2001-03-RLS FIeld Study-19-24 Feb Final Version

7/31/2019 2001-03-RLS FIeld Study-19-24 Feb Final Version

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PROGRAMME OFFICENATURAL RESOURCES MANAGEMENT PROGRAMME

ANDHRA PRADESH

Small Ruminant Development ProgrammeMahabubnagar

Rural Livelihood System Field Study(19th to 24th February 2001)

Report No. 03-01 March 2001

8-2-351/R/8, Banjara Hills, Road No.3, Hyderabad - 500 034Tel : 080-3356274, 3356275, Fax : 080-3356273Email : [email protected]

106701792.doc 11 March 2001
mailto:[email protected]:[email protected]


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Table of Content Rural Livelihood System Field Study

Table of Content

Foreword....................................................................................................................................3Acknowledgement......................................................................................................................4

Executive Summary...................................................................................................................51. INTRODUCTION....................................................................................................................72. BACKDROP...........................................................................................................................73. THE PROCESS......................................................................................................................8BOX-1 ........................................................................................................................................94. INPUT...................................................................................................................................19Fig 5: Dimensions of Empowerment to be monitored...........................................................225. LEARNING & FEEDBACK...................................................................................................296. ANNEXES............................................................................................................................30ANNEXES................................................................................................................................30

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Foreword Rural Livelihood System Field Study

Foreword

The RLS Workshop in November 2000 at Pungannur, Chittoor District, Andhra Pradesh

supported and enhanced our thinking at NRMPA on the concept of, methodology and theprocess for livelihoods systems. This workshop came to us at the right moment when wehad started the process of planning at Mahabubnagar District for the Small RuminantDevelopment Programme.

As it was intended the post workshop was a challenge! The introduction of the 9-squaremandala as a heuristic tool to understand the concept of livelihood system was thoughtprovoking. Based on our understanding of the 9-square mandala a Rural Livelihood System(RLS) Matrix was developed by us.

Our experience in livestock projects, especially towards the end of the Indo-Swiss ProjectAndhra Pradesh (ISPA), made us realise that the livelihood approach would enhance the

quality of life of our partners at the village level. Developing a project together with thestakeholders also confirmed our thinking that the livelihood approach would makeinterventions more sustainable and meaningful.

Henk op het Veld Rebecca KatticarenSenior Programme Coordinator/Advisor Programme Coordinator

March 2001

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Acknowledgement Rural Livelihood System Field Study

Acknowledgement

It is not just a group of persons who was responsible for the outcome of this process initiated inNovember 2000, but a team that worked together and challenged one another. Several persons come

to my mind that has contributed to the success of this process.

Let me place on record the efforts of our Core team Ravi Prakash (Project Coordinator), Hanumanthuand Satyanaryana (Cluster Organisers), Narayanagaru, Sahadev (Representative of the RaemadullaCluster), Venkatesh and Ramulu (representatives of the Garlapahad Cluster) to study and internalisethe RLS matrix and collect information from the proposed project villages and helping NRMPA toanalyse the livelihood systems.

Henk has always been a source of inspiration and great support especially when new initiatives have tobe taken. His constant thinking on the livelihood approach has churned out a tool for analysing the RLS.

Rambabu though new to join our team contributed to the outcome of the process and supported thecore team in understanding the concepts and methodology.

Our support staffs in NRMPA need special mention. Appa Rao was ever ready to produce a visual tomatch our thoughts the photographs, charts and the brown sheets. In preparing the conference halland to keep the participants energetic with supply of water and refreshments were Nagamani andVenkatamma. Indira, constantly on her toes to see that the logistical arrangements were efficient, withJames providing timely support. Suresh was always there with the required financial support, but notwithout proper sanction and approvals. Our Ramulu was there to make sure that the security wasmaintained.

To our facilitators Ruedi Hogger, Ruedi Baumgartner, and Smitha had it not been for the sharing ofyour experience in developing the heuristic tool we would not have had this fruitful experience. Yourthought provoking inputs and insights have brought us a long way in the planning process. We atNRMPA and the Core Team have learnt a lot in the one-week we were together.

To all our partners in the village special thanks for their co-operation in allowing us to understand learnand experience their livelihood system during the surveys and the field visits.

The governing Board members of the District Sheep Breeders Union, Mahabubnagar took time off forus, to understand their organisation for a fruitful partnership in the coming years.

Though it was for just two days the presence of Ms.Lucy Maarse, Delegate-IC and Capt. Viswanathan,SDC from Delhi was very encouraging and inspiring. Thank you.

RebeccaProgramme Coordinator

15 March 2001

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Executive Summary Rural Livelihood System Field Study

Executive Summary

1. NRMPA adopts a livelihood approach in its projects like the Small Ruminant

Development Project (SRDP). In November 2000, Rebecca and Henk had the possibilityto participate in an SDC/IC organised Workshop (in Pungannur, Chittoor District),wherein the Nine square mandala, was presented and used as a heuristic tool to lookat and to better understand the complexity of rural livelihood systems. The tool had beendeveloped in an Indo-Swiss Research Project on Rural Livelihood Systems. Using theinspiration from this workshop, Henk and Rebecca developed a similar tool (the RLSMatrix) in order to support the ongoing planning process of SRDP with theMahabubnagar District Sheep Breeders Union (MDSBU).

2. The RLS field study week from 19 24 February was organised with the aim to build upthe capacity of core group of MDSBU in understanding the livelihood systems of smallruminant rearers as well as in helping NRMPA in planning, monitoring interventions and

process documentation from a livelihood perspective. The three researchers of the ninesquare mandala were invited as facilitators for the study week.

3. In the course of this process, the MDSBU core group realised the difference between thetypical scheme approach and an RLS approach. In the first case, development isusually reduced to an issue of purely technical and financial dimensions and isdispensed from top (Government or Donor) to bottom (villagers); while in the secondcase it is understood to be a holistic process involving above all human beings (whohandle technology and finances) and which take their responsibility towards each otherand towards Government/Donors. To realise this difference has brought about change inpersonal attitude and awareness among the core group members themselves. Their ownself-help mentality prevailing among so many people in the villages.

4. NRMPA staff and the three facilitators became aware of the commonalties anddifferences between the nine square mandala and the RLS matrix. Both can be used asa heuristic tool for understanding livelihoods by the multi-focus points of viewinglivelihoods. Although the interrelations between the different viewpoints in both tools areessential for understanding livelihood and planning for interventions, the emotional baseand the importance of the macro reality was less prominent in the RLS matrix.

5. The holisticapproach to livelihood systems in the nine square mandala differs to acertain extent from the integratedapproach of the RLS matrix. While the first stressesmostly the fact that development have necessarily two aspects, i.e. outer and inner

realities (both together make up the whole), the second puts emphasis on the intricatelinkages and inter-relations of the various dimensions represented in the matrix.

6. When planning with a livelihood perspective, monitoring cannot restrict itself to justplanned physical activities. Especially qualitative aspects as empowerment processes,coping mechanisms, learning processes and external context like development policiesand strategies etc. become important. Several guidelines for RLS monitoring werediscussed:a. Project phasing and its different dimensions using the multi-focus dimensionsb. Different types of monitoring and its indicators like implicit/informal and explicit/formal

monitoring, self-monitoring and multilevel monitoring

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Executive Summary Rural Livelihood System Field Study

c. Focus of monitoring related to impact, processes, and results and projecthypothesis/assumptions.

7. For institutionalising process documentation questions that need to be addressed

related to the document are for whom; how; what; who and when.

8. Process documentation of livelihood systems should cover quantitative as well asqualitative aspects, which were symbolised by Shiva (structure, general) and Shakti(energy; individuality). The content, however, would change based on the purpose ofdocumentation like for self-reflection, for awareness, for empowerment, for donorrequirements or academic community. Quotations, life stories, illustrations and boxeswould give an added value to process documents.

9. By placing SRDP in the log frame of a livelihood perspective, it was felt that the projectgoal and objectives of SRDP might have to be redefined.

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Introduction & Backdrop Rural Livelihood System Field Study

1. INTRODUCTION1.1 This is a document that details a process of learning. The Rural Livelihood Systems

Field Study was organised at the Programme Office-Andhra Pradesh for a period ofone week from 19th to 24th February 2000. Facilitators were Ruedi Hogger, Ruedi.

Baumgartner and Smitha Premchander of SAMPARK (NGO). The terms of referenceof our facilitators are annexed (5.0)

1.2 During the preparatory phase, which was December 2000 to February 2001 a documenton the Rural Livelihood System An Analysis was produced as reading material forthe workshop. A sample of 5 villages was taken for the analysis. A summary of thisdocument is given as Annex 5.1.

1.3 Core teams from Mahabubnagar and NRMPA team were the main participants.During the workshop the participants together with the facilitators looked at theMandala and Matrix the similarity and the differences were also noted. Conceptualdiscussions on the RLS Matrix took place only among the consultants and the

NRMPA team. The core team members were involved in the practical aspects of theworkshop like survey analysis, field visits and group discussions on village planning.

1.4 On request from NRMPA the facilitators also provided input on Monitoring andProcess Documentation.

2. BACKDROP2.1 At the workshop in Pungannur NRMPA presented an action plan as a post workshop

exercise. Refer annex 5.2. This acted as a guideline to the steps involved in theplanning process.

2.2 Under the NRMPA one of the planned projects is the Small Ruminant DevelopmentProgramme. Three districts have been identified after desk studies and consultations.They are Nalgonda, Mahabubnagar and Ananthapur. In all three districts theplanning strategies vary. In Mahabubnagar the Mahabubnagar District SheepBreeders Union has been identified as the partner. The core team would be theimplementor on behalf of the Union. POA has been supporting this team in buildingup their capacities to conduct surveys, analyse data and in the preparation of aproject proposal.

2.3 For easy reference maps of the State, District, Clusters and villages (studied) areannexed as 5.3.

2.4 Since its first contact with the District Union in July 2000 POA has supported therepresentatives of the Union in conducting three surveys:

1. To identify pilot project area sample survey was conducted in 10 villagescovering 10 constituencies of Mahabubnagar.2. After the selection of pilot project villages (16 villages) representatives fromthe villages studied their villages using parameters related to livelihoods.3. As part of planning a project analysis of the livelihood system of smallruminant rearers of 5 villages were carried out, using the RLS Matrix (anadaptation of the 9-square Mandala.

2.5 Steps involved in the planning process may be seen in annex 5.4.

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Process Rural Livelihood System Field Study

3. THE PROCESS3.1 There was excitement in POA with all staff being involved in the preparation for the

RLS field study. Henk as Senior Programme Coordinator gave a warm welcome tothe consultants/facilitators and the core team members to a fruitful week ahead. All

the participants introduced themselves. Rebecca presented a tentative programmeschedule from 19th to 24th February. Enclosed as annex 5. Flexibility was inbuilt intothe programme. Schedule was fixed up to 22nd Feb. only. The last two days wasplanned based on experiences in the field on 20th & 21st Feb.

3.2 Participants had to be familiarised on the context in which the Field study was to beconducted. The presentation began with the programme schedule for the comingweek (5.5). A brief presentation on the history of SRDP was made. Copy oftransparency sheets is included as annex 5.6. In the presentation Rebecca gave abrief history on the evolution of the SRDP, goal and objectives of the programme.The time-line of the programme in Mahabubnagar gave an idea as to where theprocess stands. As an introduction to the analysis of the 5 villages RLS matrix and

the study methodology were presented. Explanation of the cells in the Matrix andMandala are given in the annex 5.7.

Rural Livelihood Systems Matrix

Nine-Square Mandala

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8

9Personality

8Cooperation

7Community

Unity

4Network

5DecisionMaking

6Autonomy

1Resources

2Management

Practices

3Capabilities

1Physical Base

2Knowledge &Activity Base

3Emotional Base

6Inner Human

Space

5Family Space

4Socio-

economic Base

9IndividualOrientation

8FamilyOrientation

7CollectiveOrientation

RLS MatrixMatrix may be used for

understanding livelihoods from a

change management point of view.

The inter-relations between the cellsare essential for planning,

monitoring interventions.

Matrix gives an integrated approach

to livelihoods.

9-Square Mandala

It is a heuristic tool forunderstanding livelihoods.

Mandal concept is based on

balance and holistic. It gives a

holistic perspective on livelihoods

from human to material, inner to

outer and individual to social.

Mandala gives a holistic approach

to understanding livelihoods.


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BOX-1Difference between Kulla Sangam and Primary Society

At the village level among the rearers the Yadhavas is the dominating caste. There are rearers from other castes but

the possession of goats/sheep is rather low. The formation ofPrimary Society was mainly to receive loan fromgovernment scheme and the organisation waspredominantly mooted by the Yadhavas, therefore there is an overlapbetween the Yadhava Kulla Sangam and the Primary society. Unfortunately the primary society was not opened out

to the other caste rearers.

The role of the primary society as seen by the core team was that it liaisons with the Animal Husbandry department,

networks with Banks, DRDA/Govt. to bring in Loans. The primary society also intervenes for conflict resolution

within amilies.


3.3 Further clarification into the context and situation at the village level were discussed.Difference between the Kulla Sangam an association of families belonging to oneparticular caste; and the Sheep Breeders Primary Society a co-operativesupposedly for the owners of sheep/goats; was clarified. ReferBox-1

3.4 The core team members were requested to give a feedback on their experiences inconducting 3 surveys in Mahabubnagar. Their opinions are indicated in Box-2.

3.5 Feedback on the RLS Matrix3.5.1 Ruedi Hogger was the first to respond to the matrix presented. His comment was

that looking at the matrix presented by the NRMPA Decision-Making seems to bethe centre of the Livelihood system. Network is a small part of the inner human space

of the Mandala. He indicated that what is importantly missing in the Matrix is theemotional base the feeling of identity and traditions. ReferFig. 1

Fig: 1 - Feedback on the Matrix used by NRMPA

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BOX-2

Differences in the 3 surveys conducted in Mahabubnagar

1st Survey: Sample villages in the district - Questionnaires through group interviews mostly

2ndsurvey: Cluster villages surveyed through family interviews, data gathered on household with checklist.

3rdsurvey: individuals interviewed checklist like management practices, capabilities, network, autonomy, resources and

decision making.

Experiences with Surveys

Got to know a lot about the individual related to the 6 aspects especially: Individual aspirations

Women do not own resources

Men say mine while women say ours

Individual economic status haves, have-nots, agricultural labourers

Individual interactions made me personally realise that we do not plan and maintain time to attend to problems.

Realised the value of surveys.

Difference (methods) in Surveys

Future

PastInner Outer

Decision

Network MakingCooperation


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3.5.2 Facilitators felt that the matrix is limited in the sense that it did not consider thebroader socio-economic context (the government, bank, market, conflict with othercommunities, etc.) nor the emotional basis of livelihood systems. The key idea of theMandala is balance or wholeness. This means that there should be an equilibrium

between our attentiveness to practical/physical/economic and social parameters onthe one hand, non-physical/emotional/ personal/inner parameters on the other.Development has always to take in both of these dimensions. The idea of balanceor wholeness is graphically expressed in the square form of the Mandala (3 by 3).Therefore a 3 by 4 square mandala should be avoided.

3.5.3 For this reason, a 16-square Mandala was proposed, combining the 9-sq.-M with thematrix. It is reproduced in Fig.1 A, which includes the network not just within thevillage but within the macro reality. However, the POA team and the facilitators feltthat adaptation in either of the two tools would not serve the purpose for this studyweek.

Fig 1 A: 16-Square Mandala

PhysicalBase State/Distri

ct

PhysicalBase

Community

Management Practices Capabilities

Traditionalbeliefs linked torearing

socio-economicSpace

CommunitySpace

Networking

FamilyStructures

Innerhuman space Autonomy

Mainstreampolitical/economic orientation

CommunityOrientationValues

Familyorientation/values

Individualorientation/values

CommunityResource

DecisionMaking Political

Sphere

Community

Resource DecisionMaking

Community

Community

Resource DecisionMaking Family

Community

Resource DecisionMaking Individual

3.5.4 Ruedi. B related his feedback to the stated purpose of the project, which is to supportthe livelihood of a vulnerable group, that is sheep and goat rearers. Understandingthe dimensions ofvulnerability, such as drought, animal diseases and maybe,wrong government policies, becomes therefore essential. Yet of equal importanceare the opportunities andpotentials. Promoting more sustainable livelihood wouldmean therefore to enable the sheep rearers to cope better with the vulnerability oftheir livelihoods and to availof opportunities and potentials. For both the Mandala

would be a useful tool for assessing starting conditions and dimensions of change.Refer fig.2

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Fig 2 Feedback to the Context presented by NRMPA

Vulnerability Risks to cope successfully with

risks and threats

Drought

Animal diseases

Wrong governmentpolicies

Sustainable To cope successfully with

risks and threats To avail of opportunities

to use potentials

Opportunities/potentials New Markets Loans New skills Income from migration,

etc.

Project Support

3.5.5 Understanding the context to a certain extent, opportunities and potentials led toother questions that need to be looked at during village visit. As part of preparationfor the village visit groups were made. Refer to annex 5.8.

3.6 Field Visits 20 th & 21stFebruary 2001

3.6.1 Visit to Garlapahad and Damayapalli on 20th

February 2001

DamayapalliAs an entry into the discussion we invited the group torelate a shepherds life with sukha-dukha (happiness-misery). The audience addressed problems of animaldisease and migration and positioned us as a source ofoutside support for shelters, water points, etc. Thischanged when the round started to focus on a handwoven blankets allowing us to learn about the productionprocess and the changing terms of trade (positive by theway, since today they get an equivalent of 26 kgs. of riceper blanket while 10 to 15 years back it was roughly 15

kgs.). The women expressed the need formechanisation of weaving. However when confronted

with the question, how to invest a lottery gain of Rs. 20,000/- they opted for aninvestment into sheep.

GarlapahadSukha-dukha again, but this time related to the question: Sukha for the migrating men anddukha for the women staying back? The discussions revealed that also in the perception ofthe women, men have a tough time during migration (hostile farmers, water problems, etc.)Comparison with earlier times showed changing ecology, land use and resourcecompetition. However having the choice between seasonal migration for labour andtraditional sheep migration the men opted for the latter.

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Some questions for field

discussions

Concept of

Migration & issuesrelated

Family aspirations

To remain as rearers increase flock size.

To remain as rearers decrease flock size,but increase

productivity.Rearing as deems

necessary prefer

another job.

11

Some questions for fielddiscussions

Women for

responses since thecore team was not able

to have in-depth

discussions with the

women.

New opportunities

Education

Reduce migration

Sociall develo ed


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Time and again impacts of macro-policies showed up, e.g. the vulnerable fodder basebecause of excessive use of (subsidised) pesticide and fertiliser, or the abolition ofvaccinations in connection with the label India, free of rinderpest.

Concerns expressed by Women Concernsexpressed by Men

Observation

Lack of shed to protect the small ruminantsfrom diseases.

Lack of veterinary services to treat sickanimals. Each village has only a paravet.

Death of animals during migration. Due to thehigh density of sheep populations duringmigration animals suffer from different diseaseslike entero toxemia, blue tongue, PPR, etc.

Lack of funds to automate blanket weaving,especially spinning.

Lack of water facilities five families wish toorganise themselves for community farming

with a single bore well.

Migration ifmigration isreduced, family lifeis settled andhusband and wifecould take care ofthe development ofthe family.

In general men andwomen expressed theneed for support fromoutside.

Within one village,different families havedifferent priorities. Forinstance, automatingblanket weaving is apriority for kuruma women,while the same is not truewith other.

3.6.2 Visit to Thelarallapally on 20th February 2001The group that visited Thelarallapally divided into two as the women and mens meeting hadto be held simultaneously.

Ruedi H. who had been an observer to the scene described in Box.4, made the following

comment, It was impressive to see the change in the womens behaviour in the course ofthe group meeting; while in the beginning they were indeed dull, expecting another boringquestion-and-answer game between those who keep the strings of the purse and those whoare needy. They were quickened almost immediately when the lady of SRDP started to talkto them! They must have felt respected; they must have realised that they were perfectlycapable to reflect on their own without men! On such matters as spending money andcalculating benefits or losses. With all this, the discussion has entered square number 3(emotional base of livelihood system), square number 6 (self-confidence, courage, curiosity,etc.) and square number 9 (challenging self-image: I can become different from what I seemto be now). In other words: after so many discussions about improving the physical and theknowledge base of the livelihood systems, it has now become apparent that there must be

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BOX 4Process with the women rearers

In this village there are only 13 rearers but a huge population of sheep and goats. All the women from these families attended

the meeting. The visitors initiated discussions to become familiar with them. It became difficult to get any

response. Decided to use the brown sheets and pens. Got down to work with the women on the economics of

their livelihood activities. The room was energised with the active participation of the women who were dull

a few minutes ago. What provoked this discussion was a demand for loans for milch animals. Economics

on agriculture (3 acres of land), small ruminant rearing (18 goats) and one milch animal were discussedand recorded. Discussion made the women aware of the following:

1. They have the knowledge.

2. They can calculate.

3. They were taken seriously

4. If stimulated they could improve their thinking and grow.

5. Their attitude to life could change through interactions with an external person.

Being thus stimulated the group was requested to start Save a Rupee a Day or when no cash was available Save a handful

of rice a day. One of the core team members (resident of that village) has taken up the responsibility of following up this

scheme.

Meeting was concluded with the assurance that Rebecca would come back to continue the process of planning for theirdevelopment under the SRDP.

One o the lessons learnt is: Start im lementation


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empowerment as well. For unless the inner energy is released, no physical/economicplanning and no training concepts will ever lead to innovative development. Understandingthis means to understand the left side squares of the 9-sq.-Mandala.

3.6.3 Discussion with the District Union

3.6.4 Field Visit to Manikonda on 21st February 2001Concerned expressed Observation

Lack of veterinary services to treat sick SR

Death of many SR during migration

Migration is a big problem

Cannot rear goats, which have multipurpose uses andmore advantages than sheep

Takes two months while going for migration and 15days only while returning

During migration women take loans from

moneylenders to take care of their family

While most of time they are away due to migration,women take care of their family autonomously and

have more say in the family life No weavers in the village. Kuruma people from other

In general men and women expressed the need for

support from outside. Even though some people arenot poor they pretend that they are in need of support

and are unable to eke out their livelihood. To helpthem change their attitude takes time.

When Smitha Premchander wanted to see a womanshouse, all women expected that whichever house shevisits that house would get some benefit. Hence each

woman tried that Smitha Premchander visits herhouse. After sensing this mood, ultimately Smitha

Premchander withdrew from visiting any house.

SR rearers are not members in the VSS of the village.

A dialogue between the VSS and primary society is

felt both by the consultants.

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Meeting with the District Union

The participants interacted with the President and other directors of district union on 20 th February 2001. Thehighlights of the discussions is given below:

1. Why Mahabubnagar District Union is functioning well in the state?

People belonging to shepherds community are in majority

Highest number of primary societies

Effective use of CM's sanction of 1 crore for deworming of SR and Training and education through

TV and vans and health camps at taluk level

Distribution of medicines by private dealers

2. To negotiate for better migratory conditions in other states/districts (because migration cannot be stopped)what role the union can take up?

Since the union has not done any thing considerable in this matter, the consultants advised the union to think ofcollaborating with AHDs of respective states / districts

3. What resources the union has?

Union has share capital of Rs. 6,100 collected from each primary society. However, according to its bylaws itcannot be used and the interest generated on this fund could be used for development purposes. Hence, Rs.

50,000 is deposited and the interest accrued on this would be used for social activities like, eye camps, educationof rearer families, etc.

4. Other plans for development of rearing community?

District union attempted several plans like medical shop, common marketing yard for sheep at Jadcherla, blanketcollection and marketing centre and a common slaughter house, etc. However, these plans were not succeeded

because, 650 primary societies are spread over 1150 villages and it has become difficult to co-ordinate the plans

at one place.

5. How many woman presidents are there?

Of the 650 primary societies, not a single president is woman. After the intervention of NRMPA the union startedfocusing on women and a circular is being sent to all the societies to take up to 30 % woman members in each

society.

6. Acquiring Rams

The union felt that farm couldnt produce rams in required number for the district. High breeds like those from


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villages come and shear the wool. For each sheep,

the villagers pay either Rs. 3/ or Re.1/ + wool.

Meeting at Manikonda was held with the rearers of the BC community.

Right after the discussion about the Nepal Experience, the visitors from SRDP foundthemselves suddenly in the midst of a controversy among the villagers. There seemed to betwo parties among the angry men, and both of them tried to win over the visitors to theirpoint of view. Some of them belonged to the village forest committee that had recently beenestablished by government officials in the absence of the small ruminant rearers. Theothers were the owners of small ruminants that have now lost the possibility to drive their

animals into the forest for grazing. One of them had indeed sold his animals under thepressure of the forest committee and other (family-bound) problems. The heat of thediscussion was steadily increasing; one of the men wanted the visitors to take a mediatorsrole and to immediately start facilitating a meeting between the villagers. This was of coursenot possible; but the lesson was clear: SRDP must consider MEDIATION as one of itsimportant project activities whenever it is required. There is a clear need for it, and thevillagers seem to expect it from the project.

3.6.5 Visit to Narasaihpally on 21st February 2001Round 1 Discussions with the Women

At Narasaihpally both men and women gathered in the new building of the Primary society for a discussion. A

meeting was held with the women first. There are thrift and credit groups in this village. Women are active in thesavings scheme. For easier discussion women were requested to get into small groups. There was a big

commotion and women started fighting among themselves. They had also got into fistfights. No one knew the

reason. An intervention by Mr. Narasaih (adviser to the District Union) cooled down the situation. When there

was silence the visitors were keen on knowing the reason for the fight. It was explained that the women thought

that the visitors had come to distribute matching grant for the credit groups. Therefore there was the fear among

them that the dominating women only may receive the loans or the best groups may walk away with the loans.

Discussions were held on their experiences with migration.

It was clear that the women had no special ritual for the safe return of their men. Women accompanied the men

for 15 days till they reached the borders of where they are likely to stay during the summer months. Women do

have anxieties on their return fear of bad men, robbery, etc. But they whisper a prayer till they reach home safe.

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Nepal Experience Narrated

R. Hogger explained men about the Nepal experience of stocking medicines in the village, which enabled

them to treat SR timely and at lesser costs. The Nepal model involves the following process:

Collecting seed money of about Rs. 2,000/- from the all rearers in the village,

Matching money added by the Project and Union,

Joint stocking of basic medicines required for SR in bulk, from where villagers can buy medicines as and when

required,

A Coordinator at village level who maintains stock and accounts of medicines manages the store. As and whenthe stocks are exhausted, on behalf of villagers he will purchase medicines,

Reduced the time and money involved in commutation from village to medical store in the nearby town,

Medicines are purchased in bulk, hence can be got at lesser price.

However, villagers were not for the idea, as for them Mahabubnagar is very near and everyday many people fromvillage go to MB Nagar. As and when they require medicines such commuters can bring the same on request. R.

Hogger accepted that the village is very near to the town unlike those in Nepal and hence it is not necessary toreplicate the model here.


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One of the women had the bad experience of her son being eaten by wild dogs during the migration. It is still fresh

in her memory.

Round 2 - Discussion with the members of the Primary Society

Relating to the growth of a tree the visitors invited the audience to express their perceptionof the growth path of their primary society regarding (a) where the society had reached bynow and (b) how many years it might take to pluck the fruits from a fully matured society.

Funds, unity, co-operation, represented as rain

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In this primary society there are 116 members and the society was registered 5 years ago.

Problems as expressed by the members Sheep fodder

Water

Medicines AHD

Assets Rs. 7000/- paid to DU

Assets Land bought for Rs.12000/- - Each member paid Rs.300-400. Janmabhoomi Programme

donated Rs. 85.000 Rs. 1.5 lakhs total estimate balance is shramdhan

Plan to construct compound wall

What would the Primary Society want to do: (Aspirations?) Need Rs. 1lakh for compound wall

Ban on goats from forest title deeds to society

Sheds Reduce migration

Water

Loan for Yadhavas who have no animals.

In Narasaihpally the men had the following to say on the issue of MIGRATION Men concentrate on rearing animals, women are also involved in agriculture agricultural labour, spinning

wool, educating children, women work for 9 hours. During migration men are anxious about the women and children who are at home. (Who worries more men

or women). Headman and President are the same for both organisations. There is a mix between the 2 organisations

dominated by the Yadhavas.

5. During migration as a group they worship the Kullam Deivam Veerappa, Malleswara, Krishnadu

6. Once a year - (Nyavediyam) sacrifice (throw away) or cut the animal before the God eat them as prasadam

WE ARE HEREWE WILLBE HERE


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3.7 Discussions at POA on 22ndFebruary 2001

On the morning of 22nd

returning from the village visits the consultants and the POAteam sat together to look at main issues that were highlighted in the field. It was feltnecessary to go through the issues and look at the implications for interventions. Thissession came in as a rehearsal for the afternoon session with the core team tosupport them to analyse issue for interventions and thereby how the village planningcould be carried out. Examples of such exercises are included as annexes 5.9 & 5.10

During this session activities from 22nd afternoon to 24th afternoon were planned.Refer annex 5.11

3.8 Group Discussions

As per plan Group 1 was requested to discuss on the issue related to water, fodder andshed. Group 2 worked on the issue Institutions Primary Society

3.8.1 Group 1 Infrastructure Issues

Moderator: Rambabu

Process:The group work was facilitated by Ruedi Hogger. The group took Narsaihpalli village as an example towork on the issue of Fodder, Water and Shed. On probing, members identified 3 activities andassociated implications. While listing out the implications, whichever struck to the mind of participantsthat was discussed and included, irrespective of its priority vis--vis others. After listing out all the

implications, therefore, Ruedi suggested the core team members to prioritise the implications in order ofsequence. When faced with the issue of'planting saplings,' participants felt that hired labour will dothe planting and taking care of saplings, but the primary society members themselves will not do the job.Then, Ruedi felt that if fodder is a felt need of the PS members, then they themselves will takeresponsibility for planting saplings and taking care of them.

Output:

The outputs of group work are provided in the following table:

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This discussion led to another implication that the entire plan of developing wastelands for fodder plantation needto be discussed and approved with the primary society. Participants thus learnt that if we involve target group inplanning, then they will take more responsibility for the proposed activities. The group exercise and thefacilitation rendered by Ruedi served as a demonstration to the participants on 'how to involve community inplanning process?'

3 Y E A R


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Group I

Issue: Fodder, Water and Shed

Category Activities ImplicationsSequence of

Priorities

ST (Goat Rearers)

BC (Yadhavas and

Kurumas) (Sheep andGoat Rearers)

1. Plant Treesin Wastelands

Selection of proper land with undergroundwater potential

Seek permission from district / mandal

authorities

Discuss with VSS and other stakeholders

Select separate site

Convince primary society to plant trees

Request forest department for saplings

Appoint primary society sub-committee tomanage the plantation

Working out plan for trees and grass plants

Follow up and support by project to PS sub

committee

Training on Plantation

Discuss,approve and

plant withprimary society

Identification ofland with waterpotential

Seek permission

from district /mandal

authorities touse the land

Identification of

suitable saplingand accessing

them from theforest

department.

2. Protection ofSR withinPlantation Site

Working out a plan for small shed on a trialbasis

Tin roof shed with a request to project

3. Provide

water inPlantation Site

Commission a study on availability of water

3.8.2 Process In-Group 2Group 2 took Garlapahad as an example village to work through with the issue. Ruedi B facilitated the group to think on the

different kinds of organisation that has been established in the village (refer annex 5.12). Twenty-three organisations werelisted. This surprised the core team members who were from Garlapahad cluster. The members realised that most of their

villages are likely to have the same number of organisations. From among the group members 3 of them belong to at least 3associations. This was a revelation to the members. This prompted the group to look at two of the organisations, which are

directly related to the small ruminant rearers Yadhava Kulla Sangam and the Primary Society.

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BOX 5Group Discussions - Process in Group 2

PRIMARY SHEEP BREEDERS

COOPPARAMETER KULLA SANGHAM

To solve problems related to SR

production disease, loans,

migration, fodder

Purpose and

Main Activity

To solve problems related to marriage, divorce

and family issues

Min. 5 goats or sheep

Rs. 11/- to be paid as

membership fees

Contribute to affiliation cost

Conditions for

membership

Any person belonging to the Yadhava caste and

should be a resident of the village.

27/44 members only have

animals

Non Yadhava rearers are not

members.

Who are the

actual members

today? All Yadhava families are members.

18 mew members

167 goats

Potential (new)

membership

7 Directors are elected from

the general body

Directors elect the President

Appointing

Leader

A person:

Who has influence over the people of the

community.

Wise and knowledgeable.

Respected by the village

Only through membership

Loans received from District

Union

Resources

(what & from

where)

When problems are solved 5% of penalty

imposed on the accused is donated to the society,

rest is given to the victim.


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Questions for further discussions at village level:

Style of leadership, Potential for resources, Bonds, affinity among members, Dealing with conflicts, Coalition with

other institutions/organisations, Political Orientation.

3.9 Presentations on 23rdFebruary 2001Representatives from the core team presented the discussions of the two groups. Core teammembers realised the importance of analysis, interpretation of the data and also the need forplanning at village level for good results. Core team members appreciated the exercises.They realised that it was not going to be an easy task to go through village planning process

at the village level especially where people are so used to scheme approach. Theydemanded the presence of one POA team member while these exercises were going on inthe village.

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Feedback from the Core Team

What is clear we need to be aware of our own thinking beforediscussing with village representatives.Our experiences to be shared with the primary societies.Responsibilities to be taken up if we have to achieve something.Problem identification process.Self-awareness, thinking activity.In the past somebody else were doing for us, now self-help Feelingof this is oursSimilar process to be initiated with primary society.There will be constraints, risks, difficulties in this process ourattitude has changed

BOX 5 (contd)Process in Group 2

The reality of the situation with regard to the two associations that exist in the village brought shame to the members. Thatawareness was important for the members to seriously consider interventions that brings change fortheir own development. As indicated in the table there are some parameters, which need to be taken upduring village planning. The following table indicates some activities that need to be detailed during the

village planning.

Ideas for possible activities to be takenup by the Primary Society

Implications

Identify activities which benefit themembers and increase the resources of

the society

Possible conflicts betweenwater for village and for

animalsBring all rearers in the village under thefold of the Society

Raising of resources forinstalling the water sourceand maintenance

Make geological survey for assessingprospects for water points.

Need to find ways for watersharing among rearers.

If positive sink bore well

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Input Rural Livelihood System Field Study

4. INPUTIn the context of a livelihood approach NRMPA requested for the input session onwhat could be the implications for Monitoring and Process Documentation. Thereforethe last 1 days was spent by the resource persons provided the inputs based on

experiences gained through interactions with core team, village visits and groupdiscussions.

4.1 Using the Mandala and RLS Matrix in a Planning Process

4.1.1 Using Mandala in a Planning ProcessThe field visits and group discussions gave insight into how an issue could beanalysed from a livelihood perspective. Ruedi Hogger stated that the importantfeature of the Mandala in that it is holistic. Using the Mandala the various dimensionsof the issue Lack of Fodder was presented. This was an example of a planningprocess using the Mandala.

Fig 3: Planting trees in a livelihood perspective

9Need to develop newvision and self-image

8Specific family/communityinterests

7Discuss and agree withother stakeholders

6Need for strong trust-worthy leaders

5SRH themselves have to takeaction (gender)

4Seek permission fromZilla/Mandal authorities

3Beggars mentality theyare not emotionallyinvolved in tree planting

2Training in tree planting andmaintenance

1Plant trees and sowgrass for fodderFollow up and training for

leaders/committee

Planting trees and sowing grass in the forest are clearly measures to improve a LSstarting with its physical base (square 1). When the farmers decide to seekpermission from the Zilla/Mandal authorities, they enter square 4, i.e. the socio-economic or socio-political space. They realise that they must act in agreement withthe broad collective orientation of the society (square 7). So the project seems to beon a solid ground. But then, suddenly, it is realised that none of the SR rearers isready to work for the planting of the trees. They lack the respective emotional base(square 3), they are too proud, or their tradition is not in favour of it. Unless this canbe changed, the project has no chance of creating ownership and thus success. Butif it can be changed, then there is an additional need to broaden the knowledge base(square 2) by training the people in tree planting and maintenance. In order to lead

such a collective activity to success, strong leadership must be provided, i.e. men orwomen with conviction and integrity and courage (square 6:inner human space).Through all this, individuals and families might slowly change their own orientationsas to what one does and what one does not. Their self images, as aspirations(square 8 and 9) will develop new traits in the course of development activities(family and personal orientations). Planning with the 9-sq.-Mandala means to beaware and attentive to all these dimensions. Planting tree successfully is more thanjust planting trees.

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Similarly the various dimensions of activities at the district, support levels may be looked at.The emphasis was on how the Mandala could be used to understand the dimensions of anissue or an activity.

4.1.2 Using RLS Matrix in a Planning Process

The issue of lack of fodder and using the RLS matrix for planning the intervention ofplanting trees the planning process could be as follows:

1

Purpose

Tree planting Plan

Finance

2

Grazing managementpractices

Roles andresponsibilities

Procedures

3

Technical training(planting &maintaining trees)

Social skillstraining (attitude &self help)

4

Policy influence

Networking

5

Participatory decisionmaking

Conflict resolution

6

Self confidence

Rewards

7

Community unityfor own contribution,co-operation,protection andmaintenance

8

Leadership

Co-operation

9

Commitment

Attitude of co-operation

(1) The purpose of planting trees has to be clarified by the stakeholders. Planting trees forreducing fodder shortage may result in reduced migration. Depending on the carryingcapacity and the flock size in the area the tree-planting plan (including financial resources)should be worked out.(4) Considering the policy of the Forest department for more tree coverage and restrictedaccess of livestock in forests, the plan has to be negotiated with Forest officials. Thisrequires building up of good network for influencing these policies as well as a need for therearing community (and other stakeholders) to organize themselves.(7 + 8) The existing leadership of the rearing community will on the one hand influence thepolicies for implementing the tree-planting plan and on the other should also unite therearing community in own village and may be from neighboring villages for own contribution,co-operation, protection and maintenance.(5) All members of the rearing community will be stimulated to participate in decision makingso that they will own the project. Conflicts arising within the rearing community as well as

with other stakeholders need to be resolved.(2) Existing free grazing practices may have to be changed and roles/responsibilities andprocedures of all stakeholders have to be defined.(3) Depending on the existing knowledge and experiences, additional technical training (treeplanting, maintenance) and social skill training (attitudes, self-help mentality, gender etc.)may be required.(6) Empowered by training and progress of the plan, members of the community will get thebenefits and the confidence for self-development.(9) The community members will show an attitude of commitment towards their own self-helpproject.

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The RLS Matrix shows the different dimensions of an issue like tree planting in anintegrated manner. Change in one dimension has its effect on other dimensions, whichshould be taken into account in planning interventions.

4.2 Monitoring4.2.1 Ruedi B provided the input on Monitoring. Monitoring happens in every project,

explicitly and implicitly! It is important to get clear about the purpose of monitoring:Why do we monitor? Monitoring helps to steer a project, to know better where wehave reached with the project, what have we learnt and therefore what needs to bedecided. Monitoring helps a project to remain in contact with realities of the projectand its context. Two reference points are essential for project monitoring, (a) the setof goal, objectives and results expected, (b) the actual project phase with its plan ofoperation.

4.2.2 A way to see the project was illustrated by Ruedi B. ReferFig. 4 for the illustration.

Fig. 4: Project Phasing and Monitoring Needs

Pre-project phase the sub-projectEmpowering the Core Team

March 2000 July 2000

Involvement involvement involvement

Into surveys into need assessment into ..& Planning

Assumption: The small ruminant project aiming at improved livelihood of rearers families.

The illustration indicated that it is important to look at the phasing of the project andthe monitoring needs. The phase identified from March 2000 to July 2000 could beconsidered as the pre-project phase. Since July 2000 the project is in its planningphase. Within this phase there are certain landmarks involvement in surveys,involvement into need assessment and planning with the rearers. As part of theplanning phase individuals were identified to form the core team and the staff team.

The monitoring of this phase should allow to assess, whether the project gets reallyready for its foreseen implementation.

4.2.3 In this regard the core team was trained to conduct surveys, analyse data, andidentify interventions with the rearers. It is in this process of facilitating meetings withthe rearers and gaining insights into the differed livelihoods that the core team hasdeveloped skills, acquired knowledge and improved their attitude. This was oneaspect that was striking during the process of this workshop Empowerment of theCore Team Taking this as an example how various dimensions of empowermentcould be monitored was highlighted.

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Fig 5: Dimensions of Empowerment to be monitored

Dimensions Questions addressed to thedimensions

Criteria, Indicator,aspects, qualities

Capacity building Drafting reports Analyse data, situations,

problems Moderate a meeting Interpreting data Planning with an

orientation

How does he/she plan ameeting.

Has he/she a clear notionof what is an objective?

Criteria: planningmeetings

Indicators:

- clear objectives

- conscious of thecontext

- proper preparation

Personal Growth


Fig.5 shows that the objective empowerment has various dimensions. Against suchidentified dimensions questions need to be addressed. And against these questionscriteria, indicators, aspects, qualities could be worked out.

4.2.4 The basic assumption/hypothesis of the project is that the Small RuminantDevelopment Programme will improve the livelihood of rearers families. This is themost important dimension of the project that needs to be monitored on the longer

run. It is therefore useful to structure the monitoring efforts into fields of observation,e.g. labelled with Impact, Results or Outcome and Process

ImpactWhat kind of unintended or intended impactthe project produce?

Results or Outcome What results has the project produced ?

Process MonitoringHow are the activities concluded whichshould lead to outcome ?

4.2.5 Reflecting on Monitoring the following points were highlighted:

1. Monitoring activities depend on steering needs: Log frame: Are we on track? Plan of operation: Are we doing the right thing in the right

fashion? Phasing when would the M-results be available

for decision making.

2. Please make conscious choices between informal/implicit and formal/explicitmonitoring, both have their validity!

Meetings: Collect implicit M-results, make themtransparent and discuss their relevance.

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Check against your ownassumptions and expectedresults


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3. Monitoring helps to check the validity of projecthypotheses and underlying assumptions.

4. Useful to make a distinction between levels/fields of

monitoring.Egs. On implementation level village (household + community, Primary society)On district level implementation UnionOn support team (core team) levelOn POA levelContext

5. Useful to get clear on the focus of the monitoring (typeof monitoring)

Impacts

Outcome

resultsProcess

6. Make use (and seek) of the synergies between monitoring and process documentation.

7. For using monitoring results for decision making (and related actions) clarity is neededReference values (base line, threshold values, etc.)

Clarity & Consensus on criteria, indicators and standards.

8. Keep reviewing the indicators critically.

9. Think about who, and how Whose indicators are relevant for a specific topic? Peoples, ours, scientific ones?

Is self-monitoring feasible and productive (learning, etc.)

10. The role of stories in monitoring! Hints to processes of change, indicators

Where you need quantitative results and make monitoring accessible to outsiders.

4.3 Process Reporting4.3.1 The session on Monitoring led the group to look at Process Reporting. To prepare

for process reporting one needs to look at the intended goal of the project, the projecthypotheses. Ruedi.B summarised the process reporting as follows:

4.3.2 The goal to contribute to more sustainable livelihood of small ruminant rearers. Theproject hypotheses read therefore: improving small ruminants productivity etc, asper the project document, will improve the livelihood of the small and the marginalrearers

1. The entry point into Livelihood system?

Family

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Assets

If the project works on the above hypotheses the entry point to livelihoodsystems is through small ruminant development of the target group.

2. Establishing a base-line of the target group families for future monitoring

Traditional Family (X) LS-Oriented family (X)

1. Assets: example 2goats, 10 sheep

2. Income from thoseassets

1. Same + role in the contextof the livelihood system.

2. Discuss and select

3. Assumption for the base-line What we get is a snapshot of LS in transition. Consequence for the base

line. Tasks for Process Monitoring and reporting

Provide answers to questions like:

How does the project support fit into the livelihood strategies of thetarget household?

If yes, can we, can the household record a change.

or is the change related to other events (price fluctuation in themarket, etc.)

In which regard has the household become more sustainable ornot?

4.3.3 What consequence/conclusions/learning can we draw for the future shaping of

the project?In this context it was suggested that the cluster organisers adopt some families andrecord the changes in future taking into account the past. The pictures belowhighlight the importance of process reporting. Process reporting helps inunderstanding the changes that interventions could bring either positive or negative

Picture 1 Picture 1

illustrates the

portfolio of

change of

assets since 3

generationsandpicture 2

is the effect/

impact of a

watershed

project on 3

farmers using

the same

water source

for

agriculture.

Picture 2

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Smallruminants


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Fig. 5: Process Documentation Smitha Premchander

(Where to involve external facilitators)

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ProcessDocumentatio

n

(Learning)

Ways of generating Reports,workshop proceedings, learningDiaries, PIE registers, Files ofnewspaper cutting, photodocumentation, Life stories

Project Idea

Pre-Appraisal

Project Implementation

EvaluationPolicy level feedback

Capacity buildingInstitution buildingChanging/influencinglivelihoods

Village levelCore TeamUnionPOA

ConflictresolutionGender

ReportsPublishedpapersNewspaperarticles

HOW

FOR WHOMWays ofsharing

Ourselves

WHO

WHAT

Structures

SpecificAspects

Processes

Situational Assessment

Project Design

25


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4.4 Process Documentation

4.4.1 The floor was taken over by Smitha. She emphasised that while institutionalisingprocess documentation the following questions need to be considered: for who is the

document, how can the process be documented, what is to be documented, whoshould document and when should the process be documented. Her presentation isgiven in Fig. 5

4.4.2 Ruedi Hogger first tried to bring out the difference between factual documentationand process documentation. When we speak of process, we normally mean morethan just quantitative change. We speak of a life process, a learning process or awriting process, and each time we mean a qualitative change, a transformation andcreativity. The core team itself is an example of this: These men have not justacquired more knowledge in quantitative terms over the last few months, but theyhave, above all, grown personally; they have gained a deeper understanding andhave adopted new attitudes. This is what we mean by process.

4.4.3 To use an image: Indian tradition makes the difference between SHIVA andSHAKTI. In a process, both are needed: Shiva is the quantum, the structure andgeneralities in the universe (quantity), while Shakti is the energy, needs to move allthis, to transform, to create the new things (quality). Shakti is individual, personal,inner while Shiva is general, non-personal, and outer. Good processdocumentation lives up to the challenge of bringing out both of them.

4.4.4 The picture below depicts his insight on Process Documentation

More thanQuantitative change

Empowerment Self Reflection

Awareness

State

Expectationstowards the

process

Capacities PersonalGrowth

GrowthLife Process

Deeper understandingof livelihood systems

Empowerment Expected Output

Learning Process New Attitude toAids/Support

Information forinstitutions, donors

Time-line

Writing Process Education/Learning for Professional Community

Qualitativechanges observed

Qualitative Change

Transformation

Creativity

Qualitativechanges lived

Moments Forte(special moments)

Assessment ofProduct

By Insiders By

Outsiders

Factors of Change

Quotations

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Example:

Core Team

Purpose of

Documentation

How to

Document

Process

27


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Illustrations

Boxes

He also indicated that quotation; illustrations and boxes have an added value to thedocument.

4.5 Goal of the Project Revisited

4.5.1 Finally the facilitators helped NRMPA to re-look at the goal of the project, taking thelivelihood perspective into consideration. Would the project be able to improve thequality and livelihood of the small and marginal rearers as indicated in the ProjectDocument?

4.5.2 The project would like to look into the traditions and practices within the livelihoodsystems of small ruminant rearers and the LS is improved to sustainable use ofnatural resources.

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SRDP Log Frame in a Livelihood Perspective

GOAL

Sustainable improvement of livelihood systems of small and marginal holders of sheep andgoats through effective utilisation of the available natural resources for optimal small ruminantproductivity and for mitigation of negative livestock-environment interactions.

OBJECTIVES1. (to include) To empower small and marginal households of sheep and goat.

a. To innovate within their LSsb. To adapt to changing physical and social environmentc. To realise, compromise and co-operation with members of other LSs.

2. To strengthen formal and informal organisations of holders of sheep and goats atvillage and district levels through organisational, institutional and human resourcesdevelopment. to better serve felt needs of members.

3. To improve productivity of small ruminants by building up the small ruminant holders

awareness on improved management practices and by strengthening and restructuringrelevant support systems.4. To fill up information gaps, mainly on socio-economic and environmental aspects,

through the facilitation and support of studies and research activities.

APPROACH AND METHODOLOGY1. Bottom up project planning and implementation2. project implementation key responsibility in villages3. formal role of POA is support4. LEID

Expected Results

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Learning & Feedback Rural Livelihood System Field Study

5. LEARNING & FEEDBACK

At the end of the one-week there was a feeling of satisfaction that a programme plannedtaking the livelihood perspective is likely to increase participation of all castes and gender.

While the report was getting completed the core team has gone through the process ofinitiating village planning and getting the final project document through. The experiencesgained and insights received during this workshop have stood in good stead with theplanning group (core team).

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29

I should have known with

an Indian experience. Create

something common before

placing the Mandala on the

nose. To replicate link it to a

process. Leave enough room

for adaptation, modification,

etc. Experiences at home,impressions that are new!

Felt that the SRDP has

become visible, important and

people are watching for

experiences. Feeling a strong

need to achieve. Empowerment

is taking place as event gives

room for capacity building.

Process in SRDP need to be

documented for others to learn

as well.

Matrix formulated with a lot

of thinking. Mandala and

Matrix are two different

things. Mandala is holistic,

centred, what triggers change.

It was a fascinating journey

from the Pungannur

workshop to the one-week

here.

Relation between the Matrix& Mandala is a way of

looking, working, talking.

Perspective triggers from the

emotional base what they

want to do. The context to be

seen beyond the village.

Learning quietly. Able

to look as issues

holistically. Learnt to

question issues. Have

learnt participatory

approaches on paper

but became aware thatit can also be

practically done.

Mandala was evolved by a

group of researchers. The

process was important and

therefore the Mandala cannot

be presented without the

process result is different. To

introduce the Mandala to agroup training must be

different to what has been

attempted so far. Experience

has opened my eyes to the

situation and to take a distance

form the Mandala.


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Annexes Rural Livelihood System Field Study

6. ANNEXES

5.0 Terms of Reference of Facilitators

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ANNEXES


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Annexe 6.0 Rural Livelihood System Field Study

6.0 Terms of Reference of Facilitators

BackgroundNRMPA, under the Small Ruminant Development Programme (SRDP) began its negotiations with the

Mahabubnagar District Sheep Breeders Union since July 2000. To build up a partnership it is necessary toformulate a project proposal and have an agreement signed between NRMPA and the Union.

Mahabubnagar is one of the 23 districts of Andhra Pradesh. In the east of Mahabubnagar, Nallamala forests arethere and in the west, Raichur and Gulbarga districts of Karnataka state. In the north is Ranga Reddy district andin the south Kurnool district are the boundaries. This district is the second biggest district in the state. There are64 mandals and 13 assembly constituencies in this district. It is divided into 5 divisions. There are about 28 to 32lakhs of sheep and from 5 to 7 lakhs goats in the district. In the state, the highest numbers of sheep primaryCooperative societies exist in this district with 65000 members from 650 primary societies. . The literacypercentage in the district is very low. The rainfall also in the district is very low. Therefore large number of familiesare living /dependent on making small livings and rearing livestock.

In summer, for want of adequate drinking water for small animals, as well as animal food, the breeders of theselivestock are migrating to other parts. Due to illiteracy, the people are unaware of modern techniques in theirprofession and adhering to their traditional age-old methods and maintaining their livelihoods. Such type of

practice is more prevalent amongst the livestock breeders' community in the district.

Agriculture is not mechanised and farmers mainly depend on cattle for drought purpose. Buffaloes contributesignificantly for lactic nutrition and supplemental economy of small holder families. Besides, sheep and goatsprovide livelihood to nearly 70,000 landless / small holder families.

Activities carried out by the Union under SRDPDate Activity Participants Outcome

July 2000 First discussion to assess the interest indeveloping a SRDP in pilot villages ofMBNR district.

District Union Board ofDirectors & NRMPA,Joint Director (AHD) asRegistrar of the Co-op.

NRMPA gave ideas and optionsto work on possibleinterventions for thedevelopment of rearers.

Proposal and team identified to studysample villages

Villages identified using criteriacovering MBNR district.

July/Aug Study conducted in 10 villages Study Team Used developed questionnairerelated to l ivelihoods

Selected two clusters covering 15villages as pilot villages for the SRDP

District Union Board ofDirectors, NRMPA andthe Study team

Based on the findings of thestudy the clusters and villageswere identified.

September Assessing the will ingness of village toparticipate in the programme

Representatives fromselected villages and thestudy team

A process was initiated to thinkabout the goals, objectives andpossible interventions under theSRDP

October toDecember

Core Team consisting of 3 staffmembers and 2 representatives fromeach clusters selected and trained

Core Team Members Ideas for formulating a projectproposal developed

Jan 2001 Table of Content for the Proposal andchecklist for collecting data onlivelihoods in pilot project villagesworked out.

Objectives expected resultswere formulated which would befurther clarified after the datacollection on l ivelihoods.

District Sheep Breeders' Union (Our Partner)The Mahabubnagar district sheep breeders' Cooperative union is registered with Registration No.2620/A.H.S./93and is functioning since 1993. It consists of 11 Directors and one Chairman, belonging to all categories. Thedistrict union is one of the few effectively running co-operative in the District. There are 654 Primary Coop.Societies ancillary to the District Union. About 20 societies are awaiting final registration. The Mahabubnagardistrict Chairman is also acting as a representative to the state Societies Union. The District Sheep BreedersUnion is taking up many service activities pertaining to sheep breeders - both Government and private.

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Consultancy between 19th 24th February 2001ObjectivesThe main objective of this Consultancy is to built up the capacity of the core group of the sheep breeders co-operative Union of Mahabubnagar in understanding the livelihood systems of small ruminant rearers and inplanning and monitoring interventions for improvement. The specific objectives are:

To support in analysing the findings of the surveys carried out in the target villages To assist in identifying the different livelihood systems of the small ruminant rearers and work out

intervention strategies for improving their livelihoods.

To contribute to a framework for process documentation

To assist in designing a monitoring system for the planned interventions in these livelihood systems.

Expected outcomeThis Consultancy is expected to deliver the following outcomes:

Document of the different livelihood systems based on surveys and field visits

Clear livelihood intervention strategies for the project villages in Mahabubnagar

Measurable parameters for monitoring these intervention strategies

Framework for process documentation of the project interventions in livelihood systems

Activities

For achieving these objectives the following activities are planned.

Activities Dates Responsibility

1Analysing data of the surveys by using the nine mandala of rurallivelihood systems developed for the SRP.

9/2Core team +Rebecca

2 Draft analysis to be sent to consultants 12/2 Rebecca

3Feedback from consultantsPreparation for field visit

19/2ConsultantsCore team

4Field visits for clarifications, additional information andunderstanding local context

20 +21/2

Core teamConsultants

5 Identification intervention strategies based on livelihood systems 22/2Core teamConsultants

6 Developing outline for monitoring system 23/2Core teamConsultants

7 Preparing outline for project process documentation 24/2 Core teamConsultants

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6.1 Summary of the Rural Livelihood System AnalysisNRMPA together with the core team members of the Mahabubnagar District Sheep Breeders Union analysed thelivelihood system of the goat and sheep rearers. A document (NRMPA Report No. 2001 02) was presentedduring the RLS field study workshop. The analysis of the livelihood system of selected villages was carried out asa part of the planning process. Five villages were selected for this study. Various categories of castes living in the

selected villages were classifies as Schedule Castes (SC), tribal communities (ST), Yadhavas and Kurumas(BC) Fishermen and Boyas (OBC). Samples of each caste were taken and both men and women wereinterviewed separately. Analyses were made caste-wise and gender-wise.

Village profiles indicate that the women do not own assets like land and animals. They are basically supportingthe men in the occupation involved as agricultural labourers or working on own agricultural land. The rearers ofall castes are dependent on common lands like forests, wastelands and private fallow lands for grazing theiranimals. Migration during summer is a common practice among the Kurumas and the Yadhavas. Sheep rearingis predominant among the Kurumas and Yadhavas, while other communities take up goat rearing. With theintroduction of programmes like Joint Forest Management (JFM) and Watersheds access to common lands forgrazing has been reduced. Rearers are not found as members of the management committees of JFM andWatershed.

Regarding networking, men are members of Co-operatives (Economic activities) while women are organised into

thrift and credit groups. Every caste has its own associations known as the Kulla sangam. Rearers from theKuruma and Yadhava communities alone are included as members of the Breeders Co-operative. Thereforethere is no distinction between the functioning of the Yadhava Kulla sangam and the Co-operatives.

Tribal families are goat keepers because of their proximity to the forestland. Seeing small ruminant rearing asprofitable there are new entrants into this occupation. Women have taken up to goat rearing mostly as backyardbusiness a supplementary income. Women from the rearing families are mostly involved in agriculture and inaddition the women of the Kuruma community are involved in wool weaving.

Management practices on rearing are still very traditional. Low literacy rate prevails and the skills in rearing needimprovement for increased productivity. In some villages women are willing to re-look at their livelihood systemsand bring changes for the better. Women have less autonomy as compared to men. Yet the women showwillingness to change. Small ruminant rearing is only a small part of their livelihood system.

Analysing the personality of the rearers it may be difficult to change their profession even if remuneration is high.Youth who have had the opportunity to education are finding it difficult to enter into the rearing profession. Thepopulation of small ruminant is rather high as the rearers feel they need to provide for sudden losses due todiseases.

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6.2 Action Plan presented at Pungannur Workshop November 2000

ContextSmall Ruminant Development Programme in 17 Project villages of Mahabubnagar district

TaskTo understand the livelihood system of small ruminant rearers for relevant interventions

Ideas for applying the tool Existing information from 2 surveys to be placed in relevant squares

Formulate questions, relevant to the nine dimensions for household survey

Activities1. Core team to be oriented to the 9 dimensions2. Identifying households of Small ruminant rearers and conduct interviews with them.3. Do Analyses of the interviews4. Document the results of the interviews5. Provide feedback to the communities & identify interventions and set priorities

Time requiredThe time required for the above mentioned job is about three months i.e. from December 2000-Mar 2001

Assistance requiredThe areas where the assistance required are as follows

1. Sounding board2. Identifying strategies3. Process documentation4. Guidelines for monitoring

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6.3 MAPS

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State Mahabubnagar District

Garlapahad Damayapalli

NarasaihapallyThellarallapally

Manikonda


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6.4 Planning StepsAn analysis of the livelihood system of small ruminant (goat and sheep) rearers of selectedvillages has been carried out as part of the planning process. Steps involved in the planningprocess is as follows:

StepNo.

Activity Status

Pre-Planning Phase

1. Mahabubnagar District survey selected villages based on certaincriteria to understand the sector inMahabubnagar District.

Study completed 15th Sept. 00

Report presented inDistrict Union 10th

Oct. 00

2. Selection of Pilot Project Villages by theDistrict Union 2 clusters Garlapahad with 9 villages Raemadulla with 7 villages

10th Oct. 00

3. Identification of Core Team members (7) Staff Project Coordinator and 2Cluster Organisers Two representatives from eachcluster

Nov 2000

Planning Phase

4. Core Team members introduced to theLogical Framework as a tool for planninga project.

4th 5th January 2001

5. Survey of Proposed project villagesusing the adapted 9-Sq. Mandalas 6th Jan to 6th Feb 01

6. Analysis Problem statements per caste-wiseand gender-wise within a village

7th Feb 12th Feb 01

7. Findings and Analysis to bevalidated by the respective castes andgender groups Problem statements to be prioritisedby the respective categories of rearers. Based on the prioritised issues thegroups to identify activities that could

be taken up as part of the project.8. Core Team to work on the identified

activities, fine-tune them to prepare thefirst draft project proposal.

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6.5 Programme Schedule

19TH TO 24TH FEBRUARY 2001

DATE TIME ACTIVITY REMARKS

19.2

10.00 am

4.00 pm7.45 pm

Welcome Henk Introduction participants Programme & Logistics Feedback Presentation Rebecca Consultants take over

Vehicle 1 to MBNRVehicle 2 to MBNR

POA Conference Hall

20.25.30 am

7.00 am

Team 2 To Raemadulla

Team 1 To Garlapahad

Village visit Details to beworked out

21.2

5.30 am

7.00 am

4.00 pm

Team 1 To Raemadulla

Team 2 To Garlapahad

Return to HYD

22.2 9.00 am Feedback sessions

Facilitated by Consultants23.29.00 am

2.00 pm

Feedback session (Contd)

Input sessions

24.29.00 am12.30 pm

Input session (contd)Conclusion

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6.6 Presentation

Transparency 1: ORDER of PRESENTATION

1. Brief HISTORY of SRDP

2. TIMELINE in Mahabubnagar

3. METHOD of the Study

4. RLS MATRIX

5. LOOK AHEAD

Transparency 2: Brief HISTORY of SRDP

1994: Identified small ruminant sector as part of Area Specific livestock development under ISPA.

1996: Workshop in January to take stock of the status and potential of small ruminant development inAP.

1997: Status report on Development of Small Ruminants in Andhra Pradesh

Steps suggested:

Status Report finalisation

Village Study covering management practices and animal performances

Information analysis of the sheep and goat meat market.

Mid Term Evaluation suggested:

ISPA to be given the means (personnel, finance and time) to analyse the smallruminant sector in order to propose area specific development strategies.

1998: Establishing of programme group within ISPA as discussion with resource persons to gaininsights into the sector.

1999: Planning and implementation of village study 12 villages in Ananthapur and Nalgonda.

Transparency 3: GOAL of SRDP

To contribute to the sustainable improvement of livelihood systems of small and marginal holders ofsheep and goats through effective utilisation of the available natural resources.

Transparency 4: OBJECTIVES

1. To strengthen formal and informal organisations of holders of sheep and goats at village and districtlevels through organisational, institutional and HRD.

2. To improve SR productivity through improved management practices and strengthening andrestructuring of relevant livestock support systems e.g. Health.

3. To improve understanding of socio-economic and environmental aspects related to SR productionsystems.

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Transparency 5:

APPROACHLivestock Environment Interaction Development (LEID)

STRATEGY

Organisational development

Awareness building on management practices

Restructuring support systems

Research and Development.

Transparency 6: TIMELINE SRDP MAHABUBNAGAR

When Event

July 2000 First Discussion with the District Union Expression of Willingness by NRMPA & the Union

Aug/Sept 2000Preliminary survey of MBNR Study Team formed, Area for studyselected, Survey report presented to the Union, selection of pilotproject area

Oct 2000Discussions and negotiations with village representatives -Willingness

Nov 2000

Selection of Staff TeamProject Co-ordinator & 2 Cluster Organisers Nomination of cluster representatives Formation of Core Team (7 members)

Dec 2000Pilot Project villages studied with the help of checklist to identifyproblems related to SR rearing

Jan 2001

Introduction to LFA to Core Team

Preparation of draft proposal for intervention Introduction to RLS Matrix Study of 5 sample villages using the RLS Matrix

Every event was seen as an opportunity to building up the capacities of the core team

Transparency 7: METHOD OF THE STUDY

Core Team oriented

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2001-03-RLS FIeld Study-19-24 Feb Final Version

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