Tribal Development Framework/DPIP II IPP331...

Tribal Development Framework/DPIP II

Madhya Pradesh District Poverty Initiatives Project –II for official use

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Madhya Pradesh District Poverty Initiatives Project-II

Dated: 21.12.2008

Prepared by: State Project Support Unit-MPDPIP

Panchayat and Rural Development Department Government of Madhya Pradesh, Bhopal

IPP331 V2

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Abbreviations

A/V – Audio Visual

AAY – Antyodaya Ann Yojna

ANC – Ante Natal Checkups

ANM – Auxiliary Nurse Midwife

BPL – Below Poverty Line

CBO – Community Based Organization

CC Road – Cement Concrete Road

CEO – Chief Executive Officers

CEO-JP - Chief Executive Officers – Janpad Panchayat

CEO-ZP - Chief Executive Officers – Zila Panchayat

CHC – Community Health Center

CIG – Common Interest Group

Deptt.- Department

DPSU – District Project Support Unit

DRDA – District Rural Development Agency

EAS – Employment Assurance Scheme

EC – Executive Committee

EPVG – Extremely Poor and Vulnerable Group

FAO – Food and Agriculture Organization

FGD – Focused Group Discussion

GB – General Body

GDP – Gross Domestic Product

GEN - General

GoMP – Government of Madhya Pradesh

HDI – Human Development Index

HH – House Hold

HQ – Head Quarters

IAY – Indira Awaas Yojna

ICDS – Integrated Child Development Scheme

IEC – Information Education and Communication



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IFAD – International Fund for Agriculture Development

IMR – Infant Mortality Rate

IRDP – Integrated Rural Development Program

IT – Information Technology

JFM – Joint Forest Management

JRY – Jawahar Rozgar Yojna

KCC – Kisan Credit Card

Kg - Kilogram

Km, KM - Kilometers

M&E – Monitoring and Evaluation

M&L – Monitoring and Learning

MADA – Modified Area development Approach

MDM – Mid-Day- Meal

MFF – Microfinance Federation

MFI – Micro Finance Institution

MMR – Maternal Mortality Rate

MP – Madhya Pradesh

MP DPIP – Madhya Pradesh District Poverty Initiatives Project

MP HDR – Madhya Pradesh Human Development Report

MPRLP – Madhya Pradesh Rural Livelihood Project

NABARD – National Bank for Agriculture and Rural Development

NFBS – National Family Benefit Scheme

NGO – Non-Government Organization

NH – National Highway

NOAP – National Old Age Pension

NREGS – National Rural Employment Guarantee Scheme

NRHM – National Rural Health Mission

NSDP – Net State Domestic Product

NSS – National Sample Survey

NTFP – Non-Timber Forest Produce

OBC – Other Backward Class



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P&RD – Panchayat and Rural Development

PDS – Public Distribution System

PFT – Project Facilitation Team

PHC – Primary Health Center

PHED – Public Health and Engineering Department

PMGSY – Pradhan Mantri Gram Sadak Yojna

PRA – Participatory Rural Appraisal

PRI – Panchyati Raj Institution

PTG – Primitive Tribal Group

RCH – Reproductive and Child Health

RGWM – Rajiv Gandhi Watershed Mission

RLEGP – Rural Landless Employment Guarantee Program

RRB – Regional Rural Bank

SC – Scheduled Caste

SDP – State Domestic Product

SEZ – Special Economic Zone

SGDP – State Gross Domestic Product

SGRY- Sampoorna Grameen Rozgar Yojna

SGSY- Swarnajayanti Grameen Swarozgar Yojna

SHC – Sub-Health Center

SHG – Self Help Group

SHG LP – Self Help Group Livelihood Plan

SPSU – State Project Support Unit

SSA – Sarva Shiksha Abhiyan

ST – Scheduled Tribe

TDP – Tribal Development Plan

TSC – Total Sanitation Campaign

TSP – Tribal Sub-Plan

TV – Tele Vision

UNDP – United Nations Development Program

VDC – Village Development Committee



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VRP – Village Resource Person

WCD –Watershed development Committee

WDC – Women and Child Development Department



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I. TRIBAL DEVELOPMENT FRAMEWORK FOR MP DPIP II 1.1 Introduction Madhya Pradesh has significant population of Scheduled Tribes1 (STs). As per the 2001 Census, the STs Population stood at 23.3% of the total population and occupied approximately 40% of the land in the state. The STs are dominantly present in 5 districts and have not-so-significant to significant presence in 40 other districts. The state is home to three primitive tribal groups (PTGs) as well. This strategy document outlines the context of tribal population’s socio-economic and development status in Madhya Pradesh and presents a plan to address these within the framework of the MP DPIP Phase II. The 14 districts selected under the MP DPIP II fall outside the Scheduled Areas and exhibit dispersed concentration of the tribal populations. Demographically, as mentioned elsewhere, except for Sidhi district where tribal population is around 29 %, all other project districts reported to have below 15% of tribal populations against the total number of inhabitants there. Nonetheless, the tribal population, given their current status as among the poorest, marginalized and vulnerable, these districts warrant specific attention to bring in social, economic and political changes to make their lives better. This tribal development strategy document is recognition by the state government of the fact that benefits from programs and schemes intended for the tribal do not reach them automatically. Thus, deliberate, strategic measures and proactive regimes have to combine with relevant programs in order to ensure that benefits actually accrue to the vulnerable sections such as the tribals. Accordingly, this document sets out an agenda of action for the DPIP II and identifies measures and provisions intended to protect and enhance the participation of and benefit to the tribal communities in the selected project districts. The Social assessment commissioned by the SPMU has highlighted the fact that the tribals in the project districts are amongst the poorest and marginalized communities. Further, the assessment has analyzed the special predicament of these communities and possibilities of interventions in their favour within the framework of the project. This document further delineates the broad principles and programmatic intervention with specific activities, institutional arrangement for their implementation, monitoring and budget. This Tribal Development Framework (TDF) for the MP DPIP II has been prepared on the basis of the learning acquired from the experiences of the DPIP I, various documentation works undertaken during the same phase and the report and recommendations of the Social Assessment commissioned and carried out by the SPMU, MP DPIP II. The TDF, like the Social assessment, adopted the inclusive and participatory consultative processes and it has ‘Informed Consent’ of all key stakeholders including the tribal communities, civil society and media besides various line departments of the Government of Madhya Pradesh. Under the Disclosure Policy, the Social Assessment report and the Tribal Development Framework has been disclosed and discussed with the key stakeholders as mentioned above. During the Social assessment, village level consultations were conducted in all cases social and resource maps were developed through inclusive and participatory processes. Out of the 10 villages studied for the purpose, six villages had a tribal population of more than 60% of the total population. Further, two consultations with the

1 See Annex 1 for list of the Scheduled Tribes in Madhya Pradesh



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key stakeholders including the representatives of tribal communities were organized –one in Sagar and the other in Bhopal. This TDF document has incorporated all suggestions and recommendations made during the two consultations. Further, as per the Communication Strategy of the project, all such documents will be put on the project website to reach out to all concerned and interested people. 1.2 The Context of the Tribal Communities in Madhya Pradesh: An Overview The state of Madhya Pradesh is home to the largest number of tribal anywhere in the country. Not only are the tribals, large in numbers, they are also extremely diverse in location, origins, socio-cultural history, language, livelihood and level of development. With the exception of some isolated tribes which continue to be in the food gathering stage, settled cultivation is the dominant mode of occupation for tribals. However forests continue to be a significant source of livelihood. This is a result of the historical pattern of settlement whereby the tribal communities reside in forested areas. The areas of tribal concentration in Madhya Pradesh can be classified as under: North Eastern Zone: Comprising of Shahdol, Sidhi and areas of other adjoining district the primarily hilly north eastern zone is the abode to the Oraons, Korwa, Kol, Kamar and Panika tribes. The area has number of primitive tribes such as Korwa-s and smaller groups of Baiga and Bhaina-s. Central Zone: Mandla, Chhindwara, Seoni, Balaghat and Mandla together with parts of other districts form this pocket of tribal concentration. The area is also hilly and well forested in parts. Gond, Korku, Kol and Baiga are the prominent tribal groups of this zone. Western Zone: This zone comprises Jhabua, Dhar, Khargone, Khandwa, Ratlam and parts of adjacent districts. Some parts of the area have seen sharp degradation but forest tracts survive in Ratlam and Dhar. Bhils, Bhilala, Patlia and Barela are the main tribal communities of the state. North West Zone: Sahariyas are the main tribal groups in the districts of Shivpuri, Morena, Guna and other parts of adjoining districts. Proportion of tribal population is low compared to other zones. The area has rich forest cover remaining in some belts of Shivpuri and Guna. Numerically the Gonds are the largest tribe of MP followed by Bhils. Kol, Kawar and Oraon are the other significant tribes. There are a few sections, such as among Gonds and Korkus, who, by virtue of their location and entitlement, have derived benefits of settled agriculture under favorable conditions and have also sought to assert a higher social identity. However for most tribal, settlements are along hill tracts, forests or marginal lands; social status and economic endowment are low and precarious. The HDR for MP illustrates that for the state as a whole 24.7% of all land holdings are owned by tribal cultivators and this constitutes 25.2% of the total land under cultivation. Considering that the tribal population accounts for 23.3% of the total population this distribution may appear to be equitable. This is however not correct since the state averages are pushed up by the land ownership patterns in a few tribal dominant districts such as Jhabua, Shahdol, Dhar and Ratlam – though all outside the project area. Further, in all cases the quality of lands held and tilled by tribal is the least productive. This is a result of the historical pattern of settlement where tribal have come to inhabit the marginal lands in hills around cultivated tracts. Proportion of cultivated land to total



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geographical area is low in tribal areas. Incidence of irrigation is also low. Even in tribal areas, often the best quality lands are held by non tribal. Following are the main development indicators that highlight the problems and challenges facing the tribal communities in the state including the 14 project districts. 1.3 Literacy The level of literacy especially in STs is low in all the DPIP districts. Average literacy rates vary from a high of 64.4 percent in Narsimhapur district to a low of 29.1 percent in Chhatarpur. In fact the Sahariya (PTG) belt of Shivpuri and Guna has the lowest literacy rates among female. Only the district of Narsimhapur has female literacy more than 50 percent. 1.4 Forestry and Tribal The forests of the state are rich in timber and non-timber forest produce. These have been traditionally collected, processed and sold by the tribal and form an important source of cash income for them. Estimates indicate that nearly 100 million person days of employment are generated in the forestry sector and the largest share (70%) of these accrues to the tribal residents of the forest areas. Yet the forests present a precarious livelihood source for the tribal. With legal trade in timber highly restricted, most employment generation in forestry takes place through collection and sale of Non Timber Forest Products (NTFPs). The five most important NTFPs are nationalized with Madhya Pradesh State Minor Forest Produce Co-operative Federation having monopoly rights of collection. The federation undertakes collection of nationalized NTFPs through primary cooperative societies. The most important NTFP from livelihood generation point of view is tendu patta. Head loading of firewood around towns is frequent and provides critical income to poor households. The State Government has accepted the responsibility of meeting the forest produce requirements of people living around forest areas. This is called ’nistaar’. Under nistaar, the Forest Department supplies fuel and fodder requirements of villagers at lower rates. The latest Nistar policy of the government promulgated in 1994 restricts this facility to villagers located within five km of forest boundary. Forests continue to be an important source of livelihood for tribal in spite of increasing degradation. In DPIP areas, but for the two districts of Shajapur and Rajgarh, rest all 12 districts have more than 10 percent area under forest cover. In fact half the districts have more than 20 percent area under forest. The tribal population in DPIP districts is concentrated in areas with forest. Forests provide subsistence items like grass/ grazing for domestic animals and firewood. They also provide cash income through sale of NTFPs collected by the tribal. 1.5 Labor and Employment The census 2001 reveals that for the state as a whole, the STs constitute 24% of the main worker force. They are predominantly engaged in activities in primary sector - agriculture, animal husbandry, and forestry related activities. Given the low productive asset base in terms of land and livestock and few options for self employment, wage labor forms an important component of the tribal’s economy in the state. The overwhelming source of wage labor for tribal is agriculture operations. In addition forestry, mining and quarrying, and construction are the other important consumers of tribal labor. The quest for wage labor has guided the tribal poor to urban centers and regions of high agriculture production which provide opportunities for wage labor. Thus the Western



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tribal belts of Jhabua Ratlam witness heavy migration to Gujarat on one side and Malwa on the other after the monsoons are over. Young women also migrate (though in lesser numbers) alongside adult men leaving behind the elderly and children in homesteads. Employment is available in agriculture, public works, and construction. The wage labor available is casual and completely determined by vagaries of market forces. Active participation by women in manual labor is a feature of rural societies everywhere. This is even more so for tribal society which is unhindered by caste taboos that place restrictions on women’s mobility for wage labor. It is common to find tribal women going out on their own for wage labor on public works and to towns. While men folk cut and gather fuel, it is often the women who bring it into urban centers for sales. 1.6 Legal and Policy Framework for Tribal Communities in MP The Constitution of India makes special provisions for tribal. It lists out predominantly tribal areas in Section 1 of Schedule 244 that are referred to as Scheduled Areas.Similarly Schedule 342 gives state-wise list of communities to be designated as Scheduled Tribes. Following widespread cases of atrocities against members of Scheduled Castes and Tribes, the Center has passed Prevention of Atrocities (SC and ST) Act. This Act stipulates stringent punishment to those who commit atrocities against any tribal. In addition to the above significant act the main State Acts intended to protect the interests of tribal in MP are as follows: 1.6.1 Forest Rights Act2: The law concerns the rights of forest dwelling communities to land and other resources, denied to them over decades. The act is aimed at giving ownership rights over forestland to traditional forest dwellers. As the act came into force much recently in 2007 the effectiveness and impacts of the act could not be seen or felt in any of the districts where the social assessment was carried out. The Act grants four types of rights: Title rights - i.e. ownership - to land that is being farmed by tribals or forest dwellers as on December 13, 2005, subject to a maximum of 4 hectares; ownership is only for land that is actually being cultivated by the concerned family as on that date, meaning that no new lands are granted ; Use rights - to minor forest produce (also including ownership), to grazing areas, to pastoralist routes, etc.; Relief and development rights - to rehabilitation in case of illegal eviction or forced displacement and to basic amenities, subject to restrictions for forest protection; Forest management rights - to protect forests and wildlife. The implementation status report shows that only around 8000 land deeds have been handed over to the tribals whereas more than 200,000 applications are pending in various district offices of the state. 1.6.2 MP Land Revenue Code 1959 : This Act governs tenancy regulation in MP. Section 170 (A) & (B) of this Code place restrictions on transfer of agricultural land owned by tribal to non tribal. The transfer is completely prohibited in TSP Areas. In non TSP areas, transfer is possible only with the permission of the District Collector.

2 The Scheduled Tribes and Other Traditional Forest Dwellers (Recognition of Forest Rights) Act, 2006



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1.6.3 MP Excise Act : Sections in this Act permit tribal to brew liquor for their personal consumption and for use at social occasions. The relaxation is given keeping in mind the traditional place of liquor in the social life of tribal. 1.6.4 MP Money Lending Act : This Act regulates activities of moneylenders with a view to protect interests of weaker sections of society. It puts a limit on interest rate that can be charged and the total interest that can be charged. It makes registration obligatory. It further limits powers of civil court to issue decree in money lending cases and instead provides for relief for the debtor. 1.6.5 Panchayat Act (Extension to Schedules Areas) 1996 : PESA: This Act may be called the Provisions of the Panchayats (Extension to the Scheduled Areas) Act, 1996. The act empowers the Panchayats in the Scheduled Area to address the issues concerning the rights and entitlements of the Scheduled Tribes. As the name suggest it s applicable to the Scheduled Areas only, where as none of the DPIP districts fall under the Scheduled Area of Madhya Pradesh. (See Annex 6) 1.6.6 Designation of Tribal Areas as TSP, MADA and Clusters: An important policy that has governed tribal development administration is the designation of Tribal Sub Plan areas in the Vth Five year Plan. TSP areas include Scheduled areas and those tehsils in which tribal population exceeds 50% of the total. In order to cover villages that could not be included in TSP areas as per their definition the concept of MADA was introduced in the VI Plan. Under this clusters of villages with aggregate population of 10,000 and above that have 50% tribal population have been identified as MADA (Modified Area Development Approach) pockets. Finally, steps were taken in the VII Five Year Plan to cover isolated and scattered pockets of STs in the state through the identification of more pockets with tribal population of 50% in clusters of 5000 population. Madhya Pradesh now has 49 TSP areas, 39 MADA pockets and 5 Clusters. Each of these has a specific project and fund allocation which is handled and coordinated by the Department of Tribal Development and SC Welfare. 1.6.7 Madhya Pradesh Panchayati Raj and Gram Swarajya Adhiniyam, 1993 : The Madhya Pradesh Panchayati Raj Act, 1993, was enacted to create and amend existing laws for the establishment of Panchayat institutions. This Act was drafted in conformity to the objectives, substance and directives of the 73rd Constitutional Amendment. The Act was given Governor’s assent on 24th January 1994. The functions and taxation powers are elaborated in Annex 4. 2. Tribal Development and the Government Departments/agencies The Ministry of Scheduled Tribes and Scheduled Castes Welfare Department has two departments, namely, the Department of Tribal Welfare and the Department of SC Welfare. The Department of Tribal Welfare is the most prominent agency designated for development and welfare of tribal areas and communities in the state. The department is charged with the following main functions:

� To promote and protect the rights of the tribal communities in accordance with the spirit of the Constitution of India;

� To implement programs for educational and economic development among the tribals of the state;

� To act as a channelising agency of funds to various line departments and agencies for tribal development interventions; and



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� To coordinate and monitor funds applications by various line departments in tribal areas.

The Ministry is headed by the Minister of ST and SC Welfare with Principal Secretary as the administrative head of the Department of Tribal (ST) Welfare. The Tribal Sub-Plan areas are headed by Assistant Commissioners. The state has further decentralized the department and has 174 tribal block development officers under the Zilla Parishads. The Department invests in construction of school buildings, recruitment and administration of personnel/staff, management of hostels, scholarships and other incentives for improving access to schools in the tribal areas. Nearly 14,000 primary schools, 400 middle schools and 14 model schools are run directly by the Department in the 174 tribal development blocks all over the state. In addition to education programs and schemes, the Department is the principal planning and coordination body for Tribal Sub-Plan (TSP) through the ITDP and MADA projects in tribal areas and clusters. Through, its district level offices, the department monitors the flow and utilization of TSP/MADA funds that are allocated to various line departments. 2.1 Commissioner, Tribal Development: Core functions of the Commissioner, tribal development in the state are-

� All administrative functions related to officers and employees posted in commissioner ate scheduled tribes, scheduled castes and other backward classes welfare.

� Though there are separate heads of the department for scheduled castes and other backward classes, the cadre-management is performed by the Commissioner, Tribal Development.

� Implementation of the schemes under demand No.33, 41 and 52 related to scheduled tribe welfare.

� Implementation of educational schemes along with other support schemes to economic development and training for overall development of tribal communities.

2.2 The Madhya Pradesh Scheduled Tribes Commission was set up in the mid 1990s by the government to monitor application of state policy for the STs with head quarter in Bhopal. The main role of the Commission is that of a ‘watchdog’ protecting legal, development and human rights of the tribal communities and its principal functions include:

� Protecting Constitutional, human and legal rights of the STs in the state; � Monitoring and vigilance of tribal development programs and providing feedback

for theor improved implementation; and � Making recommendations on reservation policy for public services and

educational institutions. The Commission has been accorded judicial powers of a civil court and it can initiate legal action through summons, investigations and demand for documentation. 2.3 The Madhya Pradesh Tribal Finance and Development Corporation (MPTFDC): The MPTFDC was set up as a non-profit company under the Section 25 of the Indian Companies Act in 1994 with the main purpose of providing institutional finance for educational and economic development of the tribals in the state. The Corporation implements development programs and schemes of the National Tribal Finance and Development Corporation and NABARD. It also acts as a channelising



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agency for the National Disabled Persons’ Finance and Development Corporation funding rehabilitation activities of physically disabled tribals. The objectives of MP Finance and Development Corporation are as below:

� To do economic social and academic development of the tribals. � To eradicate exploitation and to lift them above poverty line through

development. � To make the tribals available easy loans and realise them with interest to achieve

the above objectives. Its achievements are as below: Under the schemes of national development implemented during the financial year, 29 tribal beneficiaries in photocopy training and 5 under printing press total 34 tribal beneficiaries have been trained. Under the schemes of national handicapped finance and development corporation, 233 cases have been forwarded to national corporation. So far out of which sanction has been accorded to 61 cases. Total financial achievement is Rs. 668.63169 lacs and physical achievement is 402 and women beneficiaries 8. 2.4 Directorate of Tribal Areas Development Agency: This directorate has been established specially for preparation of Tribal Sub-Plan and monitoring the schemes implemented through various departments and Integrated Tribal Development Projects. A separate post of Director, Primitive Tribes has also been created for having effective control over schemes implemented through Primitive Tribal Development Agencies. Director T.A.D.P. has been assigned this Responsibility in addition to his/her work of Tribal Area Development. 2.5 Tribal Research Institute (TRI): The TRI of Madhya Pradesh was set up in 1954 with the purpose of carrying out comprehensive research and surveys related to tribal society, culture and development concerns and issues. The Institute is based in Bhopal and has done pioneering work in the areas of program evaluations and specific studies on the tribal communities. The Institute is under the administrative charge of the Department of Tribal Welfare, Government of Madhya Pradesh. 2.6 The M.P. Tribal Technical Education Board (MPTTEB) : Established in 1981 and renamed as Madhya Pradesh Council of Employment and Training (MAPCET) in the year 1981 after augmenting the objective for scheduled caste community of the state. This organization has been registered under M.P. Societies Registration Act 1973 and working under Tribal and Scheduled Caste Welfare Department, Govt. of M.P. The chairman of this Council is the Principal Secretary, Tribal Welfare Department, Govt. of M.P. The main objective of the Council is to do every thing with a view to enhance employment opportunities of scheduled caste, scheduled tribes and for any other caste or community in accordance with the directions of state Govt. 3. Scheduled Tribes in DPIP Districts The districts selected under DPIP for implementation are such that have a relatively small proportion of tribal. According to the Census of 2001 the total tribal population of the DPIP districts stood at 12,233,474 constituting 11 percent of the total population of these districts. Of the 14 districts selected under DPIP, only one (Sidhi) has proportion of tribal population more than 29 percent. (refer annexure 5 for district wise ST population) The DPIP districts fall primarily in two zones – Northern MP comprising of Bundelkhand,



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Baghelkhand, and Chambal divisions and Central regions comprising of Madhya Bharat and Mahakoshal areas. The main tribes in the DPIP districts include Gond, Sahariyas, Saur, Bhils and Kols. Table : Scheduled Tribe (ST) Population in the DPIP Districts :

S No. District ST Population Total Population

%age of STs to Total Population

Scheduled Areas?

1. Chhatarpur 51593 1474723 3.50% None

2. Damoh 136175 1083949 12.56% None

3. Guna 203742 1666767 12.22% None

4. Narsimhapur126139 957646 13.17% None

5. Panna 131796 856558 15.39% None

6. Raisen 177139 1125154 15.74% None

7. Rajgarh 47370 1254085 3.78% None

8. Rewa 254061 1973306 12.87% None

9. Sagar 196472 2021987 9.72% None

10. Shajapur 35302 1290685 2.74% None

11. Shivpuri 161393 1441950 11.19% None

12. Sidhi 547375 1831152 29.89% Partial

13. Tikamgarh 51957 1202998 4.32% None

14. Vidisha 59323 1214857 4.88% None Source: compiled from the Census, 2001 and www.tribal.nic.inThe fact that the tribal population in DPIP districts is scattered and lower in concentration has important bearing on their social context as well as on the potential for their economic advancement. While economic status of tribal is universally poor, their low proportion in DPIP districts subjects them to social oppression as well. In multi caste settlements, the tribal minority faces social oppression resulting from its position at the bottom of social ladder. The tribal community in tribal majority areas does not face this type of social pressure as it is the dominant community in these areas. 3.1 Occupational profile of STs in DPIP districts Occupational classification of main workers in Census 2001 reveals that Agriculture labor is the primary occupation for majority of tribal population. In 12 of the 14 districts, agriculture laborers outnumber cultivators. In Rewa, almost 80 percent of tribal main workers3 have been reported as agriculture labor. Only in 2 districts cultivators outnumber agriculture labor and the difference is small. Work Participation rate of ST in different category of work in rural areas of the DPIP District

Non Worker HH Cultivator HH Agriculture HH Other Worker HH Industries HH

District

T M F T M F T M F T M F T M F

3 Census enumeration in India classifies workers into main workers and marginal workers. If a person has spent more than 180 days in an occupation, he is considered as a main worker engaged in that occupation.



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Shivpuri 51.4 49.4 53.4 37.9 42.8 32.3 50.9 44.5 58.3 9.9 11.7 8 1.2 1.1 1.4 Guna 50.6 47.3 54.1 44.2 49.5 37.6 48.7 42.4 56.6 6.5 7.4 5.2 0.6 0.7 0.6 Tikamgarh 50.5 47.9 53.2 44.8 48.6 40.4 41.1 35 48.3 11.8 14.2 9.1 2.2 2.2 2.2 Chhatarpur 54.9 50.1 60 36.5 43.8 26.6 44.9 38.5 53.6 16.4 16.1 16.9 2.1 1.6 2.9 Panna 52.6 48.5 56.9 30.7 36.8 23.1 46.3 39.9 54.3 22.4 22.7 21.9 0.6 0.6 0.7 Sagar 49.7 44.9 54.8 19 24.5 11.8 59.9 58 62.3 11 11.9 9.8 10.2 5.6 16.1Damoh 49.4 45.7 53.4 26.2 34.7 15.9 48.5 46.1 51.5 12.3 12.9 11.5 13 6.3 21.1Rewa 49.4 48.2 50.6 12.3 13.4 11.1 80 75.9 84.8 7.2 10.3 3.7 0.5 0.5 0.5 Sidhi 52.1 49 55.3 51.9 55.7 47.4 42.6 36.7 49.5 4.9 6.8 2.6 0.6 0.8 0.5 Shajapur 47.3 45.6 49.1 26.5 29.7 22.8 60.5 52.3 69.9 12.8 17.7 7.2 0.2 0.2 0.1 Rajgarh 46.9 45.8 48 40.2 42.9 37.3 47.9 41 55.7 10.1 14.6 5.1 1.7 1.6 2 Vidisha 51.3 45.4 57.7 13 17 7.3 74.6 68.9 82.5 11.5 13.3 9.1 0.9 0.8 1.1 Raisen 55.7 49 62.7 28.9 34.9 20.1 58.3 52.1 67.3 11.6 12.2 10.6 1.3 0.8 2 Narsimhapur 48.6 43.8 53.6 28.6 34.1 21.7 62.7 56.1 71.1 7.9 9.3 6.2 0.7 0.5 0.9 Average 50.7 47.2 54.5 31.5 36.3 25.4 54.8 49.1 61.8 11.2 12.9 9.06 2.56 1.66 3.72

Source Census 2001 3.2 Land and Livelihood Land, both private and public, remains the main source of livelihood in rural areas but less for the tribals. The status of agriculture and allied activities described in Social Assessment reflects the precarious situation under which farming is carried out by the tribal communities. Land holdings are small, fragmented and unable to meet subsistence requirements of the household/family. The table below gives proportion of tribal landholdings and the total area operated by them in DPIP II project districts Share of STs in Land Holding and Cultivated Land in DPIP Districts District (rural areas) ST share of Land Holding

%ST share of Cultivated

Land

Narsimhpur 10.0 12.1

Guna 12.4 8.2

Rajgarh 3.4 2.5

Shajapur 2.7 1.6

Vidisha 4.0 1.7

Sagar 8.0 5.4

Shivpuri 10.5 7.3 Damoh 11.8 9.7 Rewa 4.6 2.5 Raisen 11.4 8.6 Sidhi 32.0 28.6



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Panna 11.6 9.1 Chatarpur 3.7 3.0

The table above shows that in most of the districts less number of tribal families own land compared to other social groups. The ST share of cultivated land is also very low. 3.3 Overview of the Self Help Groups of Madhya Pradesh While there is a definite pattern in terms of the stages of growth of SHGs across the state, much more fragile and weak among the tribal communities than others, the time frame for reaching maturity varies with the socio-cultural setting of the region, as well as the experience and approach of the promoting agency. As the process of organization is a social process, seeking to change existing caste, class and Gender hierarchies in the society, it may not always be possible to hasten the pace of the process. It has taken groups anything between 4 to 9 years to reach the stage of minimization of support from the promoting agency and its withdrawal. Women only groups are better able to address the specific needs and problems of the women members. SHGs formed only for the sake of savings and credit activities are less sustainable than those engaged in a range of activities that include production and action on social issues apart from savings and credit. A clear regional pattern is visible with groups in Northern and Central M.P mainly engaged only in savings and credit, while those in parts of Jabalpur Division are more holistic in their activities. Motivation for group formation and the profile of the leader is a major determinant of the strength of the group. Here again a regional pattern is visible, with the leader and members of the groups being of a similar socio-economic and cultural background, while in Sagar, Chhatarpur and Gwalior divisions, where society is highly stratified and patriarchal norms strong, leadership rests with the dominant sections of the society. They view SHGs as a means of accessing government resources for their village at best and a way of strengthening their own dominance in the rural community at the other extreme. The SHGs here are formed mainly of the upper caste women, either clandestinely or with the active intervention of the male members. The scope for women to express their viewpoint especially on sensitive social issues such as drunkenness is limited. Further, in many cases Government schemes earmarked for women are accessed by men using the SHG as the conduit for doing so. The issue of women’s self reliance and empowerment in this region seems to be a non-issue in a majority of SHGs. Savings are made both in cash and kind, the latter particularly in the tribal parts of the State. The average savings are much higher in Narsinghpur and Rajgarh than other parts of the State. Savings in urban areas are much higher than in rural areas. The role of the facilitator is critical in strengthening group processes and truly instilling the concept of self-help. Their effectiveness in disseminating information, upgrading skills and facilitating linkages, contributes towards the extent of self reliance of the group. Training, capacity-building support and networking of groups is essential for their long-term sustainability.Costs incurred in forming and strengthening an SHG are difficult to estimate, as they are functions of the social and economic context in which the group is being formed. In certain areas, considerable amount of non-monetary support may be required by the groups in order to face opposition to them. Key challenges faced in forming a strong SHG among the tribals:



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� Very low to highly inconsistent ‘saving’ - unable to contribute on a regular basis � Poor literacy – deprives them from becoming aware of the advantages � Not adequate efforts from the CSOs and the government to build awareness and

knowledge on SHGs and the advantages � Poor access to grassroots level community institutions – various factors of social

exclusion deny them from their entitlements and rights – keeps them on the periphery of development opportunities.

4. Tribal Development Programs4 in DPIP II Districts As noted earlier the 14 project districts fall outside the region of high tribal concentration in the state. With the exception of Sidhi district, the other DPIP districts are non-TSP areas. Because of lower and scattered tribal population several pockets of the districts are designated as Modified Area Development Approach (MADA) pockets or Special Clusters (see table below). TSP/MADA/Clusters in DPIP Districts TSP District Block Number of

Villages 1. Sidhi Kusumi,

Simaval, Rampur, Majholi, Gopadbanas, Singroli

364

MADA District MADA Pocket Blocks Number of Villages

1 Shivpuri Shivpuri, Pohri Shivpuri, Pohri 89 2 Rewa Mauganj Mauganj,

Hanumana 49

3 Raisen Silvani, Bareilly

Silvani, Bareilly

161

4 Narsihmpur Narsihmpur Narsihmpur, Gotegaon, Kareli, Bavai Chichi

181

5 Damoh Jabera, Tendukheda

Jabera, Tendukheda

147

6 Sagar Devrikaran Rehli, Devri, Kesli

215

7 Guna Guna Guna, Bamhori 120 8 Panna Pavai Shahnagar,

Pavai 119

Cluster District Cluster Block Number of Villages

1 Chhatarpur Kishangarh Vijavar 42 2 Shivpuri Kotla Badarvas,, 42

4 See Annex 2 for key government programs on development and poverty eradication



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Kolaras

The tribal development department’s programs in the DPIP districts, as in other parts of the state, emphasize most significantly on education. The Department runs schools (except in 4 low tribal population districts of Rajgarh, Shahjapur, Chatarpur and Tikamgarh), hostels and extends incentives to the tribal students with special emphasis on girl students. 4.1 The National Rural Employment Guarantee Act, 2005 provided enhancement of livelihood security of the households in rural areas of the country by providing at least one hundred days of guaranteed wage employment in every financial year to every household whose adult members volunteer to do unskilled manual work and for matters connected therewith or incidental thereto. 4.2 Backward Regions Grant Fund [BRGF]: The Backward Regions Grant Fund is designed to redress regional imbalances in development. The fund will provide financial resources for supplementing and converging existing developmental inflows into 250 identified districts, so as to:

� Bridge critical gaps in local infrastructure and other development requirements that are not being adequately met through existing inflows.

� Strengthen, to this end Panchayat and Municipality level governance with more appropriate capacity building, to facilitate participatory planning, decision making, implementation and monitoring, to reflect local felt needs,

� Provide professional support to local bodies for planning, implementation and monitoring their plans

� Improve the performance and delivery of critical functions assigned to Panchayats, and counter possible efficiency and equity losses on account of inadequate local capacity.

The Programme has two components namely, a district component covering 250 districts and Special plans for Bihar and the KBK districts of Orissa. A total provision of Rs. 5000 crore had been made for the two components in the Budget of 2006-07. Out of this allocation Rs. 1250 crore had been provided in the Demand for Grants of the Ministry of Finance for the Special Plans dealt with by the Planning Commission. The remaining amount of Rs. 3750 crore had been placed at the disposal of the Ministry of Panchayati Raj for the District Component, covering 250 districts. The allocation of Rs. 3750 crore consisted of two funding windows (a) capacity building fund of Rs. 250 crore and (b) development grants of Rs. 3500 crore for the financial year 2006-07. This allocation was reduced to Rs.1925 crore at the Revised Estimates stage. The allocation during 2007-08 was Rs.4670 Crore comprising Rs.250 Crore for capacity building and Rs.4420 Crore for development grant. This budgetary allocation was reduced to Rs.3600 Crore at the stage of Revised Estimates. The existing Rashtriya Sam Vikas Yojana (RSVY) has been subsumed into the BRGF Programme. The erstwhile districts under RSVY will receive their full allocation of Rs. 45 crore per district as per norms of RSVY. Thereafter, they will shift to the BRGF mode of funding. An amount of Rs. 1925 crore was released under the BRGF Programme during the Financial Year 2006-07. In 2007-08 Rs. 3597.50 crore has been released as on 31.3.2008

MADHYA PRADESH (BRGF Districts); DPIP II Districts are highlighted



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1 Balaghat 2 Barwani 3 Betul 4 Chhatarpur5 Damoh 6 Dhar 7 Dindori 8 Guna9 Jhabua 10 Katni 11 Khandwa 12 Khargone 13 Mandla 14 Panna15 Rajgarh 16 Rewa17 Satna 18 Seoni 19 Sahdol 20 Sheopur 21 Shivpuri 22 Sidhi23 Tikamgarh 24 Umaria Source: www.brgf.nic.in/



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5. The Tribal Development Framework : DPIP Phase II This Tribal Development Framework (TDF) for the MP DPIP II has been prepared on the basis of the learning acquired from the experiences of the DPIP I, various documentation works undertaken during the same phase and the report and recommendations of the Social Assessment commissioned and carried out by the SPMU, MP DPIP II. The TDF, like the Social assessment, adopted the inclusive and participatory consultative processes and it has ‘Informed Consent’ of all key stakeholders including the tribal communities, civil society and media besides various line departments of the Government of Madhya Pradesh. Under the Disclosure Policy, the Social Assessment report and the Tribal Development Framework has been disclosed and discussed with the key stakeholders as mentioned above. During the Social assessment, village level consultations were conducted in all cases social and resource maps were developed through inclusive and participatory processes. Out of the 10 villages5 studied for the purpose, six villages had a tribal population of more than 60% of the total population. Further, two consultations with the key stakeholders including the representatives of tribal communities were organized – one in Sagar and the other in Bhopal. This TDF document has incorporated all suggestions and recommendations made during the two consultations. Further, as per the Communication Strategy of the project, all such documents will be put on the project website to reach out to all concerned and interested people. The project envisages a three tier institutional structure at the community level for carving out a path for empowerment of rural poor households with focused strategy and appropriately trained and oriented staff along with the community based facilitators will be put in place to work with the tribal communities. The PFT shall enter a village and began the identification of the poorest and most vulnerable through a village PRA process. The Project recognizes the fact that it will need to have focused strategy, implementation plan and arrangements and necessary human and financial resources to invest in the tribal SHGs and other project based community organizations and interventions to achieve the stated objectives and accomplish the results at outcome level. SHG: The identified community members (men as well as women) shall be mobilized and facilitated by the PFTs to organize into a SHG. The project beneficiary shall also receive appropriate capacity building for livelihood and facilitation for preparing a livelihood plan. After completion of 6 months the SHGs shall be graded. The SHGs successfully passing the 1st grading shall be facilitated for bank linkage by the PFT. Simultaneously, the SHGs, to the extent feasible, would receive facilitative support from the project to link to any other livelihood initiatives operational in the given village. In tribal villages, specifically, the project shall be proactive to leverage the potentials provided by the NREGA. VDC: Also the cluster of such SHGs at a village level will be federated as Village Development Committee (VDC). The PFT shall groom and strengthen the VDC and grade them after successful completion of 3 months. The matured VDCs shall be eligible to receive the seed grant capital from the project, which then be passed on to the matured SHG

5 Bagloan (60.8%) and Chattisgarh (98.8%) in Shivpuri, Panira (84.1%) in Narsinghpur and Pateriamall (83.2%), Dhonda (74.8%) and Bhilampur (63.1%) in Damoh District.



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in 3 tranches on the basis of their livelihood plan and maturity. The VDC shall also monitor and support the SHGs for effective use and recovery of the seed grant. CF: The Village Development Committees would also be federated as a Cluster federation (CF) at cluster of 30-40 villages. The Cluster Federation shall mobilize funds from banks, Govt. schemes and venture capitalists to cater the surplus credit needs of the SHG. Insurance and remittances is also seen as an important service. Producers Organization: The core community institution model that the project will invest in and build upon for sustainability will be a vertically integrated, community owned, producer organization at the neighborhood, village, and cluster/block level. These will take on business activities such as marketing as well as deliver relevant services to members such as skill training and agro-extension. Ajeevika Kendra: One ’Ajeevika Kendra’ is formed over every 2 Gram Panchayats (GPs) and is managed by a local resource person known as ’Ajeevika Mitra’ – in the given local context, preference will be given to have a tribal as the Ajeevika Mitra. The main focus of these centres is to identify and register unemployed or under employed workforce. On the basis of the skill requirement of the employer-industry the identified aspirants shall be mobilized through 'Ajeevika Kendras', to receive skill training from partner training institutes that also ensures employment in service sector. 5.1 Objective: The objective of the Tribal Development Framework (TDF) is to support the social and economic empowerment of the ST community in the project areas. 5.2 Process: The key process that the DPIP II proposes to adopt will be to develop a list of poor families/households in the project hamlets/villages generated through the BPL Listing and the Wealth Ranking that the DPIP II will initiate. Further, the DPIP II will map all government sponsored development and welfare programs and schemes and establish their links to the BPL and the Wealth ranking listing. Then the process of social inclusion of the Tribal shall be ensured through the following:

� Forming tribal women’s institutions e.g. SHGs, homogeneous Village Development Committee (where ever possible) and having tribal composition in the producer aggregations. The project shall endeavor to reduce possibilities of `elite capture’ and to create more space for mutual support;

� Facilitating identification of activities/sectors where tribal communities would be able to participate effectively, especially relating to land and forest resource based options;

� Allowing time in the project design for a phase wise start-up of the livelihoods related investments by identifying the most needy and vulnerable group so that project can give them preference.

� Explicit space in the project / recognition in the M&E system, of people working with indigenous peoples.

5.3 Scope: Although all the blocks and villages are to be covered in this phase, the DPSU will, in accordance with the project objectives, prioritize and sequence the pockets of tribal concentration for efficient coverage and outreach. 5.4 Plan Components:



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The TDP strives to make a positive discrimination in favor of the STs, through reducing conditions that affected/hindered their participation in Phase I, and increasing the facilitating factors for their participation. The components will be suitably modified and detailed in the Key Elements - A. Community Institutions building; B. Community Livelihood Fund; C. Employment Promotion Support and D. Project Implementation & Management. 5.5 Key Elements of Tribal Strategy: The following are the key elements of the strategy for tribal development within the project that hold good over and above the fundamental strategies of DPIP (participation, equity and decentralization):

� Fair participation and representation at all levels of the project with a view to influence its decisions and outcomes for the tribal constituents through their informed consents.

� Ensuring protection of social, economic and cultural interests of tribal communities in project interventions.

� Overcoming structural constraints to poverty and deprivation among tribals through direct socio-economic interventions of the project as well as induced actions under other available public resources and legal provisions of the Government.

� Optimizing productivity of communal and privately held land, water, forest and livestock resources among tribal with a view to primarily ensure food security and generate sustainable surplus.

� Establish linkages and leverage opportunities provided by the NREGA and the BRGF and other schemes related to tribal development and welfare..

� Enhancing options for labor and improving conditions surrounding returns from labor as a growing basis for livelihood activity for largest number of tribal families in the region.

� Rigorous capacity building of tribal village level organizations and its leadership to plan, prioritize and place demands on the project services and resources.

Thus the tribal development strategy covers two inter-related aspects: Institutionalrelating to participation, representation, decision making and resource allocation to tribal development, Sectoral issuesrelating to project activities, interventions and investments relevant to tribal’s development within DPIP. Given the absolute poverty in which the DPIP districts’ tribal population lives, multifaceted responses are needed to overcome their complex socio-economic constraints. To an extent these were also identified as part of the Social Assessments (SA-s) conducted as part of the DPIP preparation. Identification of key bottlenecks and overall directions for change for the poor and disadvantaged groups in DPIP districts was attempted in some of the SA-s. The proposed strategy has also drawn upon that analysis wherever feasible. 5.6 Coverage, Participation and Representation: Recognizing that STs as a group run the risk of marginalization and invisibility from project governance, the following is proposed: 5.6.1 At the village level the tribal strategy will ensure that: DPIP is able to cover and facilitate the participation of at least 60% all the tribal BPL families in a settlement.



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In those villages where the ST population is above 30% of the total, efforts will be put to prioritize formation of SHGs with the tribal women. In villages with 50% tribal population the VDC’s Chairmanship will be preferred for an ST though emphasis will be more upon democratic process and create space for emergence of leadership from the community irrespective of the leader’s affinity to any caste, ethnicity and religion. Facilitate and strengthen processes that would help establishment of SHGs’ linkages with other livelihood initiatives operational in the village(s). The NREGA will be one definite opportunity that would be optimally exploited by the project. Number of proposals approved, investments made in tribal SHGs, the quality of tribal’s SHGs participation will count as key indicators of a VDC’s performance and will influence the decision on its future allocations from the project. Facilitate and advocate for timely implementation of the provisions of the Forest Rights act, 2006 and monitor how many tribal families are getting the land deeds in the project districts. 5.6.2 At the district level, it is envisaged that: Successful coverage of tribal population, investments in tribal SHGs/VDCs and their performance will be monitored and reported. These will form part of staff / PFT performance appraisals and will be linked to incentives and reward systems. An annual meeting of all tribal SHG / VDC representatives from within the district will be organized by the project in order to collectively review the progress and deliberate upon the problems being faced by the project and its tribal partners. The project office will remain alert to moves to subvert equal participation of tribal SHGs in DPIP. This will be carried out through extensive review with PFTs and the monitoring of norms specified under village level measures above. In order to ensure adequate pooling of experience and formulation of shared strategies to work with tribal communities, it may be useful for the project teams to interact at the regional level and discuss on what is working well and what needs special attention for improvement. It is proposed that to facilitate this, the project will constitute three regions each having 3-5 contiguous districts. The DPIP State Unit would then convene a six monthly regional meeting of district officers charged with overseeing and monitoring tribal development activities. These meetings will be used to review the progress with tribal SHGs, exchange experiences and share strategies relevant to tribal development. 5.6.3 At the state level, the DPIP State Unit will: Monitor the project’s tribal development strategy and programs in and across various districts. Produce an annual public report, together with comparative expenditure, on the impact of DPIP on tribal’s lives and livelihood in the DPIP district. Facilitate and advocate with the Department of Tribal (ST) Welfare for timely implementation of the provisions of the Forest Rights act, 2006 and monitor how many tribal families are getting the land deeds in the project districts. Endeavour to learn from grassroots experiences and adopt new ways to achieve results at outcome levels for bringing in change for a just and equitable society through mainstreaming of gender and eliminating discrimination against the women, STs and the Dalits.



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5.7 Focus on Employability skills and Support for opportunistic migration: Low literacy, poor productivity of the land and near absence of any alternate livelihood pushes the poor tribal to migrate to towns and cities to earn and survive. The project proposes to provide appropriate training for skill development along with support to find suitable jobs to such tribal people for sustainable livelihoods. 5.8 Tribal Service Providers – The project shall promote capacity building of indigenous peoples to take on the roles of service providers, supervisors etc. 5.9 Improving extension services and input provision: Agriculture extension services are poorly spread in the DPIP districts and these are at their thinnest in locations where tribal cultivate their marginal lands. There is little technology dissemination and adoption by farmers and basic provisioning of seeds and inputs is absent. In order to help overcome input and extension advise related constraints in tribal’s agriculture, DPIP will seek out and support proposals from SHGs of tribal resource poor farmers interested in undertaking any of the following or allied activities.6

Identification and hiring in of village based para-extension workers (PEWs) by SHGs for providing counseling and technical guidance to tribal farmers. These PEWs will need to be equipped with basic technical information and will serve as the link between farmers and sources of inputs and technology. SHGs may formulate Livelihood proposals for group based provision of draught power and agriculture implements which shall be supported by DPIP through VDCs. Producers Company managed decentralized seeds and fertilizer retail and distribution outlets undertaking collective procurement and timely distribution thus overcoming cost disadvantages. 5.10 Food Security: Maximizing food security among tribal families will receive highest attention from the project and will form the core of its support to agriculture and allied interventions by the farmers organized as SHGs. In order to protect the tribal populations from food shortage and hence turning to “distress” purchases in lean seasons the DPIP will remain alert to opportunities in the following areas and will respond favorably to VDC/SHG proposals and actions in the following direction: 5.10.1 Revitalizing PDS in tribal villages. This will entail liaison by the DPIP project teams together with lobbying by SHGs and VDCs on local administration. 5.10.2 Establishment of community managed grain banks also to be used for purposes of seed supply. 5.10.3 Bulk purchase and stocking of food grain through the use of gram kosh (village fund) generated by SHGs. 5.11 Forestry: Two types of interventions are possible to increase and secure more income from forests. These relate to a) collection and sale of NTFPs, and b) expansion of areas under joint forest management. 5.12 Non Timber Forest Produce (NTFP): A large number of NTFPs are collected by tribals across the state as in the DPIP districts. The most important of the NTFPs are nationalized and these include tendu patta, sal seed, gum and harra. Collection and marketing of nationalized products is carried out by the Madhya Pradesh State Minor Forest Produce Cooperative Federation. The important non nationalized forest products include Chironji, Mahua flower, Bahera, and Safed Moosli, all of which are found in the

6 It may be noted that the list is an indicative one which needs to be added to keeping in mind local needs and demands of the farming system.



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DPIP areas of tribal concentration. Typically the market rates for these products come down at the time of collection and increase immediately after it. The DPIP shall promote such organizations of community where NTFP comes out as a common and major livelihood option. All support from the project innovation shall be provided for administrative purposes and capacity building and linkages of such federations and Community based organizations. DPIP will extend the support to tribal SHGs for enhancing returns from forestry activities through the following kind of interventions: Advancing seed capital to SHGs wishing to stock and store local NTFPs at the time of collection. This will ensure that collectors are able to release their produce at a more favorable time and gain better prices. Making linkages for technical advice and providing financial support for value addition of NTFPs through simple processing 6 Ascertaining market linkages for NTFPs Market interventions surrounding NTFPs inherently carry some risk and to minimize this, it is proposed that NTFP based proposals will be encouraged selectively and appraised carefully by the project for their viability. The project may make pilot grants to SHGs in the initial year with a clear emphasis on improving learning and experience building in NTFP operations both at the project and SHG level. 7 Joint Forest Management The Forest Department and tribal communities in forest areas have had an adversary relationship for long. The conflict has its roots in alienation of tribal residing in and around forests from this land. It is only recently that the JFM initiative shows signs of resolving this conflict. JFM leads to increase in incomes in the short run by allowing more secure access to NTFPs and in the long run by sale of timber. This is a promising initiative and has good potential. By 1998, a total of 8,301 JFM committees covering more than 38 lakh hectares had been formed in the state. A number of success stories have been reported from different parts of the state. The initiative is ready for replication across a wider area. JFM will be a good activity to support under DPIP if SHGs show interest. Only four of the fourteen DPIP districts feature in the list of FPC7s formed till 1998. DPIP field teams could support SHGs in formation of FPCs in their respective villages where these are not present. If physical activities are necessary to restore the degraded lands, funds for undertaking these should be accessed from other sources. If JFM emerges as a priority intervention in an area, it will be ensured that the members of DPIP field teams are trained in the subject. The project will closely liaise with the Forest Department in order to gain sanction and registration of FPCs. 8 Land alienation, security of tenure and ownership All land based interventions such as proposed in DPIP assume that the tribal families have secure access and entitlement to land. The district level analysis shows however this is not true in many cases and the tribal (together with other vulnerable groups such as SCs) operate land under persistent threat of dispossession from powerful landed upper caste elite, insecure tenure arrangements, unfair share cropping systems pitted against the tenants. These unlawful practices are a manifestation of the social inequities and they serve to keep the rural poor in chronic poverty and deprivation. Further, these erode the

7 Forest Protection Committee (FPC)



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stakes that the poor have in improvement of their land resources and present the biggest challenge to long term change in their status. Government programs aimed at poverty alleviation generally fight shy of undertaking action on these points. They instead seek to strengthen the economic well being of their target groups. It is clear however that economic interventions undertaken in isolation will not help. Investments on improving land and water may be rendered futile in case of insecure title and ownership. Thus a poverty alleviation strategy that focuses on strengthening land based livelihoods will be incomplete if it does not address these issues. The main reason why Government programs do not take up these issues is their potential for generation of conflict between different sections of people. Some of these issues are clearly beyond their scope. For example redistribution of land on any significant scale is not possible by administrative fiat but requires political will and strong organizations of rural poor. Yet there are issues that can be addressed by a sympathetic and sensitive DPIP project staff. Allotment of government land to rural landless is one such area. Access to Government revenue records can be made easy by a process of awareness raising and training of the Village Development Committees in revenue record keeping and activating VDCs to address such social issues by using peer pressure on the Patwaris for proper demarcation of the land allotted to the tribal could be on of the very effective strategy to address this. Action on these fronts is possible without any serious intra community conflict. This could be part of the communications strategy of DPIP. It will help build the credibility of DPIP in its target segment and establish it as a different program from other Government programs. It is therefore proposed that –At the minimum, the PFTs will be required to survey instances of land alienation and exploitative tenure practices pitted against tribal farmers in their clusters. This data may be used in formulating realistic plans for investments under DPIP and for longer term action by the project for working on these issues. The PFT will align such activities in light of the provisions under the Forest Rights act, 2006. The project teams may liaise with local administration for land allotment to landless laborers and assist SHGs and VDCs in making representations for the same. 9 Employment The analysis of occupational classifications of tribal population in the state as a whole and for DPIP districts in particular clearly demonstrates that wage labor is a major component of the livelihood for tribals. Limited land resources and virtual landlessness among large sections makes it imperative for them to seek wage labor on farms and in cities or industrial areas in the state. Reports indicate that while Gond and Sahariya tribes own some land, Kols are largely landless. In the Kol dominated Rewa district for example, more than 80 percent of tribal have reported agricultural labor as their primary occupation. As mentioned elsewhere, the Project will endeavor to leverage opportunities provided by the NREGA. Migration, often caused by push factors, is a common strategy for survival among the rural poor people including the tribals. Migrant workers toil under harsh and difficult conditions. While Government legislation exists to ensure minimum wages for labour, this is observed more in breach. Within the purview of the Employment Oriented Training Policy the project shall try to identify, encourage and train the tribal beneficiary



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for a better planned and opportunistic migration and help them secure skill based jobs. The Project will support this through post placement services. 10 Access to Credit Lack of access to institutional and formal credit suitable to the needs of poor families is a major economic constraint as also identified by the social assessment team and highly recommended that the DPIP will need to overcome this. The needs of the poor are small, unpredictable, urgent and consumption oriented and are not catered to by banks. As a result of this they have a high dependence on private moneylenders who extract high interest rates and also enforce other insidious conditions of repayment (lien on crop produce, mortgage etc). Lack of credit also inhibits ability to invest in productive purposes hence poverty remains persistent among vulnerable groups such as tribals. In the phase –II of DPIP funds shall be extended to SHGs as credit or loans through the VDCs, the program shall assist in promotion of appropriate institutional linkages for SHG and the VDCs. Recognizing that lack of access to credit is a major barrier for poor in general and the tribal in particular, DPIP will specifically: 11 Encourage and promote SHG activity among tribal women. The DPIP II will facilitate and provide resources to processes that would help strengthen control of the tribal women SHG members over their credit/income and be the true decision makers. The Project will also work on building leadership qualities and skills among the tribal women members of the SHGs. The Project will foster linkages of SHGs with banks for group loans for consumption and production purposes. The Project recognizes the need for additional resources, skills, time and other resources that would be needed to work with the tribal SHGs to achieve the stated objectives. 12 Promotion of Alternative Livelihoods: Low employment opportunities in sectors outside of agriculture and forestry activities mark the depressed economy of tribal communities in the selected districts. DPIP will seek and support innovative and lucrative proposals from tribal SHGs that assist in their better integration the local non-farm based economy and created sustainable self employment opportunities. Though more detailed locale specific feasibility studies may be required in relation to SHG Livelihood plans the following sub-sectors show promise as a whole:

� Eco tourism. � Small manufacturing and repairs. � Rural transportation. � Highway centered retail and dining businesses.

13. Additional Provision as Part of the TDF The critical processes related to the prior arrangements and mechanisms that need to be set in place, for implementation of the TDF, are described below. Grievance Redressal: In the process of strengthening the SHGs and VDCs, on Credit flow and management, stress will be made to cover social and convergence issues. Conflict resolution and grievance redressal procedures will be built in to enable the community not only to resolve the issues related to credit management and social issues, but also grievances related to various schemes and entitlements. Apart from this, contact numbers and official addresses will be displayed at an appropriate place in each project village and made public for convenient access to people.



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Social outcomes: The project aims to empower the poor tribal people so that they can access and utilize their rights and entitlements. The economic empowerment will help them to invest more in their children’s education and health besides improving their well being. The community based entrepreneurship through the SHGs and the federations will help them in negotiating with individual, family and community level problems. All these will strengthen community based institutions like the Gram Panchayats and the Gram Sabhas which in turn would enhance quality of basic services and make the service-providers accountable to them. Further, these would help the tribal people 14 Operational Arrangements for social inclusion of Tribal Staffing: The Tribal Development Framework will be facilitated, anchored, and monitored by the Social Empowerment Coordinator under the overall supervision and guidance of the Project Director. All PFT members working in areas where tribal population exceeds 10% will be sensitized on tribal issues and will undergo a comprehensive training to implement the TDP. Since the scheduled tribes inhabiting the different project districts exhibit striking diversity in ethnic origins, cultural heritage, social institutions, religious traditions, dialects, festivals and economic pursuits, an in depth understanding of the socio-cultural, economic, political and religious life of the tribal will be imparted to all the project functionaries, right from the district level to the village level. This would run concurrently with the rest of the Project. The Project, staff, the facilitating teams and the community will adhere to the following non-negotiable of the project: Transparency: All the activities undertaken will entail decisions to be taken involving all those directly concerned in the project activities. The process followed would be open, clear and accessible to all. Participation: The project will ensure participation of all stakeholders. Each decision taken would follow a participatory process and there would be no imposition at any level. Team Work and Accountability: At each level the responsibilities will be mutually and collectively owned. Each stakeholder is responsible for actions taken. Demand driven: The project will endeavor the stakeholders to have each activity including group building, activity undertaken and preparation and implementation of livelihoods plan based on their demand and through their informed consents. Facilitation: The project implementers would play only a catalytic role and strive to hand over the responsibility to the community to the maximum extent possible. There shall be faith in Poor’s capability to undertake, decide and control the activities of the project. Process Oriented: The whole project implementation has a unique/standard process for every stage. These standards will be followed by all the stakeholders.



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15 Project Phasing In the first year the project will focus on establishing systems and process to achieve intensive coverage of institution and capacity building. The strategy includes exposure visits to best practices in Madhya Pradesh and outside state for SHG members & leaders as well as the project Staff and use of resources developed under similar Projects in States like Andhra Pradesh, Tamil Nadu, Rajasthan and Bihar. The following table depicts the phasing strategy for Community Institution building and project interventions. Table: Community Institution Building and Project Interventions (Phasing Strategy). PARTICULARS 1st Year 2nd Year 3rd Year 4th Year 5th

Year Total

Village Entry 3000 4000 2793 - - 9793

SHG Formation (New )

9000 15000 10000 5000 - 35000

Restructuring of CIGs as SHGs

3000 4000 2000 1000 - 10000

VDC Formation 2700 3000 800 - - 6500

Producer Organization

25 0 5 5 - 35

Estt. of Ajeevika Kendra

200 800 800 200 - 2000

Skill Up grading and Training

5000 10000 10000 10000 5000 40000

Placement facilitation services

10000 15000 15000 10000 10000 60000



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16 Implementation Arrangements For implementing the Tribal Development Framework, the project will have a Gender and Social Empowerment Coordinator anchoring this aspect under the project at the Sate Project Support Unit in coordination with the District Gender and Social Empowerment Coordinator. All PFT members, VRPs and Para workers will be sensitized on Tribal issues and the PFT members will undergo a comprehensive training to implement the Tribal Development Framework. Implémentation arrangements, Organisation and Management : Table : Project level, nodal agent and their functions

Level Nodal Agent Functions

Project Level

State level Executive Committee

Providing necessary guidance and support to the Project.

State level Gender and Social Empowerment Coordinator

Coordination with DPSUs and other line depts. Support DPSUs and PFTs in social mobilization and capacity building of Tribal, women and vulnerable community members and their institutions facilitated by the project. Support DPSUs and PFTs in generating and grounding community livelihood Investment Plans. Monitoring the Tribal Development Plan and the Gender Action Plan

District Level

District Gender Coordinator

Coordination with PFTs and Federations and other line depts.. Staff. Support PFTs in social mobilization and capacity building of Women and their institutions. Support Federation of the women in generating and grounding livelihood plans. Guidance in resolving issues related to entitlements of women Grievance redressal

Project Facilitation Team

PFT Coordinator / Member Consultant - Social work

Coordinate VRPs and Federations with social inclusion and livelihood activities Mobilization of women to form into SHGs, Formation of women EC of federations Assist in the preparation of livelihood Investment plan and demand driven sub-projects Facilitate implementation of the plans. Registering Grievances

Village level

VRPs and Para workers

Mobilization and Facilitation. Coordination with other activities of the project. Monitoring and reporting. Registering Grievances



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17 Monitoring and Evaluation Framework Monitoring will be ongoing and periodic, done internally by the Monitoring, Learning and Evaluation Unit and Gender and Social Empowerment Coordinator at the SPSU level, supported by District Gender Coordinator and MIS Officers and PFT. The M and E system will comprise of the following components

� Baseline and Impact Assessments (external agency) � Regular MIS system � Participatory Monitoring – at the village level � Thematic studies and learning activities

Table: Component wise activity, implementation arrangements and monitoring. Project Component

Sub Component Activity Implementation Arrangements

Monitoring

Orientation and training of the project staff - PFT members VRPs and Para workers to identify and address Tribal and Gender issues.

Gender and Social Empowerment Coordinator with HR Coordinator at SPSU

Maintaining and updating Training Database HR Coordinator and Gender and Social Empowerment Coordinator

Recruitment of women PFT members and women as VRP and Para workers

Administration Coordinator at SPSU with the support of PFT

Maintaining and updating Employee Database and checking the turnover of especially the women employee HR Coordinator

Habitation and Village baseline data of Tribal and women

PFT Present socio-economic status (group inclusion, links to federation etc) DPM and Gender and Social Empowerment Coordinator

Social Empowerment and Institution Building

1.1: Support to Project Facilitation Teams 1.2: Community Mobilization and Institution Building

Development of communication products like IEC for tribal and women

Communication Coordinator with the support of Gender & Social Empowerment Coordinator at SPSU

Awareness levels among poor groups with focus on Tribal and women PFT - Gender and Social Empowerment Coordinator



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Identification, Mobilization and sensitization of the stakeholders

Community Institution Development Coordinator, Gender and Social Empowerment Coordinator at DPSU & SPSU and PFTs

Representation of Tribal and Women groups in federations by formation of SHGs and VDCs M&E – Gender & Social Empowerment Coordinator

Facilitating and promoting Tribal and Women SHG (Quality groups)

PFT and DPSU Tribal and Women SHG groups formed and Performance Monitoring of the institution. M&E – Gender & Social Empowerment Coordinator

Ensure participation of the men and women from SC and ST community.

PFT and DPSU

Graduation criteria publicly verified in General Body meeting of VDC

PFT

Representation of Tribal and Women groups in federations by formation of SHGs and VDCs. M&E– Gender and Social Empowerment Coordinator

Facilitation in preparing SHG-LP and advancing seed capital grant to the SHG-LP for further linkages

PFT and DPSU

Assessment of sustainable livelihoods and priorities

DPSU and PFT

SHG Livelihood Plan approved and financed by the VDC. Fund flow to the SHG-LP through performance monitoring of the institution M&E– Gender and Social Empowerment Coordinator

Livelihoods Investment Support

2.1: Rural Productivity Development 2.2: Value Chain Development 2.3: Innovation Support Fund

Providing training to tribal and women producers

Training Coordinator, DPSU and PFT

Number of Entrepreneurship / livelihood trainings M&E– Gender and Social Empowerment Coordinator



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Identification of market linkages and demand survey for products

Sector Support Organization, Business Development Coordinator at SPSU and DPSU

Producers Company progress monitoring –Performance Monitoring Community Institution Development Coordinator / M&E–Gender and Social Empowerment Coordinator

Training on latest techniques of production.

Training Coordinator and PFTs

Number of technical trainings Training Coordinator / M&E – Gender & Social Empowerment Coordinator

Assistance to purchase locally available material.

PFT SHG livelihood Plans facilitated by PFT M&E– Gender and Social Empowerment Coordinator

Provision of market linkages.

PFT and DPSU Long Term Partners, Sector Support Organizations through Producer Company

Membership in the Producers Company and Cooperatives Community Institution Development Coordinator / M&E– Gender and Social Empowerment Coordinator

2.4: Partnership Development

Support for innovations that contribute top women and tribal livelihoods

SPSU Innovation fund flow to Tribal and Women livelihood plans M&E / Finance Controller– Gender and Social Empowerment Coordinator

Employment Promotion Support

3.1: Employment Facilitation Centres 3.2: Skill up grading Training

Identification of tribal and women

Ajeevika Mitra and PFT

Target for Inclusion Employment Coordinator - Gender and Social Empowerment Coordinator



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Provision of training Employment Coordinator at SPSU

3.3 Placement facilitation services

Support in securing employment

Employment Training Cell at SPSU and PFT

Number of Tribal and Women families benefited from job trainings Employment Coordinator - Gender and Social Empowerment Coordinator

Social Empowerment Coordinator at the SPSU supported by Gender Expert at DPSU.

SPSU HR Coordinator

Grievance Redressal, Transparency and information dissemination through various media

SPSU – Training Coordinator and Communication Coordinator with the support of DPSU and PFT

Through Community Score Cards Community Training Coordinator - Gender & Social Empowerment Coordinator

Reporting on the implementation status of the Tribal Development Plan and the Gender Action Plan though regular MIS

PFT Gender & Social Empowerment Coordinator DPSU/SPSU

Thematic studies on Tribal and Gender development to be conducted

Gender & Social Empowerment Coordinator DPSU, External Agency

Gender & Social Empowerment Coordinator DPSU/SPSU

Project Implementation Support

4.1: Project Management 4.2: Governance Management 4.3: Monitoring and Evaluation 4.4: Technical Assistance

Periodic workshops, training events, with government departments, NGO and other actors

Gender & Social Empowerment Coordinator, Community Institution Development Coordinator

Gender & Social Empowerment Coordinator SPSU



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18 Project Communication Strategy

Communication plays the role of a pure support function. The communication is seen

broadly in the perspective of correspondence, and the traditional “IEC” campaign

approach. The concern with this kind of approach is that it did not exploit the potential of

communication to become a tool to enhance the program implementation and desired

outcomes.

18.1 Designing the communication strategy

Based on the learning’s of Phase-1 of the project, some of the principles used to design

this communication strategy are:

a. The strategy aims to provide space for communication in both

directions between the project team and stakeholders, creating

opportunities for information as well as feedback and suggestions.

b. The communication strategy has been designed as an evolving one,

responding to the needs of different target groups at every stage. The

plan laid out here is based on a current forecast of the way things will

plan out over the project period.

c. The core team responsible for undertaking communication work will

be: State level – Communication Coordinator, District level – District

Project Manager, at PFT level Coordinator PFT .

d. At the CBO level, there will be concerted inputs to enhance their

members’ capacities to undertake communication activities in a mode

of increasing participation.

e. The communication material and methods will be adapted to the local

context and will factor in cultural and geographical differences.

18.2 Objective

The objectives of the communication strategy could be briefed as following:

� To create channels and means of communication among project’s

stakeholders which enhance the efficacy of the project



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� To use communication as a means for learning and growth among the

team members.

18.3 Target groups

The target groups of Project are classified into three types as:

a. Primary target group

b. Secondary target group

c. Tertiary target group

The categorization of these groups depends upon the benefit that goes in the project.

The secondary and the tertiary stakeholders though have a great role in the project but

their involvement will be very indirect.

18.3.1 Primary target groups

Target groups whose participation is critical for the success of Project and are constantly

involved in its implementation have been identified as:

1. Self-help groups

2. Village Development Committee.

3. Producer organizations

4. Entrepreneurs

5. Physically challenged men and women

6. The World Bank

7. Project team at the state, district and cluster levels

8. State level bureaucrats

18.3.2 Secondary target groups

Secondary target groups who have an interest and opinion about project but are not

involved on a regular basis in operationalising it have been identified as the following:

1. Block level – Chief Executive Officer (CEO) Janpad Panchayat,

Office bearers and members of PRIs.



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2. District level – District Collector, Chief Executive Officer (CEO) Zila

Panchayat Head of Zilla Parishad and other Panchayati Raj

functionaries, line staff of other government departments

3. State level – political representatives, ministers ,Other line

departments at the state level

18.3.3 Tertiary target groups

The target groups that need to be communicated with in order to enhance their

understanding of the project and who have a right to know about the progress of the

project in a larger framework of right to information, form the tertiary target groups.

These groups may or may not want to communicate with the implementers of the project

and have to be specially given a platform to elicit their opinion. They include:

1. Media

2. The public at large (especially in the project districts)

3. Members of other state, district and block level agencies who have an

interest in poverty reduction through micro-enterprise and livelihoods

enhancement – other NGOs, MFIs, banks, cooperatives and their

federations, research institutions, etcs

4. The project staffs of the other states who are implementing the same

type of the project

Keeping the different stakeholders into account the communication strategy will be an

integral part in the different phase of the project.

18.4 Pre-implementation phase

The period before the implementation of the project is significant in creating an

acceptance and clarity about the project among its stakeholders. This is envisaged to

create better convergence of the project with related components. The focus of

communication in this phase is clarification of project’s mission, vision and goal,

strengthen the operational plan for the project, and creating a favourable climate towards

the project among stakeholders. The pre-implementation strategy is given in table below.

Table- Pre-Implementation Communication Strategy



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Who? Why? How?

State level

State level agencies

(banks, academic

institutions, NGOs,

research organisations,

corporate bodies)

To draw from their

experience and knowledge in

poverty reduction and to

engage them in a discussion

on the effectiveness of the

proposal of project.

A consultative

workshop is proposed

after finalization of PIP.

Bureaucrats, political

representatives,

government

departments

To integrate the different

departments of the

government and make them

aware about the

implementation of Project.

To obtain sanctions and

approvals for the pre-

implementation activities

Political representatives

have wide outreach in their

constituencies and getting

their sanction is an effective

to create a positive climate

about the project

A brief email is

suggested to all

department heads just

prior to the launch of the

project informing them

about the

implementation plan.

Written

communication is

underway mainly for the

purpose of obtaining

approvals and sanctions

for purchases, etc from

Governing Body and

Executive committee.

It is proposed to

reach out to political

representatives with a

letter from the team

informing them about

the mission, vision and



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Who? Why? How?

plan of the project.

Media To reach out to a large

number of people with

information about the

proposed project

A press conference

will be organised just

prior to the launch of

Project in which media

persons from English

and local media (print

and electronic) will be

invited and will be told

about the mission, vision

and objectives of Project

and its coverage area.

World Bank To obtain support and

capacity building inputs in

preparation for the

implementation and to

undertake negotiations

regarding operational issues

Electronic and verbal,

one-to-one

communication is

ongoing

Project team To clarify the

vision/mission of the project

To orient the team about

the different elements of the

project

To elicit participation in

designing the project

Meetings and joint

workshops regarding

different elements of the

campaign across the

different levels of the

project.

Category: District

level



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Who? Why? How?

District level agencies

(including banks,

NGOs and

cooperatives)

To draw from their

experience of working in the

block and to orient them to

the proposed project.

District Collector He is the most important

person for coordination of

project district team with

other departments

CEO Zila Panchayat CEO-ZP is also an

important link towards social

development in the district,

including SHG development

and convergence with

various RD schemes.

Panchayati raj

functionaries

Through them we can get

in touch with a large number

of people in Project’s

primary target outreach base

in the district.

Consultative

workshop in which

heads of other line

departments will also be

present

Block level

Block level agencies

(banks, NGOs,

cooperatives)

To draw from their

experience and to elicit

participation from them in

the implementation of

Project.

Consultative

workshop in the

presence of CEO ZP

wherever possible



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Who? Why? How?

CEO Janpad Panchyat

and Community

Development Project

Officers

They are a key contact

point in the block who can

help disseminate information

to other line departments in

the block

Panchayati raj

representatives

They have a wide

outreach among Project’s

primary stakeholders at the

village level.

Leaflets

communicating the

mission, vision, targets

and objectives of

Project.

18.4 Implementation phase

The focus of communication in the implementation phase is to ensure the smooth

functioning of the project and to enhance its effectiveness. Communication will be an

integral part of the project components of institutional building and community

investment fund.

Table: Communication Strategy in Implementation phase

Who? Why? How?

State level

State level agencies

(banks, academic

institutions, NGOs,

research

organisations,

corporate bodies)

Share the progress

of the project with

them and elicit

suggestions for course

corrections

Quarterly Newsletters from

SPSU.

Bureaucrats, political

representatives,

government

Approvals and

consent from

administrative body

Written communication for

approvals and sanctions from

Governing Body and Executive



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Who? Why? How?

departments will continue. It will

also be updated about

the progress of the

project

To reach out to the

constituencies of

political

representatives with

information about the

project.

Committee.

Quarterly newsletters about

progress of project

Brief presentations during

state/district meetings

Media To enhance

outreach of

information to the

general public about

best practices and

achievements

Press release every 6 months.

Media will be invited to all

events and workshops.

Radio and TV spots

World Bank Resource support

and to share progress

status

Quarterly progress reports,

good practices reports as and when

prepared

Project team (across

all levels)

Internal sharing,

learning and course

correction

Video conferencing, meetings

and email circulation of compiled

individual reports. Circulation of

quarterly newsletters.

District level

District level

agencies (including

banks, NGOs and

cooperatives)

Better linkage with

target groups since

they are working in the

target areas and to

Newsletters and periodic

meetings.



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Who? Why? How?

elicit suggestions for

course corrections

District Collector

and CEO-Zilla

Panchayat

Clarify concepts,

vision and mission of

Project to time (since

staff keeps changing)

and to keep them

updated about the

progress of the report.

Newsletters and periodic

meetings.

Panchayati raj

functionaries

To share progress

of Project take this

information to a large

stakeholder base.

Meetings and newsletters

Block level

Block level agencies

(banks, NGOs,

cooperatives)

Better linkage with

target groups since

they are working in the

target areas and to

elicit suggestions for

course corrections

Meetings and pamphlets

containing updated progress.

CEO Janpad

Panchayat

People in the block

have long-term

association with

community and have a

certain trust in their

word. By keeping them

informed about the

progress of project the

Periodic meetings and

pamphlets containing updated

progress.



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Who? Why? How?

project can ensure that

it reaches out to a large

target base.

Panchayati raj

representatives

President of Zilla

and Janpad Panchayat

Sarpanch and , ward

members are a strong

link with the

community

Posters/leaflets/newsletters/A/v

material

One-to-one interaction in

meetings

Village level

SHG members

Producer

groups

Entrepreneurs

It is imperative to

communicate on a

regular basis with the

primary stakeholders at

the village level to

Village meetings attended by

staff (especially community

coordinators)

A/v on livelihood options



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Who? Why? How?

Physically

challenged

the village level to

ensure greater

participation in and

effective

implementation and

ownership of the

project. It is hoped that

the primary institutions

will be strengthened so

that the DPIP village

level model can be

replicated elsewhere by

their initiative.

Annual GPLF meet where they

can exchange experience as well

as showcase products

Trade-based exchange meet of

entrepreneurs

Large melas to showcase

community produced material

Participation in cultural

functions in villages

18.5 Communication means:

18.5.1 Website

A website in English and Hindi will be developed and managed by the SPSU. The

website will cater to the public at large, especially in the project districts. The web site

will be updated regularly by putting the information as major learning, reports and the

achievements of the project .The website development and its maintenance is a part of

communication strategy but the cost will be included as a part of monitoring and

evaluation. The major aspects to be included in the web site are as follows:

� Information about the mission, vision and coverage.

� Progress report

� Success stories and best practices documentation.

� Information about products made by entrepreneurs.

� Space for suggestions and opinion from visitors.

� Space for airing grievances.



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� Contact information.

18.5.2 Newsletter:

A quarterly newsletter Ekmat was launched in phase-I. It was received enthusiastically. It

was continuously published from 2001 to November 2007 with ever increasing

readership even outside the Project area. So far 39 issues have been published. The

significant feature is that each issue has been devoted to a specific theme. This newsletter

with a new face will continue in phase-II. The newsletter will be regularly mailed to all

district officers, project facilitation team members, officials of Union Ministry of Rural

Development, Members of Parliament and MLAs representing the Project districts, Zila

Panchayat Presidents, Divisional Commissioners, District Collectors, district officials and

media representatives.

18.5.3 “Aaklan” (An Assessment by Media Persons)

This is an initiative to publish free and fair comments by the media. The media

representatives are invited to visit the field. The reports include objective reporting, news

coverage and analysis in the media to document the social change caused by the

interventions of project initiatives. Such reports and features published in different

newspapers and magazines. A number of write-ups on project activities, approaches and

successful initiatives by the correspondents have appeared in reputed newspapers and

magazines like Asia pacific Centre Foundation- Thailand’s Asia Water Wire, India Today

(Hindi and English), Outlook (Hindi and English), The Week, The Business Rural India

(Government of India publication) Down To Earth, Grassroots, Sahara Time, Yojana and

Kurukshetra. Special features have been sponsored by Women’s Feature Service and

dispatches have appeared in newspapers like The Economic Times, The Times of India,

Business Standard, Hindustan Times, The Pioneer, Navbharat Times, Hindustan,

Jansatta, Punjab Kesari etc.

These are compiled by the project and published under title “Aaklan”. So far five

editions of “Aaklan” have been published. These publications have greatly benefited the

research fellows in development sector. The same process will continue to be taken under

phase –II of the project.

18.6 Documentaries:



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The documentaries serve twin purpose - First visual documentation and second learning

materials. Short duration documentary films on successful initiatives will be produced

with a motto to disseminate learning’s and inspire the potential beneficiaries.

18.6 Photo Bank

The visual photographs are the important evidence of the project success and help to

maintain transparency. A photo bank will be developed by the project. Each PFT will be

provided with the camera. State/district level photography competitions will be

organized regularly. To maintain the transparency, the selected photographs will be

displayed in the project websites, groups register, federation offices and project offices.

These photographs will be used in various publications by project, Department of Public

Relations, Department of Rural Development.

18.7 Post-implementation

The Village Development Committees and Producer Organizations are envisaged to play

the lead role in post-implementation activities, including communication. During the

implementation of the project office bearers of the CBOs will be taken through a

systematic process of training and handholding in understanding communication and

creating communication and dissemination material. They will specifically train to

continue the practice of displaying information on display board, to have regular

meetings to share the information among themselves and their members. (Monthly /

Quarterly and annual meetings as and when required.)



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Annexure 1: List of notified Scheduled Tribes in MADHYA PRADESH as per Census of India 2001 1 Agariya 2 Andh 3 Baiga 4 Bhaina 5 Bharia Bhumia, Bhuinhar Bhumia, Bhumiya, Bharia, Paliha, Pando 6 Bhattra 7 Bhil, Bhilala, Barela, Patelia 8 Bhil Mina 9 Bhunjia 10 Biar, Biyar 11 Binjhwar 12 Birhul, Birhor 13 Damor, Damaria 14 Dhanwar 15 Gadaba, Gadba 16 Gond; Arakh, Arrakh, Agaria, Asur, Badi Maria, Bada Maria, Bhatola, Bhimma, Bhuta, Koilabhuta, Koliabhuti, Bhar, Bisonhorn Maria, Chota Maria, Dandami Maria, Dhuru, Dhurwa, Dhoba, Dhulia, Dorla, Gaiki, Gatta, Gatti,Gaita, Gond Gowari, Hill Maria, Kandra, Kalanga, Khatola, Koitar, Koya, Khirwar, Khirwara, Kucha Maria, Kuchaki Maria, Madia, Maria, Mana, Mannewar, Moghya, Mogia, Monghya, Mudia, Muria, Nagarchi, Nagwanshi, Ojha, Raj, Sonjhari Jhareka, Thatia, Thotya, Wade Maria, Vade Maria, Daroi 17 Halba,Halbi 18 Kamar 19 Karku 20 Kawar, Kanwar, Kaur, Cherwa, Rathia, Tanwar, Chattri 21 Keer (in Bhopal, Raisen and Sehore districts) 22 Khairwar, Kondar 23 Kharia 24 Kondh, Khond, Kandh 25 Kol 26 Kolam 27 Korku, Bopchi, Mouasi, Nihal, Nahul, Bondhi, Bondeya 28 Korwa, Kodaku 29 Majhi 30 Majhwar 31 Mawasi 32 Mina (in Sironj sub-division of Vidisha district) 33 Munda 34 Nagesia, Nagasia 35 Oraon, Dhanka, Dhangad



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36 Panika (in Chhata rpur, Datia, Panna, Rewa, Satna, Shahdol, Sidhi and Tikamgarh districts) 37 Pao 38 Pardhan, Pathari Saroti 39 Pardhi (in Bhopal, Raisen and Sehore districts) 40 Pardhi; Bahelia, Bahellia, Chita Pardhi, Langoli Pardhi, Phans Pardhi, Shikari, Takankar, Takia [in (1) Bastar, Chhindwara, Mandla, Raigarh, Seoni and Surguja districts, (2) Baihar tahsil of Balaghat district, (3) Betul and Bhainsdehi tahsils of Betul district, (4) Bilaspur and Katghora tahsils of Bilaspur disitrict, (5) Durg and Balod tahsils of Durg district, (6) Chowki, Manpur and Mohala Revenue Inspectors Circles of Rajnandgaon district, (7) Murwara, Patan and Sihora tahsils of Jabalpur district (8) Hoshangabad and Sohagpur tahsils of Hoshangabad district and Narsimhapur district, (9) Harsud tashil of Khandwa district, (10) Bindra-Nawagarh, Dhamtari and Mahasamund tahsils of Raipur district ] 41 Parja 42 Sahariya, Saharia, Seharia, Sehria, Sosia, Sor 43 Saonta, Saunta 44 Saur 45 Sawar, Sawara 46 Sonr



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Annex 2 : Poverty eradication program in MP Programs Brief Description Geograp

hical Area of Operation

Line Department Responsible

Village level Interface

MPDPIP-I The first phase of Madhya Pradesh District Poverty Initiatives Project is run by a State Project Support Unit having I.A.S as the Project Coordinator and 14 District Project Support Unit to manage at the district level. The project mainly addresses the livelihood requirements of the poor and the ultra poor by facilitating in formation of the Common Interest Group. The project supported 3.6 lakh poor and ultra poor families to organize into 56000 CIGs and created assets and initiated their choice of livelihood activity. The Total project outlay was Rs. 561 Cr. Funded by the World Bank. The project adopted some innovative approach and facilitated in formation of 17 Producers Companies to ensure the backward and forward linkages to the poor and marginal farmers. 2650 Village Development Committees were formed around the premise of microfinance. The impact evaluation of the project showed encouraging results.

2900 villages of 53 development blocks in 14 districts of the state.

P&RD Deptt.

Project Facilitation Team over a cluster of 20-25 villages.

MPRLP-I Madhya Pradesh Rural Livelihood Project is a Rs 114.87 crore DFID funded project run and managed by State Project Unit having an I.F.S as the Project Coordinator. The project is managed by 8 District Project Support Unit. The MPRLP has unrolled village-specific livelihoods promotion plans with support from Gram Sabha or Village Assembly. In the first phase, the Project covered. About 50 thousand households received benefits. Selected villages were grouped into clusters. Each cluster had aset of about 10 villages. A total of 87 clusters managed 822 villages. The project phase –II has begun with extended coverage in 4000 villages in the same districts of the phase-I.

822 villages (phase-I) 4000 (phase –II) in 8 tribal intensivedistricts

P&RD Deptt.

Project Facilitation Team over a cluster of 10 villages.



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NREGS in MP

District Collectors have been assigned major role in NREGS, as all the 48 have been included. Expecting to cover 1.11 cr. rural households spread in all the villages of the state, the scheme intends to provide 100 days guaranteed employment to all unskilled job seekers in rural MP and in the event of failing to do, promise to pay unemployment allowance to all such persons registered with Gram Panchayats. The state is entitled for a sum of Rs 2800 crores.

Entire State

P&RD Deptt. GoMP

Panchayat Secretary

Public Distribution System

The Public Distribution System aims to ensure availability of food at affordable prices at house hold level for the poor. The PDS operations commence with procurement of food grains, their movement, storage, stock position and the quantum and the modality of ration cards, no. of units, items distributed, quantity distributed enforcement activities are to be reviewed by the State/Central Government administration for proper monitoring of PDS. The new system has been devised to cater mainly to the needs of the population below poverty line.

Entire State

Food and Civil Supply

PDS agent

ICDS As per the 2001 Census, MP has around 1.07 cr. children (0-6 years) constituting 17.7% of the total population. Women and Child Development’s policies, programs and schemes are aimed at a holistic development of children in terms of tackling declining sex ratio, infant mortality, health and nutrition issues, early childhood education, protection of their rights, prevention of abuse of children, provision of care and protection and so on.

Entire State

W&CD Deptt.

Anganwadi worker

Mid Day Meal

The Mid-Day-Meal Program was introduced in 1995 to provide a cooked noon meal to primary school children of all Government and Government aided Schools studying in Class I to V all over the State for 210 working days in a year. The scheme aims at increasing the enrolment and reducing the number of school dropouts while also improving the nutritional status of the children by providing a cooked meal to the primary school children in all Govt. & Govt.-aided primary school

Entire State

PRD Deptt. GoMP

Parent Teacher Association



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Old Age pension National

National Old Age pension (NOAP) Scheme is the first component of a 100 % Govt. of India assisted program namely National Social Assistance Program (NSAP) being implemented in the State since 15th August, 1995. Under this Scheme, destitute elderly of 65 years of age and above having no regular means of subsistence are being paid with monthly pension at the increased rate of Rs.275/- per month from 1st April, 2006.

Entire State

P&RD Deptt. GoMP

Panchayat Secretary

National Family Benefit Scheme

National Family Benefit Scheme is being implemented in the State with 100% Govt. of India’s assistance since 15th August 1995 as the second component of National Social Assistance Program (NSAP) of the Ministry of Rural Development, Govt. of India. The main objective of the scheme is to rehabilitate to a downtrodden BPL family on the event of death of its primary bread winner. Under this Scheme, a one time lump sum financial assistance of Rs.10,000/- is given to a bereaved BPL family on the death of its primary breadwinner in the age group of 18-64 years (in case of normal death up to 1st August, 1998 it was Rs.5000). This amount is given to such surviving member of the ‘household’ of the deceased who, after local inquiry, is determined to be the head of the household.

Entire State

P&RD Deptt. GoMP

Panchayat Secretary

Tejaswani Project

With the support of IFAD, Rome the project will strengthen the SHGs and their federations. The project at the same time will focus on empowerment of the women members through awareness building; enhance their participation in health and education schemes and in the PRIs.

6districts of state

P&RD Deptt. GoMP

District Project Management Unit

SGSY A number of poverty alleviation programs were amalgamated by Government of India and merged into a single new scheme called “Swarnjayanti Gram Swarozgar Yojana” (SGSY) with effect from 1.4.1999. SGSY is a centrally sponsored scheme that is jointly funded by the Government of India and the State Government in ratio of 75:25. It emphasizes on promotion of a large number of rural income generating activities through Self Help Groups.

Entire State

P&RD Deptt. GoMP

Panchayat Secretary



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SampoornaGrameen Rozgar Yojana (SGRY)

SGRY provide additional wage employment in the rural areas as also food security, alongside the creation of durable community, social and economic infrastructure in the rural areas. The program is self-targeting in nature with special emphasis to provide Wage Employment to women, scheduled castes, scheduled tribes and parents of children withdrawn from hazardous occupations

Entire State

P&RD Deptt. GoMP

Panchayat Secretary

Indira Awas Yojana (IAY)

Indira Awaas Yojana (IAY) was launched during 1985-86 as a sub-scheme of Rural Landless Employment Guarantee Program (RLEGP) and continued as a sub-scheme of Jawahar Rozgar Yojana (JRY) since its launching from April, 1989. It has been de linked from the JRY and has been made an independent scheme with effect from January 1, 1996. The objective of IAY is primarily to provide grant for construction of houses to members of Scheduled Castes/Scheduled Tribes, freed bonded laborers and also to non-SC/ST rural poor below the poverty line.

Entire State

P&RD Deptt. GoMP

Panchayat Secretary



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Annexure 3: Number and Area of Operational Holdings of Scheduled Tribe in MP SNo. Size Class in

Hects. Total number of holdings

% age holdings of STs

Area of holdings

% area operated by STs

1- Below 0.5 2143 21 563 21.1 2- 0.5 & 1.0 1735 22.8 1233 23.2 3- 1.0 & 2.0 2312 24.8 3336 25 4- 2.0 & 3.0 1244 28.8 2969 28.4 5- 3.0 & 4.0 674 26.8 2320 26.7 6- 4.0 & 5.0 454 26.9 2014 27.3 7- 5.0 & 10.0 785 26 5349 26 8- 10.0 & 20.0 213 22.5 2817 29.4 9- 20.0 and

above 43 23.5 1289 22.4

Total 9683 24.2 21890 25.1



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Annex 4: Distribution of function, power and tax imposition between the Gram Panchayat, Janpad Panchayat and Zila Panchayat Village Panchayats Sanitation; construction and maintenance of sources of water; construction of roads, buildings, bridges, latrines, wells; lighting of village streets; control over entertainment shows, shops, eateries; maintenance of Panchayat property; establishment and management of market and melas; prevention of contagious diseases; promotion of youth and property; prevention of contagious diseases; promotion of youth and family welfare, etc. Providing public health facility, control on erection of building and such building; fining obstruction and encroachment upon public streets or open spaces; to name buildings and streets etc. Property tax on land or buildings, tax on private latrines; lighting tax; professional tax; market fees; fee on registration of cattle sold in any market under the control of Gram Panchayat.Janpad Panchayat Integrated Rural Development Programme (IRDP); agriculture; social forestry; cottage industries; family planning; sports; rural employment programme; provision for emergency relief in cases of fire, flood, drought, etc.; arrangement in connection with local pilgrimage and festivals; management of public ferries public markets, melas, etc.; any other function with the approval of the State government and the Zila Panchayat.Janpad Panchayat can impose tax on theatre and other public entertainment; fees for any licensee or permission granted by the Janpad Panchayat and for use and occupation of lands or other properties vested in or maintained by the Janpad Panchayat.Zila Panchayat The functions and powers of the Zila Panchayat are to: Control, coordinate and guide the Gram and Janpad Panchayat within the district; coordinate and consolidate the Janpad Panchayat plans; coordinate the demands for grants for special purposes received from the Janpad Panchayats and forward them to the State government; secure the execution of plans, projects, schemes or other works common to two or more Janpad Panchayats ofthe district; advise the State government on social forestry, family welfare, welfare of the disabled, destitute, women, youth and children; exercise such other powers which the State government entrusts to it.



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Annex 5 : District-wise ST Population in Madhya Pradesh

S No. District ST Population

Total Population

%age of STs to Total Population

Scheduled Areas?

Balaghat 326540 1497968 21.80% Partial

Barwani 724735 1081441 67.02% Full

Betul 549907 1395175 39.41% Partial

Bhind 6720 1428559 0.47%

Bhopal 60561 1843510 3.29%

Chhatarpur 51593 1474723 3.50%

Chhindwara 641421 1849283 34.68% Partial

Damoh 136175 1083949 12.56%

Datia 9977 628240 1.59%

Dewas 215151 1308223 16.45%

Dhar 948434 1740329 54.50% Partial

Dindori 374447 580730 64.48% Full

East Nimar 508532 1713134 29.68% Partial (Khandwa)

Guna 203742 1666767 12.22%

Gwalior 56948 1632109 3.49%

Harda 126322 474416 26.63%

Hoshangabad 164049 1084265 15.13% Partial

Indore 163872 2465827 6.65%

Jabalpur 322890 2151203 15.01%

Jhabua 1211116 1394561 86.85%

Katni 245518 1064167 23.07%

Mandla 511798 894236 57.23% Full

Mandsaur 37526 1183724 3.17%

Morena 12974 1592714 0.81%

Narsimhapur 126139 957646 13.17%

Neemuch 61790 726070 8.51%

Panna 131796 856558 15.39%

Raisen 177139 1125154 15.74%

Rajgarh 47370 1254085 3.78%

Ratlam 314704 1215393 25.89%

Rewa 254061 1973306 12.87%

Sagar 196472 2021987 9.72%

Satna 268104 1870104 14.34%

Sehore 116122 1078912 10.76%



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Seoni 429104 1166608 36.78% Partial

Shahdol 700651 1575303 44.48% Partial

Shajapur 35302 1290685 2.74%

Sheopur 120482 559495 21.53% Partial

Shivpuri 161393 1441950 11.19%

Sidhi 547375 1831152 29.89% Partial

Tikamgarh 51957 1202998 4.32%

Ujjain 53230 1710982 3.11%

Umaria 227250 515963 44.04% Partial

Vidisha 59323 1214857 4.88%

West Nimar 542762 1529562 35.48% Partial (Khargone)

(Compiled from Census 2001 data and www.tribal.nic.in)



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