre- of completing the visit, but on their return, and from clusters to federations, as more and sentatives to TEDEx Talks, as happened with many of the women were beaten by their more women realised that their strength lay Kajodi Devi of Rajasthan’s Tonk district. husbands and forbidden to see us again. in numbers. Along the way, they learned how That they not only disobeyed that order, but to manage money, break free of the debt cycle The journey continues. We have a long way discovered their hidden strengths through imposed on them by money-lenders, speak to to go, but thousands of women in these association with the SHG, was one of our government and bank officials, and demand regions now know exactly what the benefits most rewarding experiences. their rights from an administration they had of an SHG, a cluster, and a federation are. earlier felt intimidated by. They took the lead They are ready to chart their own destinies, That apart, they had household chores to do, in settling violent domestic disputes, chal- and we are humbled and privileged to bear farm work to finish. That meant they had very lenged patriarchy, and borrowed federation witness to their success. SRIJAN Annual Report SRIJAN Annual Report 2019-2020 2019-2020

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54 55 2019-20 DATA SOME KEY HIGHLIGHTS

COMMUNITY INSTITUTION BUILDING (CIB): NTFP: FROM FY 2019-2020: INR 1. Launch of BIWAL during FY 2019-20: Bun- 4. Our organic farmers Ms. Sangita Khamre 60.81 delkhand Initiatives for Water Agriculture and Mr. Ankush Patil were invited to share 6.48 crore Metric tonnes of Custard Apple Pulp processed Livelihood (BIWAL) is a consortium of seven their experiences at Lakmé Fashion Week held Savings of Community Institution: FY 19/20 NGOs (CARD, HARITIKA, ABSSS, BSS, Aruno- in Mumbai day Sansthan, YKVM, and SRIJAN) working in several districts of the Bundelkhand region 5. Workshop on ‘Revival of Traditional Water 298.2 in both and Madhya Pradesh. Bodies in the Bundelkhand region, MP’ was 7 Spearheaded by SRIJAN, these NGOs aim to held at Orcha and was chaired by Ms. Gauri 11 8005 Metric tonnes of Raw FPO SHG Federations Families Linked with Custard Apple Processed promoted address water, agriculture, and livelihood is- Singh (ACS, Department of Panchayat and Promoted Entitlement Schemes sues by promoting natural resource manage- Rural Development), and presided over by ment measures like pond desilting, restoration Mr. R. Parasuram (Director General, AIGGPA). of various types of water bodies, and water The objective was to amplify impact through a WATER CONSERVATION: INR harvesting among the community. strong collaboration with the government, and facilitative partnerships with the district ad- 7.10 crore 2. Celebration of SRIJAN’s 20-year journey: ministrations and Panchayati Raj institutions. Credit Linkage 34,219 SRIJAN celebrated 20 years of its journey, ‘20 The day-long event tried to explore avenues NRM community members years of Self-Reliance’, in January 2020 with a for scaling up tank restoration initiatives too. three-day retreat programme at HORTICULTURE AND AGRICULTURE: 6. We opened our new project location in INR 3. Visit of government officials to SRIJAN of Rajasthan. project sites: This year, our project sites were 20 453 visited by senior government officials like Ms. 7. Agreements were signed with three new R. Vemula, IAS (CEO - MPSRLM), who visited donors - National Stock Exchange Foundation 27,858 crore mobilised from Water Conservation our custard apple centre in Bheed district of (NSEF), RBL Bank, Aditya Birla Finance Limited Agriculture farmers government sources Potential structures for water conservation Created Maharashtra; Mr. Ajit Kesari, IAS (Principal (ABFL) activities Secretary - Agriculture and Cooperatives) with Mr. Pradeep Nikhra (MD - MP State Coopera- 8. In collaboration with Civic Engagement tive Bank) visited Khapa and Jobni villages of Alliance (CEA), and the National Association of 727 32 Sausar block in Chhindwara district, where Farmer Producer Organisations (NAFPO), we Horticultural Metric tonnes of SRIJAN has been promoting organic cotton arranged a two-day consultation workshop plots in 2019-20 Horticultural Produce 21 663 Lakh m3 Water Acres Converted from farming for three years; Mr. Chandramohan on ‘Strategic Partnership of Convening and Harvesting Barren to Cultivated Thakur, IAS (District Collector - Anuppur) vis- Convincing for Strengthening FPOs’ in Delhi Potential Created Land ited the Fish Cage Culture Unit (24-cage unit) to identify constraints and key building blocks and nano orchard plots in Chohri village of of effective support to build a strong ecosys- 28,114 Kotma block, Anuppur, Madhya Pradesh tem for FPOs horticulture farmers under intervention 3,626 Acres of Area Brought under Efficient Irrigation Name of Annual Report 2019-2020

56 DONORS FINANCIAL REPORTS 2019- 2020

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