PROMOTION OF LARGE SCALE TASAR

SERICULTURE BASED LIVELIHOODS IN BIHAR

Under

MAHILA KISAN SASHAKTIKARAN PARIYOJANA (MKSP)

(A sub-component of NRLM)

Co-ordination & Technical Support Project Implementation Field Implementation

CENTRAL SILK BOARD (CSB) BIHAR RURAL LIVELIHOOD PROFESSIONAL ASSISTANCE PROMOTION SOCIETY (BRLPS) FOR DEVELOMENT ACTION MINISTRY OF TEXTILES DEPT. OF RURAL DEVELOPMENT (PRADAN) GOVT. OF INDIA GOVT OF BIHAR

DETAILED PROJECT REPORT

Project Formulated by:

1. Dr. K. Sathyanarayana, Scientist-D, Central Silk Board, Bangalore

2. Mr. Shamshad Alam, Integrator (Tasar Theme), PRADAN, B.Deoghar

3. Mr. Ashish Chakravorty, Integrator (Tasar Theme), PRADAN, Tata Nagar

DETAILED PROJECT REPORT

i

CONTENTS

Sl. No Content Page No

Content details i to iii Annexures iv Project at a glance v Abbreviations vi to viii Executive Summary ix to xi 1 Project background, context and rationale 1 1.1 Demographic Profile of the area 3 1.2 Rural poverty context of the area 4 1.2.1. Poverty level in the area 4 1.2.2. Health and Nutrition 5 1.2.3. Per Capita Expenditure 6 1.2.4. Migration 6 1.3. Vulnerabilities 7 1.3.1. Household level vulnerabilities 7 1.3.2. District/state level vulnerabilities 10 1.4. Context of Social Inclusion and Social Mobilization 12 1.5. Context of Financial Inclusion 13 1.6. Livelihood Context 17 1.6.1. Agriculture 20 1.6.2. Livestock 22 1.6.3. NTFPs 23 1.7. Performance of NREGA in the State 23 1.8. Performance of leading social welfare schemes 24 1.9. Context of the Project Area 26 1.10. Sector Context of the Area 31 1.11. PIA’s prior experience in developing the prototype for proposed

interventions 36

1.12. Basic PIA Information 38 1.13. Rationale for Support under MKSP 41 2 Detailed intervention strategy and phasing 43 2.1 Objectives of the project poverty context in the area 43 2.1.1. Vision of success 43 2.1.2. Goal 43 2.1.3 Thrust area and Key objectives 43 2.1.4. Key Outputs 44 2.1.5. Guiding Principles 46 2.1.6. Values and Non-Negotiable 46 2.2 Project Strategy 47 2.3 Community Institutions Architecture 49 2.3.1. Past experience of PIA 49 2.3.1.1 Past experience in forming/nurturing women based groups and

experience of promotion of agriculture based livelihood promotion with them

49

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2.3.1.2 PRADAN’s experience of promotion of NTFP based livelihoods with tribal groups

50

2.3.1.3 Best practices adopted by women groups 51 2.3.1.4 Strategies undertaken in the past in enabling access to credit

and markets through the women groups/federations 52

2.3.2. Proposed plans/ strategies as part of the Project 53

2.3.2.1 Proposed strategies to ensure implementation of the project community processes including use of community resource persons and enhancement of their capacities

53

2.3.2.2 Systems and checks put in place to ensure that the local resource persons are accountable to / managed by the women institutions.

53

2.3.2.3 Plans to enable women institutions/producers’ collectives to put in place a transparent self monitoring and review mechanism internally for program improvement

53

2.3.2.4 Briefly elaborate on systems/ and procedures that you propose to put in place for adoption of best practices by the women institutions /producers’ collectives

54

2.3.2.5 Building federations at different levels for sustaining collective action

54

2.3.2.6 Role of Community professional and community resource person

54

2.3.2.7 Control of CBOs over the fund flow mechanism 55 3 Detailed Program Components 3.1 Detail of Proposed Action 57 3.1.1 Plans for promoting and enhancing food and nutritional security

for women farmers 57

3.1.2 Strategies addressing sustainable/evergreen/regenerative NTFP practices

58

3.1.3 Targeting : Approach and Details on tribal NTFP collectors as project participants

59

3.1.4 Plans for Post-project Sustainability and Scaling-up strategies 60 3.1.5 Plans aiming at drudgery reduction for women NTFP collectors 61 3.1.6 Plans for awareness generation with regard to “ NTFP

Collector’s” rights entitlements under different schemes related to her identity as “NTFP Collector”

61

3.1.7 Strategies for Development of pro poor value chain around Women NTFP collectors ensuring increased access to market and market information for better marketing of their products

62

3.1.8 Strategies for disseminating knowledge. Including plans for skill up gradation among women

63

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3.1.9 Plans for increasing access of credit to women farmers and women groups

63

3.1.10 Please elaborate on the direct ‘incremental’ income (returns) to farmers through proposed project

63

3.1.11 Community Contribution 64 3.2 Convergence with MGNREGA and other line Departments 65 3.3 Training and Capacity building of communities 65 3.4 Training and Capacity building of Community Professionals 66 4 Implementation Arrangements 67 4.1 Implementation Plan 67 4.1.1 Elements of Implementation Process 67 4.1.2 Project Implementation Plan & Flow 68 4.1.3 Internal structure for implementation 68 4.1.4 Role of CRP- Knowledge dissemination, monitoring &scaling up 69 4.1.5 Role of project staff and community professionals 69 4.1.6 Geography and Yearly distribution 70 5 Implementation Schedule 74 6 Results Framework 77 7 Monitoring, Evaluation and Learning 80 7.1 Web based MIS and real time input-output monitoring at various

levels 80

7.2 Review Mechanism 80

7.3 Role of Organization involved 83

8 Budget - Project Investments/ Support requested under MKSP

86

8.1 Project Investments and Support requested under MKSP 86

8.2 Rationale for the various line items related to Proposed Action 86

8.3 Analysis of main cost components along with sub components along with timeline

86

8.4 Analysis and Benchmarks of proposed cost 92

8.5 How an individual activity will be taken up & by whom 98

8.6 Cost elements under each budget line item- Plan for leverage other sources of fund in the proposed project

100

87 Explanation of Cost Elements including description of capital expenditure items/ with break-up and unit cost for all items/ components.

104

Annexure 105

iv

ANNEXURES

Sl. No.

Particulars Annexure No.

Page No.

1 Presence of FIA in the project district - Status & Prospects

i 105

2 Project at a Glance 1 106

3 Productivity norms 2 107

4 Year-wise physical phasing 3 108

5 Physical outlay at the end of the project 4 110

6 Year-wise phasing and Sharing pattern 5 112

7 Year-wise physical & financial outlay & sharing pattern- Year-I

6 116

8 Year-wise physical & financial outlay & sharing pattern- Year-II

7 118

9 Year-wise physical & financial outlay & sharing pattern- Year-III

8 120

10 Snapshot of the Project on C:B ratio and incremental income

9 122

11 Unit Costs of project activities 10 to 18 123

12 Project Output 19 132

13 Economics of project activities 20 to 22 133

v

PROJECT AT A GLANCE

1 Title Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

2 Project area Katoria, Chandan&Belhar Blocks of Banka district 3 Technical Agency Central Silk Board, Min.of Textiles, Govt. of India

4 Supporting Agency Department of Sericulture, Govt. of Bihar

5 Project Implementing Agency BRLPS, Govt. of Bihar Field Implementing Agency Professional Assistance for Development Action

(PRADAN) 6 Total Project Cost (Rs. In Lakhs) 892.579 7 Funding Pattern (Rs. in lakhs) MORD CSB 669.434 223.145 Sharing pattern (%) 75.0 25.0 8 Project Period 2014-15 to 2016-17 (Three years) 9 Beneficiaries to be covered (Direct) Nursery farmers 89 Nucleus Seed rearers 40 Basic Seed rearers 100 Commercial rearers 1439 Private graineurs 24 Reelers 100 Spinners 40 Direct beneficiaries- Total 1832 Beneficiaries in agriculture/

vegetable cultivn 1329

Total Project Beneficiaries 3161 Community Resource Persons 53 Para-professionals 21

10 Infrastructure to be created

a Block plantation (Forest/ private/ revenue lands) (ha.)

500

b Regenern of block plantation (ha.) 508

c Basic Seed Production Units (No.) 1 d Common facilities for training and

storage 2

e Common facilities for yarn conversion

4

11 Project Output (during Project period): Tasar basic seed (Lakh dfls) 0.5 Tasar commercial seed (Lakh dfls) 2.400 Tasar Reeling Cocoons (Lakh Nos.) 222.00 Tasar Raw Silk (Kg) - Total 17760 Tasar Spun Silk (Kg) - Total 5940

12 Value of Project output (Lakh Rs.) 623.40

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ABBREVIATIONS

ASR Aopted Seed Rearers

BPL Below Poverty Line

BSM&TC Basic Seed Multiplication & Training Centre

BSPU Basic Seed Production Unit

BSR Basic Seed Rearer

BTSSO Basic Tasar Silkworm Seed Organization

BV Bivoltine

CBO Community Based Organizations

CDP Catalytic Development Programme

CEO Chief Executive Officer

CIF Community Investment Fund

CPT Cattle proof trench

CR Commercial Rearer

CRP Community Resource Person

CSB Central Silk Board

CTR&TI Central Tasar Research & Training Institute

CTSSS Central Tasar Silkworm Seed Station

DCTSC Demonstration-cum-Technical Service Center

DFL Disease Free Laying

DOS Department of Sericulture

DRDA District Rural Development Agency

EA Executing Agency

EMT Entrepreneurial Motivational Training

FIA Field Implementing Agency

GOI Government of India

GP Gram Panchayat

HDI Human Development Index

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IMR Infant Mortality Rate

INRM Integrated Natural Resource Management

ISTP Inter State Tasar Project

LWE Left Wing Extremism

MGNREGS Mahatma Gandhi National Rural Employment Guarantee Scheme

MKSP Mahila Kisan Sashaktikaran Pariyojana

MORD Ministry of Rural Development

MOT Ministry of Textiles

MoU Memorandum of Understanding

MT Metric Tonne

NABARD National Bank for Agriculture and Rural Development

NFSM National Food Security Mission

NGO Non-Governmental Organization

NHM National Horticulture Mission

NIRD National Institute of Rural Development

NRHM National Rural Health Mission

NRLM National Rural Livelihoods Mission

NSR Nucleus Seed Rearer

NTFP Non Timber Forest produce

PCC Project Coordination Committee

PDS Public Distribution System

PEC Project Execution Committee

PIA Project Implementing Agency

PMB Project Management Board

PPC Pilot Project Centre

PPPP Private Public Panchayat Partnership

PRADAN Professional Assistance for Development Action

PRI Panchayat Raj Institutions

PVTG Particularly Vulnerable Tribal Groups

viii

QPR Quarterly Progress Report

REC Research Extension Center

RKVY Rasthriya Krishi VikasY ojana

RO Regional Office

RTRS Regional Tasar Research Station

SC Scheduled Caste

SGSY Swarnajayanthi Gram Swarozgar Yojana

SHG Self Help Group

SLMC State Level Monitoring Committee

SLSCC State Level Sericulture Coordination Committee

SLTPSG State Level Technical Project Support Group

SMS Subject Matter Specialist

SRI Systemic Rice Intensification

SRLM State Rural Livelihood Mission

ST Scheduled Tribe

TDF Tribal Development Fund

ToR Terms of Reference

TOT Transfer of Technology

TSP Tribal Sub-Plan

TTP Trainers Training Programmes

TV Trivoltine

TVS Tasar Vikas Samity

UC Utilization Certificate

UNDP United Nations Development Programme

VO Village Organization

WPR Work Participation Rate

ZS Zilla Samakyas

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A. Executive Summary

1 Title of the Project Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

2 Project duration Three years (2014-17) 3 Total Project Budget

(Rs. in Lakhs) Rs. 892.579 lakhs - Total outlay Rs. 669.434 lakhs – MoRD share Rs. 223.145 lakhs - CSB share

4 Project area Katoria, Chandan & Belhar Blocks of Banka district

5 Coordinating Agency Central Silk Board, Min. of Textiles, Govt. of India

6 Project Implementing Agency

Bihar Rural Livelihoods Promotion Society (Jeevika), Dept. of Rural Development, Govt. of Bihar

7 Technical Support Agency

Department of Sericulture, Govt. of Bihar

8 Field Implementing Agency

Professional Assistance for Development Action (PRADAN)

9 Total project beneficiaries

3161

Direct Beneficiaries 1832 (Tasar) Indirect beneficiaries 1329

10 Key outputs of the project

Enhanced family incomes by Rs.10,000-Rs.18,700 for 60% of participant women and tribal families through various income generating activities across the tasar silk value chain viz., • 89 Kisan nursery farmers to raise seedlings of tasar

host flora • Tasar sikworm rearing (40 nucleus &100 basic seed

and 1439 commercial rearers) • Tasar Basic (15) and 24 commercial silkworm seed

producers • Intercropping in block plantation of tasar host plants • 100 Tasar silk reelers and 40 spinners • 53 Community Resource Persons Most of the activities are for about 1 to 3 months during the lean season of agriculture. Besides the above activities, other income generating activities viz., vegetable cultivation, improved agriculture, NTFP/MAPs etc., will be taken up with support under the project which will further augment the income of about Rs.8000/- to Rs.12000/- and also address the tribal health and nutritional security issues.

x

Tasar sericulture involves all the activities pertaining to rearing of Tasar

silkworm (Antheraeamylitta Drury), harvesting of Tasar cocoons, production of Tasar silk yarn from cocoons and weaving of Tasar yarn into fabric. The major producers in the sector include Silkworm rearers, yarn producers and weavers. India is the second largest producer of Tasar silk in the World after China. In India, Tasar silkworm is reared on host trees like Asan, Arjuna and Sal, available abundantly in the estimated 14.5 million hectares of tropical forests in the states of Jharkhand, Orissa, Chattisgarh, Madhya Pradesh, Bihar, West Bengal, Andhra Pradesh and Maharashtra. Tasar rearing is carried out in the outdoors, mainly in the forest areas. Tasar silkworm rearers are forest dwellers, often tribal and the income from Tasar significantly contributes towards their livelihoods. Tasar weavers are traditional handloom weavers mostly living in the hinterlands of silk trade centers. An estimated 1.5 lakh families are currently involved in Tasar sericulture. The market demand for Tasar has been increasing at an annual compounded rate of over 12%.There is vast scope to enhance livelihood security and reduce poverty in the selected districts by ways of adoption of better technologies and facilitating market led growth processes.

The project proposes to create about 3161 sustainable livelihoods for the marginalized households, specially seeking involvement of Scheduled tribe communities and women in Katoria, Chandan & Belhar Blocks of Banka district in Bihar, which come under Tribal Sub-Plan Areas. The project will be implemented by Bihar Rural Livelhood Promotion Society (Jeevika), Govt. of Bihar through the NGO Partner, Professional Assistance for Development Action (PRADAN)at field level and monitored by the Department of Sericulture, Govt. of Bihar. Central Silk Board, being the Technical Support and Coordination Agency would monitor the implementation at project level, extend all necessary technological support through the respective field units of CTR&TI, Ranchi on pre-cocoon aspects and CSTRI, Bangalore on post cocoon activities, besides meeting the entire requirement of nucleus seed by the BTSSO, CSB through the BSM&TC, Bhagalpur located in the state for which the FIA /PIA will enter into a Memorandum of Understanding with CSB. The Field Implementing Agency (FIA) will be assisted by CSB in identification of the Consultants/ Trainers for training programmes, market surveys, mid-term evaluation etc.

The target group would comprise of rearers, private graineurs, reelers and spinners. The farmers who have one or more hectares of tasar plantation or who have been allotted 0.7 hectare of tasar plantation that were raised under various programmes with usufructs rights for its management and utilization for silkworm rearing or who have 0.7 ha of vacant own land/ community land/ degraded forest land/ waste land and are willing to take up tasar culture as subsidiary occupation would be the project beneficiaries in pre cocoon sector. The activity of raising and maintenance of systematic plantation of tasar food plants will be linked with inter cropping with other agriculture crops like pulses or vegetables so as to generate additional income during the gestation period. Unemployed youth or interested local entrepreneurs would be encouraged to raise Kisan nurseries for raising seedlings of tasar food plants and/ or to organize grainage activity. Efforts would be made to cover as many tribal families as possible under the Project. The project would promote, from among the participants, a group of rearers who would be involved in seed stock multiplication in these isolated plantations under aseptic conditions. The seed stock would be processed to prepare Disease Free Layings (DFLs) or high

xi

quality Tasar seeds. Isolated plantations would thus be a unique feature of the project that would create capacities for large scale seed production in the next 4-5 years. Beyond the project period, this facility would serve at least double the number of families, who would be directly covered during the project period.

The project participants, who are part of already mobilised Self Help Groups (SHGs) would be further nurtured in to Activity groups of manageable size (of around 20 per group) with forward and backward linkages among themselves with cluster approach. Efforts shall be made to establish backward and forward linkages. The FIA will develop overall operational and implementation strategy. Emphasis will be given on selection of beneficiaries who are part of SHGs for various activities, signing of agreement with beneficiaries, training of personnel associated with project implementation and monitoring, mobilization and deployment of project personnel, finalization of modalities for development of infrastructure etc during the early period of the project. To get maximum project output and keep the tribal interested in tasar culture, utilization of the existing tasar food plants in the forest areas/ raised under other schemes will be front loaded. Skill up-gradation through human resource development initiatives, handholding support to beneficiaries in creation of activity groups and engaging Community Resource Persons (CRP), disease monitoring, technological support, creation of Common facilities for training and storage to increase holding capacity of cocoon to avoid distress sale, Common facilities for yarn conversion to increase primary producers’ share in production clusters and producer groups/ federation for rural institutional building, market promotion by design development & dissemination etc are built in the project. The project seeks to improve the income for about 3161 tasar based families by at least Rs. 10,000 to Rs, 18,700/- per household per activity cycle of about one to three months. Besides the core activity, the intervention also proposes additional income of Rs. 8000/- to Rs.12000/- through improved agriculture, vegetable cultivation, etc.

The Project is proposed to be implemented in Katoria, Chandan& Belhar Blocks of Banka district in Bihar, with a project grant of Rs. 8.93 crore for a period of three years, which is shared by the Ministry of Rural Development, Govt. of India (Rs. 6.69 crores- 75%) and the Central Silk Board, Ministry of Textiles(Rs. 2.23 crores- 25%). The major outputs of the project by the end of the project period would be (1) Annual production of 0.25 lakh basic seed and 1.20 lakh DFLs of commercial seed, (2) Production of 1.18 crore pieces of Tasar cocoons annually and (3) Annual production of 9.42 MT of Raw Silk. Besides the project would help in regeneration of tasar host plants in fringe forest areas to an extent of 508 ha., bring in about 500 ha., wastelands under green cover with tasar host plants and nurture 53 community resource persons besides 21 Para-professionals,, who would help in upscaling activities. Impact through improved agriculture and vegetable cultivation would lead to an additional income of approximately Rs.8000/- to Rs.12000/-.

The Central Silk Board, under Ministry of Textiles, GoI would undertake the role of Nodal agency to provide overall guidance and monitoring support to PRADAN and Jeevika. Department of Sericulture, Govt. of Bihar would also be involved in establishing functional linkages with available facilities for better value addition and income augmentation.

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Chapter 1: Project background, context and rational e

Public and private efforts for socio-economic developments during the past six decades have produced significant gains for India. These can be seen in increased agricultural and industrial production, expanded human resource capability and a wide spread socio-economic infrastructure. These gains unfortunately have not been shared equitably by all sections of the Indian society due to deep rooted social hierarchies, highly skewed ownership of the resources and a pre occupation in the past with growth rather than distributive justice. Those at the bottom of the traditional Indian society, such as harijans (formerly untouchable), women, landless and artisans and those peripheral to it, such as the adivasis (tribal people) have not commensurately benefited. Comprising nearly the half of the Indian population, these subsist under condition of acute social and economic deprivation. Given the skews and biases inherent in the Indian economy and the society, it is unlikely that the fruits of development will automatically trickle down to the socio-economically disadvantaged in the foreseeable future. The disadvantaged would have to be enabled to gain access to new livelihoods and improve upon their traditional ones if they are to gain a secure foothold in the expanding socio-economic arena.

The expanding Indian economy is generating unprecedented demands for goods and services. Through appropriate policies and action, the disadvantaged sections of the society can be enabled to generate adequate and secure livelihoods for themselves by meeting those demands. This is especially true where the resources required for producing such goods and services are human labour and other idle under-utilised assets, the technologies are not too complicated, the poor have some familiarities within the technologies and the capital investments required is not too large.

The enabling inputs needed by the poor in such situation are assistance in organization and access to technologies, capital and the input-output markets. Clearly then, there is a vast scope to enhance livelihood security and reduce poverty by adoption of better technologies and facilitating market-led growth processes. The cost-economics of various activities and a good loan repayment record evidently suggest that at the level of the producers, all the proposed activities are bankable, though it demands the willingness of target families to avail loans, easy access of bank loans and availability loan products.

Bihar is located between 82°-19'-50"~88°-17'-40"E longitude in the eastern part of the country. It is an entirely land–locked state and is surrounded by West Bengal in the east, Uttar Pradesh in the West and the State of Jharkhand in the South. In the North, Bihar shares its boundary with Nepal. Humid West Bengal in the east and the sub humid Uttar Pradesh in the West provides it with a transitional position in respect of climate, economy and culture. The Bihar plain is divided in to two unequal halves by the River Ganga which flows through the middle from West to East. Close to 85% of the population lives in village.

The earlier Bihar state was bifurcated into two states Bihar and Jharkhand on November 15, 2000. The present Bihar is having an area of 94,239 sq km is inhabited

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by 6, 45, 74, 465 population according to Census 2001. The southern part of it, adjacent to Jharkhand is more like Jharkhand with respect to demographic and topographic characteristics. After the bifurcation of the state, it retained 75% of the population of undivided Bihar and was left with 54% of the natural resources, retaining it as one of the least developed state. It is 12th largest in terms of geographical size and 3rd largest in population. The state has a decadal population growth of 25.07% (2001-11) which stands substantially higher than the national average (i.e. 17.64%), with population density of about 3 times the national average. The state has a high proportion of rural population (89.53% against national average of 72.20%) with a Poverty ratio of 54.4% against the national average of 37.2%.

PHYSICAL FEATURES Rural Area - 2,257.51 sq.Kms. Urban Area - 1,095.49 sq.kms.

Total Area - 94,16.00 sq.kms.

ADMINISTRATIVE UNITS Divisions - 09 Districts - 38 Sub-divisions - 101 CD Blocks - 534 Panchayats - 8,471 Number of Revenue Villages - 44,875 Number of Urban Agglomerations - 14

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1.1. Demographic Profile of the area

The Bihar state is 12th largest in terms of geographical size (94,163 sq.km) and 3rd largest by population (10.38 crores - Census 2011) in the country. It is also known for its abundant natural resources, perennial rivers, fertile lands and along glorious history. In spite of all these conditions, the state remained one of the poorest states in the country since independence. Condition further deteriorated after the state’s division in 2000. The state retained almost 75% of the population, while it is left with only 54% of the land and a lot of strain in resources .Following table gives a glance at the general scenario of the state.

The sex-ratio of state is 916 which are lower than the national average of 940. Among 38 districts in Bihar; the district with highest and least sex-ratio is Gopalganj (1,015) and Munger & Bhagalpur (879) respectively. The average literacy rate in Bihar is 63.82% which is lower than national average of 74.04%. The female literacy rate in Bihar is 53.33% against the national average of 65.46% .Among 38 districts of Bihar, the districts with highest and lowest literacy rate Rohtas (75.59%) and Purnia (52.49%) respectively.

As per the census, 2011, Bihar is having 89.53% of rural population which is higher than the national average of 72.20%. The total SC population of Bihar is15.7% which is lower than the national average of 16.20%. The rural population growth rate of Bihar is 28.43%) is also higher than the national average of18.10%. Among the population category, 16.4% of rural SC population and nearly 1% of rural ST population makes the state population more diverse. The decadal population growth (2001-2011) of Bihar is 25.07% against the national average of 17.64%. The districts with highest and least decadal growth rate are Madhepura

Particular Bihar India

Area 94,163sq.Km 32,87,240sq.Km No. of divisions 9 NA No. of districts 38 640 No. of blocks 534 NA No. of Panchayat 8,471 NA No.of Revenue villages 44,874 6,41,000 Population 10,38,04,637 121,01,93,422 Female 4,96,19,290 58,64,69,174 Population density 1,102 pers q.km 382 per sq.km Sex ratio 916 940 Literacy rate 63.82% 74.04% Male literacy rate 73.39% 82.14% Female literacy rate 53.33% 65.46%

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(30.65%) and Gopalganj (18.83%) respectively. The population density of the state is 1, 102 per sq.km against the national average of 382 per sq.km. The most densely and least populated districts are Sheohar (1,882) and Kaimur (488) respectively. The graph below shows the trend of population Growth over the last five decades.

Fig. Decadal Growth Rate in Bihar

In terms of the proportion of SCs, Aurangabad has the highest proportion (29.6%) followed by Nawada (24.1%) and Kaimur (22.2%).Of the 38 districts; Kisanganj has the least proportion of SCs (6.6%). The maximum proportion of STs are in Katihar (5.9%) followed by Banka (4.7%) and Purnia (4.4%). Asfar as minority proportion is concerned, Kisanganj has the maximum (67.6%) followed by Katihar (42.5%) as against the state average of 16.6%.

1.2. Rural Poverty Context of the area 1.2.1. Poverty Level in the area

The Planning Commission of India has accepted the Tendulkar Committee report which says that 37% of people in India live below the poverty line. The Arjun Sengupta Report (from National Commission for Enterprises in the Unorganized Sector) states that 77% of Indians live on less than 20 a day (about $0.50 per day).The N.C.Saxena Committee report states that 50% of Indians live below the poverty line.

A study by the Oxford Poverty and Human Development Initiative using a Multi-dimensional Poverty Index (MPI) found that there were 645 million poor living under the MPI in India, 421 million of whom are concentrated in eight North Indian and East Indian states of Bihar, Chhattisgarh, Jharkhand, Madhya Pradesh, Orissa, Rajasthan, Uttar Pradesh and West Bengal. This number is higher than the 410 million poor living in the 26 poorest African nations. The positioning of

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Bihar in the poverty level in the country based on the Multi-dimensional Poverty Index (MPI) is indicated below:

Population Number

MPI (in Proportion Average Contribution of MPI

Rank States

millions) MPI

of Poor Intensity to Overall Poor

2007 Poverty (in

millions)

— India 1,164.7 0.296 55.4% 53.5% - 645.0

21 Bihar 95.0 0.499 81.4% 61.3% 13.5% 77.3

1.2.1.1. Poverty Estimates–Tendulkar Committee

The incidence of poverty, as reflected in the Planning Commission estimates based on the Tendulkar Committee’s report, continues to be very high in Bihar, compared to the national average. Rural poverty in Bihar has been estimated as 55.7 percent in 2004-05, compared to annual-India average of 41.8 percent. Urban poverty in Bihar has been estimated at 43.7 percent, as compared to 25.7 percent nationally. The poverty ratio for the entire population in Bihar has been at 54.4 Percent, compared to the national average of 37.2 percent. Total urban unemployment has been estimated at 10 percent, while the rural un employment has been at 6.8 percent.

Figure. Tendulkar Committee report

1.2.2. Health and Nutrition

Data on seven critical indicators that reflects the status of health and nutrition among households, especially children and women was analysed. The table below compares the performance of Bihar with other states on each of these indicators. The data shows that Bihar is lagging behind the national average on all of the above indicators. Also high malnutrition levels–coupled with high mortality among children–point towards poor feeding practices in Bihar .Poor access to

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food emanating from meager economic conditions is the prime reasons for such a situation in this State.

Table. Health & Nutrition Indicators

Under Wasted Stunted Anemic Thin Five-

Infant Underweight children children Children Women

Mortality Mortality Children(%)

(%) (%) (%) (%)

India 74.3 57 42.5 19.8 48.0 69.8 35.6

Bihar 84.8 61.1 55.9 27.1 55.6 78.0 45.1

Beststate 16.8 15.3 22.9 9.2 24.5 44.5 18.0 Kerala Kerala Kerala Punjab Kerala Kerala Kerala

State 96.4 72.7 60 35.0 56.8 78.0 45.1 UP UP MP MP UP Bihar Bihar

Source: National Family Health Survey, 2005-06. 1.2.3. Per Capita Expenditure

In the last one year, two important aspects of human development–food security and education, have been accepted as constitutional rights in India. These are important first steps to address the fact that the historically low quality of human life in the country as a whole compared to the rest of the world has further slipped down in the period of accelerated economic growth of in India .In these circumstances, human development in Bihar has the challenges of bridging a double historical gap–that the distance from the world average and also from the distance from the all–state average. The development gap in terms of Per Capita Development Expenditure (PCDE) between India‘sall- State average and Bihar can be seen underneath:

In 2001-02, Bihar PCDE was less than half of the national average. This gap widened between 2002-03 and 2004-05, but had started narrowing between 2005-06 and 2007-08. There was again a reversal in this trend in 2008-09. In 2009-10 and 2010-11, there are projected spurts in PCDE in Bihar, but the overall distance from the all-state average has started widening again.

1.2.4. Migration

During the last two decades both the intensity and pattern of migration in rural Bihar have considerably changed .According to the report (1998) to assess the living standards of Bihar and Uttar Pradesh conducted by the World Bank 95 percent of the migrants in Bihar are male, and migration is highest in the richest and poorest quintiles and the poorest migrate for shorter durations. Studies in north Bihar (Karan 2003) show a phenomenal increase of migration rates from 28 percent to 49 percent in 17 years of period. The proportion of migrants has approximately doubled and destination of migration has now become wide spread. The nature of migration has largely changed from short-term period to long-term period of migration. The migration of workers is fairly distributed across

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all castes and classes and now upper castes and Muslims report more long- term migration compared to others Castes.

In terms of the choice of destination, migration is now observed to be more wide spread. During the early 1980s the most important destination was the rural areas of Punjab and Haryana. By the end of the1990s migrants were opting for many other towns and cities as their destinations. Some of the new destination cities are Delhi, Bombay, Surat, Kolkata, Guwahati, Hyderabad, Nagpur etc .In fact, there has been a directional change in the destination of migrants from rural-rural to rural-urban. Migrants remit sizeable proportion of their incomes and of ten work over time to earn as much as possible during their time at the destination.

But the costs of such migration may be high in social and health terms: long periods of separation cause loneliness and working in industries with poor labour standards exposes workers to numerous hazards. Health complaints are common. Migrants are not fully aware of the health risks at work and often are not in a position to demand protection. The work place is unsafe. The workers have no social security, compensation to injuries, access to drinking water, and health care. In the India has the world's highest accident rate among construction workers. A recent study by the International Labor Organization shows that 165 out of every 1,000 workers are injured on the job. They are victims of constant verbal and sexual abuse, working without any grievance Redressal mechanism (Sarde-2008).The seasonal Pattern of migration has been shown in above figure, which depicts that maximum of the migrant’s dip down in May.

1.3. Vulnerabilities

1.3.1. House hold level Vulnerability

As part of the household level vulnerabilities, situation in the state with respect to health and nutrition, food security and disability has been detailed in the sections below.

1.3.1.1. Health and Nutrition

Data on seven critical indicators (already given in the table above) that reflects the status of health and nutrition among households, especially children and women shows that Bihar is lagging behind the National average on all of the above critical indicators. High malnutrition levels–coupled with high mortality among children–point towards poor feeding practices in Bihar. However the state has shown improvement in Immunization coverage and institutional deliveries over the last few years.

Table. Comparison of indicators

Indicator 2002-2004 2007-2008

Child ren 12–23 months ful ly immunized 20.7 41.4

Institut ional Delivery 18.8 27.7

Source: District level household survey III, Ministr y of Health and Family Welfare

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In spite of these improvements, it is clear from the data that access to public health services is low for rural households. Data on the status of health infrastructure in the state supports the above statement.

Table. Health Infrastructure Category Required In-position Shortfall

Sub-Centre 14959 8858 6101

Primary Health Centre 2489 17774 715

Community Health Centre/ Referral Hospitals 622 70 552

ANM 10499 9639 860 Source: State Health Society, National Rural Health Mission

The table above clearly shows the huge gap in health infrastructure and the resultant lack of access to public health services.

1.3.1.2. Food Security

The Food Security Atlas of Bihar prepared by World Food Programme arrives at a district level food security outcome index based on the Under 5 Mortality Rate of children and Child under Nutrition indicators. On the basis of this index, the districts have been classified in to five groups, namely, those which are secure(S), moderately secure (MS), moderately insecure (MIS), severely insecure (SIS) and extremely insecure (EIS).The classification has been done on the basis of five equal divisions of values lying between the maximum and minimum overall Food Security Outcome Index values.

Figure. Food Security Atlas of Bihar

As may be observed, the secure group contains 7 districts, followed by11 in the moderately secure group which is the largest group, 11 in the moderately insecure group, 7 in the severely insecure group, and 2 in thee extremely insecure group. The Classification has been done on the basis of five equal divisions of values lying between the maximum and minimum overall Food Security Outcome Index

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Values. Furthermore, the 38 districts of the state have been ranked based on the above index.

The two most food insecure districts are Araria and Kisanganj. As may be seen from Map, these lie in the north-east corner of Bihar and belong to the least developed region. As brought out earlier, the Northern portion of Bihar is by and large less developed than the Southern region. Among the seven districts in the very insecure category, Katihar, Madhepura, Purnia, Sheohar and Sitamarhi also lie in the Northern least developed region. Thus these nine districts belonging to the severely or very food insecure category need to be the special target of policies to eliminate food insecurity .The ten districts in the moderately insecure (MIS) category comprise a mix of districts. Supaul, Purbi Champaran, Paschim Champaran and Madhubani in the Northern region and belong to the low development category Jehananbad belongs to the Southern region. The remaining districts all lie in the Southern region, which is relatively more developed .In contrast, the eighteen districts belonging to the secure (S) and moderately secure (MS) category are mostly located in the Southern region with the exception of two or three districts, e.g. Gopalganj, Saharsa and its neighbour Khagaria.

Although the overall food availability in rural Bihar has improved over the years, the per capita availability of food grains in Bihar is among the lowest in the country. The overall per capita availability of cereals has declined over the years .Approximately one-fourth of all the households face an acute food crisis and does not get sufficient food round the year According to a study conducted by the Institute for Human Development (Sharma, et al., 2000), the percentage of house holds‘ not getting enough food’ round the year has come down to 26 percent in 1999-2000 from 68 percent in 1981-82.The situation of food availability to the land less and agricultural labour households, although considerably improved, is still grim. Almost two-thirds of the households of agricultural laborers find that they do not get enough food round the year.

Table. Percentage of House Hold getting Insufficien t Food

Type of HH % of HHs getting Insuffici ent Food

Land Owned (in acres) 1881- 82 1999-2000 Landless 88.6 45.00

Upto 1 69.3 17.67 1 to 2.5 54.7 9.17 2.5 to 5 13.3 0.00 B. Social Group Agriculture labour 88.5 66.67 Poor peasants 59.8 22.22 Big peasants 44.2 6.10

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The study shows that there is a period of near starvation for at least two to three months (from August-September to October-November), coupled with a period of general food shortage for at least another two to three months during other off-seasons (Sharma, etal., 2000).Apart from this, the period of shortage and starvation varies widely across different regions and population groups. Since most of the households belonging to the Scheduled Castes, agricultural labour and poor peasants depend mainly on currently produced cereals; the period of food shortage is the longest for them.

The analysis of the food security context in the state clearly reveals that food insecurity is a major vulnerability issue being faced by the rural poor in Bihar.

1.3.1.3. Disability Profile of the State

As per the WHO estimation in the Bihar State Policy on disability, it is approximately10%ofthe total population who suffer from some or other kind of disabilities. However, as per the Census 2001t he total disabled population in Bihar is 18, 87,611, which is 3.2% (approx.) of the India’s total population.16, 92,454 population which is approximately 90% of the total disabled population lives in the rural Bihar. The total disabled male population is 11, 31,526 (60% approx.) as against the female population of 7, 56,085 (40%).

In terms of category wise distribution of disability in the state, visual handicapped is 53% followed by 27% locomotors disability against the total disabled population. Out of the total visually and speech handicapped population, 448917 female (44.64 %) and 556688 male (55.53%) population and 53278 female (40.83%) and 77193 male (59.16%) are affected respectively in the rural area of Bihar. The disability in terms of speech and hearingis11% of the total disabled population whereas the intellectual handicapped is 9% of the total disabled population. Out of the total hearing, locomotors and intellectual disability 30529 female (41.27%), 165483 female (32.30%) and 57878 female (35%) respectively.

The table below shows the division of male and female among various types of disable groups.

Table. Disability Profile of the State Disability Population Status Total R ural Male Female

Total 1887611 1692454 1131526 756085 Visual 1005605 903016 556688 448917 Speech 130471 117605 77193 53278 Hearing 73970 67619 43441 30529 Locomotors 512246 459061 246763 165483 Mental 165319 145153 107441 57878

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1.3.2. State/ District level Vulnerabilities

As part of the state / district level vulnerabilities, situation in the state with respect to social vulnerability, drought and flood conditions and naxalism has been detailed in the sections below.

1.3.2.1. Social Vulnerability

The social vulnerability of a rural house hold to poverty is determined both by its asset holdings as well as its social standing vis-à-vis religion and caste. In the rural areas, especially in Bihar, land is the principal base of occupation and, quite often, it is probably the only occupational option. BRLPS had conducted a study on the subject in 2007-08.The study used the criteria of proportion of landless, SC/Stand Muslim households to map the social vulnerability situation in the state.

1.3.2.2. Drought

Southern part of Bihar has traditionally been prown to severe droughts. The state faced a serious drought arising out of scanty rain fall during 2009 south west monsoon. The rain fall deficit till 6thAug, 2009 was 42%. 28 Districts out of 38 Districts were declared drought hit that year. The arrival of monsoon in the State was delayed by two weeks and during the peak sowing season of the main kharif crop, the rainfall deficit was more than 20% and short fall in crop coverage more than 60% of the entire State. Not only the last year, has the state faced either severe or partial hit of drought seven times in last 10years

1.3.2.3. Floods

Bihar is India’s most flood-prone State, with 76% of the population in the north Bihar living under the recurring threat of flood devastation. According to some historical data, 16.5% of the total flood affected area in India is located in Bihar while 22.1% of the flood affected population in India lives in Bihar. About 68,800 square kilometers (26,600 sqmi) out of total geographical area of 94,160 square kilometers (36,360 sq mi) comprising 73.06% is flood affected. Floods in Bihar are a recurring disaster which on an annual basis destroys thousands of human lives apart from livestock and assets worth millions. Out of 38 Districts, 28 districts in the state, mostly in the North Bihar, which are affected by floods almost every year. These districts are declared as flood prone which is also shown in the Map.

Figure. Flood zones of Bihar

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The link between India and Nepal through the Kosi River is one of the main reasons for the flood in Bihar. Rainfall in Nepal over loads dams and lead to flash floods in the Bihar region. Geographically Nepal is a hilly region. When heavy rains occur the water flows to the Kosi River. When the water level rises too high, Nepal opens the shutters of Kosi Barrage Pool to protect the Kosi River dams as well as the bridge. This causes water logging in the Gangetic plains of Bihar. The large amount of water discharged from Nepal through Kosi Barrage mainly reaches the Bagmati, Budhi Gandak and Ganges rivers, causing them to break the banks and overflow.

1.3.2.4. Left Wing Extremism (LWE)

In Bihar, the LWE Movement was started by several groups including the Maoist Coordination Centre or the MCC, way back in the late seventies. They were the armed squad of the erstwhile underground Communist Party of India–Marxist-Leninist (Liberation) and were founded to counter oppression of the upper caste land owners. The movement as witnessed in Bihar is thus entirely different from the other states. The figures in the next page show the LWE affected zones in the state.

Figure. Indian Scenario Figure. LWE affected districts

As indicated, 17.06 percentage area is moderately affected by LWE while 24.46 percentages is marginally affected. Moderately affected Districts are Rohtas, Jehananbad, Aurangabad, Gaya, and Jamui whereas marginally affected area are Champaran (W+E), Sitamarhi, Nawada, Nalanda, Patna, Bhojpur and Kaimur.

1.4. Context of Social Inclusion and Social Mobiliz ation

The sections below provide a description of overall status of the SHG mobilization and the inclusion of poorest groups like SC/STs in their fold.

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1.4.1. Status of SHG Mobilization in the State

The SHG formation history in the state refers to 90s, and 30,79,380 persons have been mobilized into 2, 56,615 SHGs as a result of the various government and non government agencies like the Departments of Rural Development, Women and Child Welfare, Finance Woman Development Corporation under Dept. of Social Welfare, BRLPS and NABARD has promoted SHGs. An estimate of SHGs formed by different agencies/programmes is given in the table below.

Table. SHG formed in the State by various agencies No. of SHGs promoted (Till March 2011) No.of SHG

NABARD 8,026

SGSY 1,79,830

PACS 4,500

Bihar Mahila Samakhya 7,908

WDC 29,200

BRLPS 25,206

NGOs initiation 1945

TOTAL 256615

Analysis of the above data refers that, we have covered a little among the vulnerable class like SC and STs. Only 11.94% of total SC households of the state have been included under the economic activities in major SHG projects. Similarly only 12.59% of the Total ST households of the state have been taken in the economic activities fold. Secondly, only 11.44% of SCs and 0.70% of STs are included in the SHG’s economic activities. The factors are multiple and one major among it is limited area intervention in various schemes. A large general intervention with focus on quality institution building and saturation of the social mobilization needed.

1.5. Context of Financial Inclusion

The sections below provide a detailed description of both supply side issues (Banking infrastructure, CD Ratio, Man power position) and demand side issues (SHG–Bank Linkage etc) of the financial inclusion landscape of the state.

1.5.1. Banking Infrastructure

As regards the existence of the physical presence of banking branches in the state at the end of March 2010, total number of branches of commercial banks in Bihar stood at 4156.57.7% of these branches are located in rural areas,22.45% insemi-urban and 19.83% in urban areas. The growth in the number of branches on yearly basis has been following:

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Table. Distributions of Commercial Banks Branches i n Bihar YearEnd(March) Total GrowthRate %

% share in total

Rural SemiUrban Urban

2005 3648 0.69 64.80 20.07 15.13

2006 3675 0.74 63.59 20.60 15.81

2007 3712 1.01 62.80 20.66 16.54

2008 3792 2.16 61.63 20.97 17.41

2009 3942 3.96 59.72 21.66 18.62

2010 4156 5.43 57.72 22.45 19.83

Source: The economic survey, Government of Bihar,2010-11

In the national context, Bihar accounted for only 4.76% of all the bank branches in the country at the end of March 2009 and is far behind UP’s share of nearly 12% and Maharashtra’s 9.62%. Bihar’s share in the total bank branches has remained same over past few years at little less than 5%.

1.5.2. Status of Microfinance in the state of Bihar

Bihar is a state that has approximately half of its population living below the poverty line. Poverty is manifested not only in terms of lack of finance available to the poor people but also with the fact that access to finance is also limited in its scope. Thus the entrepreneurial abilities of the people have still not been unshackled for lack of finance. Still people are dependent on non-formal source of finance from money lenders. This form of finance is not only exploitative but also is not sufficient enough to make an impact on the livelihood dimension of a household.

Poor are the greatest and worst victim of such a lack of access to the mainstream financial institutions. Still poor is not considered a bank able client for the mainstream financial institutions. In such a scenario, initiatives by the project like JEEViKA, WDC and similar other institutions come as a hope for the poor as it aims at not only ensuring the access of finance by the poor from the mainstream financial institutions but also institutionalizing the process for greater sustainability. This means that a lot of effort is being put to nurture the SHG’s on issues related to capacity building, Financial Literacy and credit counseling in the form of Micro Plans initiated and making provisions for assured improved service from the banks by putting Bank Mitras in the related branches of operation. Of late the process of impacting livelihoods through the process of SHG’s has started showing its result in terms of not only social empowerment but also financial strengthening for the members of the Self Help Groups. The idea is getting acceptance and momentum as the project has entered in agreement in form of MOU with major commercial banks and regional rural banks. At the same time ,sensing an opportunity and need to strengthening SHG movement in the state, SLBC has formed a core steering committee to look in to the specific issues related to SHG’s and Financial Inclusion. Miles are yet to be covered before it brings smile on the face of the poor people. None the less, the process has

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started and result sare likely to impact a poor house hold in a positive way. The status of financing to the poor through banks or the MFI’ s is not very significant in dimension as regards the state of Bihar. Some of the data related to it are following:

• Total Number of SHG’s Bank credit linked during 2009-10: 30241

• Total amount of Bank credit linkage during 2009-10: Rs. 2950 Million

• Number of SHG’s Bank credit linked during 2010-11(up to Sept): 14465

• Total Amt.of Bank credit linkage during 2010-11,up to Sept: Rs.1140Million

• Total Number of SHG’s Bank credit Linkages as on31stMarch 2010: 82215

• Total Loan outstanding as on March 2010: Rs.5571 Million

• Total Loan Outstanding of SHG’s across the country’s 280380 Million

• Percentage share of Bihar in terms of outstanding at National level: 1.98%

The above mentioned data is in relation to the Bank credit Linkages provided to SHG’s. The SHG portfolio in the state is likely to take a leap in coming years with the support of institutions like JEEViKA, Women Development Corporations and many others which are working on a similar pattern. The project JEEViKA itself anticipates to link around 18000 groups worth Rs.900 million. The number and amount shall increase in geometric progression with the saturation of the project in existing areas and scaling in the new areas. At the same time, there are some prominent Micro Finance Institutions that are working in the state and providing financial support. In most of the cases the modus operandi is working through the Joint Liability Groups. The data related to them are following:

• Total number of JLG’s financed during 2009-10 : 1.12 Lakhs

• Total Number of members financed during 2009-10 : 7.30 Lakhs

• Total amount disbursed during 2009-10 : Rs.7300 Million

1.5.4. The SHG Bank Linkage Program

The self-help groups and SHG bank linkage programs implemented by commercial banks, RRB’s and Cooperative Banks have emerged as major microfinance program in the country. The graph below shows the number of SHGs which were credit linked to banks and that stands at cumulative number of 185600 SHG’s. The total credit flows to these SHGs had been Rs.1003 crores cumulatively till June 2010.

Despite the reasonable number of SHGs linked to bank, the growth from 2007 to 2010 has been around 13% for Bihar, where as it is 66% for India. It contributes only 1.69% of all SHGs in India as on 31st March 2011. Other states have far better penetration of micro finance compared to Bihar. A few reasons cited for this are skewed distribution of SHGs across the districts, weak infrastructure, increasing costs and low efficiency, caste conflicts, extremists activities, conservative attitude of bankers towards SHGs, fund constraints for startup, the absence of reputed NGOs and low awareness about SHG lending among

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stakeholders are major handicaps in the spread of SHG-Bank linkage program. The trend of the development is mentioned below:

Table. Year-wise progress of SHG Bank Financing in Bihar Year No.of SHGs Amoun t With bank linkage of credit (Rs. crores) Upto2004 16246 52 2004-05 11769 37 2005-06 18206 31 2006-07 26417 83 2007-08 49738 241 2008-09 25696 211 2009-10 30241 295 2010-11 7287 53 Total 185600 1003

Source: SLBC (Obtained From) Economic Survey 2010-2011

However of late there has been a very favorable environment being generated by the government and the banking sector and SHG bank linkage is given high amount of focus. There is tremendous potential to leverage the strength of SHG’s and integrate it with the policy of Financial Inclusion as stipulated by the banking industry.

The bank loans outstanding against SHGs from commercial banks, RRBs and co operative banks were Rs 557 crores as on 31st March, 2010. The total savings of 1.4 lakh SHGs amounted to only Rs 85 crores.

1.5.4.3. Role of BRLPS (JEEViKa) in SHG movement an d its status

The Government of Bihar (GoB), through the Bihar Rural Livelihoods Promotion Society (BRLPS) is spearheading an ambitious World Bank aided Bihar Rural Livelihoods Project (BRLP). It aims to promote rural livelihoods and enhance social and economic empowerment of the rural poor and women. The project is supposed to work in 4,000 villages of 42 blocks within the six districts (Gaya, Muzaffarpur, Nalanda, Madhubani, Khagaria and Purnea) of Bihar in a phased manner. The project seeks to achieve saturation within the targeted blocks during the project period. In order to promote sustainable livelihoods of the poor & women, it assumes significant importance that continuous and supportive role is played by different stake holders like that of mainstream financial institutions and other market players. In order to bring different players achieve the aim of economic prosperity in the state of Bihar, BRLPS envisages to make significant strides in terms of building and nurturing quality institutions like that of SHG’s and their Federations. BRLPS has to play an important role in the nurturing of the community institutions and ensuring the inclusion both in terms of financial and social aspects. Some of the developments related to Jeevika have been mentioned as below:

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Table. BRLPS Progress Update (till March 2011) # Particulars Progress (till March 2011)

1 No. of Working Districts 9 2 No. of Working Blocks 55 3 No. of SHGs formed 34717 4 Total Members 395347 5 No. of Villages Covered 1994 6 No. of Groups A/C opened 28017 7 Total SHG Credit Linked with Banks 12298 8 Amount of Credit Linkage Rs 490 Million 9 Total savings by SHG members Rs 230 Million 10 Inter-Loaning of the Savings amount Rs 530 Million

1.6. Livelihood Context

Poverty is heavily concentrated amongst the landless or near landless agricultural households, with these two vulnerable groups constituting 70 percent of the households in Bihar. It is estimated that nearly 2.3 million poor are exposed to huge amount of high cost debt for food, health and education, accounting for 25-30 percent of consumption expenses, further impoverishing them. Disparities are also evident along gender and caste lines. Scheduled Caste Hindus and Muslim households constituting 25 and 15.4 percent respectively of landless households are among the poorest in the state. Rural Bihar is also divided along caste lines determining social behavior and economic segmentation; and this ‘reference group’ being a key to social and economic mobility. These social issues have constrained social and economic mobilization in Bihar, especially the development of collectives of the poor. Absence of sensitive support and facilitation structure has led to low levels of social capital among the poor and consequently hindered formation of good quality organizations of the poor. The recurrent flooding during monsoon and subsequent water-logging in the northern Bihar plains and the magnitude of losses due to these hazards indicate the continuing vulnerability of the region to flood and water-logging. Management of floods and water-logging hazards in highly flood-prone regions of India, including Bihar state has been largely response oriented with little or no attention to mitigation and preparedness. This paper presents a method for spatial, Geographic Information Systems-based assessment of flood and water logging vulnerability and risk in northern Bihar plains. Multi-temporal satellite data was used to evaluate the area statistics and dynamics of water-logging over the period from 1975 to 2008. The flood proneness is evaluated at district level with reference to flood inundation during a period from 1998 to 2008. Census data were used to examine the socio-economic characteristics of the region through computation of population density, cultivators, agricultural labourers, sex ratio, children in age group 06 years and literates. The geo-hazard map derived by combining area prone to water-logging and flood inundation was multiplied with socio-economic vulnerability map to derive the flood-water-logging risk map of the region. The result shows that flood and water-logging pose highest risk to the central districts in the northern Bihar plains with 50.95% of the total area under

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high and very high risk. The rural inhabitants of Bihar depend on multiple sources of income for their livelihood. The most common livelihood options in the rural area for the poor is wage labor in agriculture land, farming in the small patch of land or in leased land or in sharecropping land, livestock husbandry such as milch cattle and small ruminant rearing, practicing fishery, cultivating makhana, practicing apiculture, etc. The commonly found non-farm sector is bangle making, vegetable vending, petty shop, arts & crafts, carpentry, black smithy, etc. The table below indicates a list of opportunities across various sub-ectors. Table. Livelihoods opportunities

District Agriculture Livestock Enterprises

Araria Paddy, Maize, Jute Cow, Buffalo, Goat, Poultry Jute Mills

Arwal Paddy, Maize, Wheat

Aurangabad Paddy, Wheat, Lentils Cow, Buffalo, Goat, Sheep, Carpet, Blanket Poultry, Pig Weaving

Banka Paddy, Wheat, Maize, Lentil Cow, Buffalo, Goat, Sheep, Poultry, Pig

Begusarai Wheat, Maize, Chilly, Cow, Buffalo, Goat, Poultry Pepper, Vegetable

Bhagalpur Paddy, Maize, Lentil Cow, Buffalo, Goat, Poultry Tussar Silk

Bhojpur Paddy, Wheat, Maize Cow, Buffalo, Goat, Sheep, Rice & Oil Mills Poultry, Pig

Buxar Paddy, Wheat, Maize, Cow, Buffalo, Sheep, Poultry Rice & Oil Mills Sugarcane

Darbhanga Paddy Cow, Buffalo, Goat, Poultry Paper Mills, Sugar Factories, Handlooms, Pisciculture

East Basmati Rice, Sugarcan, Cow, Buffalo, Goat, Poultry, Sugar Factories, Champaran Jute, Lentil Pig Button Factories,

Honey

Gaya Paddy, Wheat, Potato, Cow, Buffalo, Goat, Sheep, Oil Mills, Sugar Lentils Poultry, Pig Factories, Lac

Gopalganj Paddy, Wheat, Maize Cow, Buffalo, Goat, Poultry Sugar Factories, Vegetable Oil Mills

Jamui Paddy, Wheat, Lentils Cow, Goat, Sheep, Poultry, Jehanabad Paddy, Wheat, Lentils Buffalo, Poultry, Pig Kaimur Paddy, Wheat, Maize, Cow, Buffalo, Goat, Poultry,

Sugarcane Pig Katihar Paddy Cow, Goat, Poultry, Pig Jute Mills, Paper Mills Khagaria Paddy, Wheat, Maize, Jute Cow, Goat, Poultry Kishanganj Paddy, Wheat, Maize, Jute Cow, Goat, Poultry Jute Mills Lakhisarai Paddy, Wheat, Lentils Cow Madhepura Paddy, Jute Cow, Buffalo, Goat, Poultry Jute Mills

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Source: Economic Survey 2010-11 & Bihar website

1.6.1. Agriculture

Agriculture is the key to the overall development of the State economy. Agriculture is the backbone of Bihar's economy 81% of workforce and generating

nearly 1/5th of GDP of the state. Nearly 90 million population lives in the rural area. Bihar has a total geographical area of about 93.60 lakh hectare, out of which only 56.62 lakh hectare is the net cultivated area and gross cultivated area being

Dist rict Agriculture Livestock Enterpris es

Madhubani Paddy Cow, Buffalo, Goat, Sheep, Sugar Factories, Poultry, Pig Pisciculture

Munger Paddy, Wheat, Lentils Cow, Goat, Poultry Muzaffarpur Paddy, Wheat, Maize, Cow, Buffalo, Goat, Poultry, Sugar Factories,

Lentils, Litchi, Mango Pig Honey Nalanda Paddy, Potato, Onion Cow, Buffalo, Goat, Poultry, Handloom Weaving

Pig Nawada Paddy Cow, Buffalo, Goat, Poultry, Bidi Factories

Pig Patna Paddy, Potato, Onion, Cow, Buffalo, Goat, Sheep, Sugar, Fireworks,

Vegetable Poultry, Pig Biscuit, Flour Mills, Shoes

Purnea Jute Cow, Buffalo, Goat, Poultry, Jute Mills Pig

Rohtas Paddy, Wheat Cow, Buffalo, Goat, Sheep, Vegetable Oil Mill, Poultry, Pig Paper Factory

Saharsa Paddy Cow, Buffalo, Goat, Poultry Jute Factory Samastipur Paddy, Maize Cow, Buffalo, Goat, Poultry Sugar Factories,

Paper Mill, Jute Mill, Pisciculture, Honey

Saran Paddy, Wheat, Sugarcane Cow, Buffalo, Goat, Poultry, Sugar Factories Pig

Sheikhpura Paddy, Wheat, Lentils Sheohar Sitamarhi Paddy, Wheat, Maize, Lentils Cow, Buffalo, Goat, Poultry, Sugar Factory, Rice &

Pig Oil Mills Siwan Paddy, Wheat, Sugarcane Cow, Buffalo, Goat, Poultry, Sugar Factories

Pig Supaul Paddy Cow, Buffalo, Goat, Poultry Vaishali Banana, Paddy, Wheat, Cow, Buffalo, Goat, Poultry Sugar Factory, Honey

Maize, Lentils West Paddy, Sugarcane, Cow, Buffalo, Goat, Poultry, Sugar Factory, Honey Champaran Canereeds Pig

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77.64 lakh hectare. About 33.51 lakh hectare net area and 43.86 lakh hectare gross area receive irrigation from different sources. Principal food crops are paddy, wheat, maize and pulses. Main cash crops are sugarcane, potato, tobacco, oilseeds, onion, chillies and jute. Bihar has notified forest area of 6,764.14 sq km, which is 7.1 per cent of its geographical area. The 93.60 lakh hectares of land have three important agro-climatic zones. These are North-west zone with 13 districts have 1040-1450 mms rainfall & loam to sandy loam soil; North-east zone with 8 districts have 1200-1700 mms rainfall & loam to clay loam soil and South-zone with 17 districts have 990-1300 mms rainfall & have variety of soils e.g., sandy loam, clay loam, loam & clay. The average annual rainfall of the state is 1091 mms. The topography of Bihar can be easily described as a fertile alluvial plain occupying the Gangetic Valley. The plain extends from the foothills of the Himalayas in the north to a few miles south of the river Ganges as it flows through the State from the west to the east. Rich farmland and lush orchards extend throughout the state. There are three major types of soil in Bihar i.e. Piedmont Swamp Soil - found in northwestern part of West Champaran district. Terai Soil - found in northern part of the state along the border of Nepal. Gangetic Alluvium - the plain of Bihar is covered by gangetic alluvium (both new as well as old). Bihar is endowed with good soil, adequate rainfall and good ground water availability. Cold weather season (December to February), Hot weather season (March to May), Southwest monsoon (June to September) and Retreating southwest monsoon – (October to November). Agriculture is prone to natural disasters, particularly flood in north Bihar and drought in south Bihar. Risk of natural disasters can be minimized through use of appropriate crop technology and extending crop insurance to all farmers. Insurance cover may be extended to all the crops in general and horticultural & cash crops in specific. Seed bank can be maintained to quickly restore supply of seed material. Human resource can be developed to quickly react and restore normalcy in case of a natural disaster. The state is endowed with rich biodiversity. The major crops are Paddy, Wheat, Lentils, Sugarcane, Jute (hemp, related to the marijuana plant, but a source of tough fibers and "gunny bags"). Also, cane grows wild in the marshes of West Champaran. The principal fruits are: Mangoes, Banana, Guava and Litchis. Bihar is the third largest producer of vegetables and fourth largest producer of fruits in the country. It is the largest producer of Litchi, Makhana, Guava, Lady’s finger in India. The state already exports Litchi, Basmati rice and snow pea. It has competitiveness in maize, rice and fruit such as banana, mango, litchi and vegetables like onions, tomato, potato and brinjal. High, stable and regular supply of agricultural produce provides adequate opportunity for marketing and food processing industries.

Although, Horticulture (Fruits, vegetable, spices, honey, medicinal & aromatic plants) occupies 15% of land area but income generated from horticulture is much higher. The state has a monopoly in production of litchi and makhana and continues to grow various fruits, vegetables, spices and floriculture is catching the imagination of people, reflected in their growing interest, across the state, in diversification of horticulture.

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The total net sown area is 56.62 lakh hectare and gross sown area is 77.64 lakh hectare with cropping intensity of 1.37 (2007-08) out of 93.60 lakh hectares. The crop wise net cultivated area, production and yield are presented below.

Table. Net cultivated Area, Production & Yield

Total

Crop Nos. of Cultivable

District Area (in Hectare)

Total Yield in Kg / Yield in Kg / Production hectare hectare (MT) (Bihar) (India)

Paddy 38 3543944 4473448 1262 3210

Wheat 38 2133760 4484755 2102 2705

Barley 33 11908 15636 1313

Maize-Kharif 38 241073 371822 1542 3600

Maize-Rabi 36 199745 764685 3828

Arhar-Kharif 36 28598 38966 1363

Urad-Kharif 33 21474 17980 837

Bhadai Moong-Kharif 34 8587 5609 653

Kulthi-Kharif 23 11308 10404 920

Ghaghra-Kharif 19 955 738 773

Other Pulses-Kharif 19 1161 672 579

Gram-Rabi 34 68781 66932 973

Lentil-Rabi 38 162612 129285 794

Pea-Rabi 37 23260 22525 968

Khesari-Rabi 38 100156 84002 839

Other Pulses-Rabi 26 3293 2441 741

Moong-Summer 34 162551 99816 614

Total Pulses 38 520653 404901 778

Rapeseed/Mustard 38 86172 81574 947 1950

Linseed 38 26754 23503 878

Sesamum 28 3291 2589 787

Sunflower 26 21789 29128 1337

Ground Nut 12 919 454 494

Safflower 11 177 142 802

Castor 6 132 124 939

Jute 15 131012 1251485 1837

Mesta 23 23242 213392 1536

Sunhemp 27 3374 2689 797

Jowar 13 2399 2540 1059

Bajra 11 2969 3539 1192

Ragi 26 11485 9296 809

Small Millets 18 5705 4228 741

Source: Directorate of Statistical and Evaluation -2008-09 1.6.2. Animal Husbandry

Besides Agriculture; livestock and dairy is one of the most significant sector

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for rural livelihood and income generation opportunities, especially for women folk in the rural area. This sector holds an important position in the state's economy, as it contributes one third of total rural income. Animal husbandry is an extremely important income generation activities in rural areas, as 90% of the state’s population live in rural villages. The goat rearing is termed as poor man’s cow or ATM by experts of rural livelihoods. The landless farmers or wage laborers can take up goatery & poultry for their income generation activity. The table below shows the potential of various sub sectors in animal husbandry in the state. Sl. Name of Livestock Population in Lakhs Concen tration is Higher 1 Cow 104.7 Patna, Bhojpur, Rohtas, Gaya, Banka,

Muzaffarpur, West Champaran, Madhubani, Purnea

2 Buffalo 57.66

3 Goat 96.06 Purnea, Araria, Kishanganj, Katihar

4 Poultry 139.68

TOTAL 407.88

Source: Livestock census 2003 The total livestock population is 407.88 lakhs in the state. Milch cattle (Cow & Buffalo) population contributes 39.8%, Goat population contributes 23.5% and Poultry population contributes 34.2%. The growth potential is abundant in livestock sector and the state government has been taking initiatives in breed up-gradation, animal health & nutrition and insurance of cattle for improvement of the sector as a whole. The milk production potential of Bihar is 90 lakhs litre per day, out of which the organized sector procurement by COMFED is nearly 14 lakhs litre per day. In 2009-10, the production of milk is 61,240 lakh kgs. And production of eggs touched 110.13 crores. 1.6.3. Non-Farm / NTFPs

The rural non-farm sector in Bihar has been emerging as a source of additional livelihood, in the face of agriculture having reached its saturation levels of employment, even in the backward regions. The pressure on employment market has been so deep that even in backward areas there has been expansion of rural non-farm employment (RNFE) during the nineties. In comparison to a share of RNFE of 15.2 % in total rural employment during 1991 it has increased to 19.0% in 2001. Among the three sub-regions, North Bihar has the weakest rural infrastructural base and hence the expansion of RNFE has been the least in the sub-region. Collection, processing and selling of NTFPs has been an integral part of the livelihood basket for the communities living in regions having good forest cover.

1.7. Performance of MGNREGA in the state

The table below shows a comparison between larger states in performance of MGNREGA.

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Table. Performance of MGNREGA

Demanded Provided A verage Number of

States HHs employment

employment

mandays

Availed100 days per HH of employment Bihar 4763659 4738464 33.82 284063

GrandTotal 55756087 54947068 46.8 5561812

It is clear from the table that Bihar has one of the lowest figures for the average man-days produced among the larger states. The table below shows the status of SC/ST and women access to MGNREGA in the state.

Table. Division of mandays in the state Heads Person-days (in Lakhs) %

SC 727.52 45.4 ST 34.27 2.14 Women 456.68 28.5

In the State of Bihar, total employment provided to the Household is 47.3 Lakhs and the total person- days are 1602 Lakhs. The Total expenditure made till June, 11 is 2664.25 crores against the target of 3270 Lakhs and out of the total works Completed is 82349 against the work taken up which is 202415. In the MGNREGA, total SC coverage is 45%, ST coverage is 2.14% and the total women participation is 2.5%. Thus there is a clear need to increase access to MGNREGA in Bihar for the rural poor.

1.8. Performance of Leading Social Welfare Schemes

1.8.1. Mid-Day-Meal Scheme (MDM)

The Mid Day Meal Scheme, based on the child’s right to enhancement of nutrition, educational advancement, social equity and hygiene and sanitation, has been an important intervention in both increasing enrolment and retaining students at the primary level. The MDMS was universalized in 2005 in Bihar covering all primary schools, including learning centres. Table below shows the total coverage of children under MDMS at the primary level (ClassI-V). The total number of children covered under MDMS at the primary level is 99.83 lakh. The total coverage is 72 percent, up from 60 percent in 2006-07, but there is high variation among the districts. Some of the low coverage districts are Sitamarhi and Supaul (25 percent each), Kaimur (26 percent), Purnia (29 percent) and Darbhanga (35 percent). The districts with 100 percent coverage are Gopalganj, Jamui, Munger, Nawada, Saharsa and Sheikhpura. The scheme has been now extended to the upper primary level in all the districts of Bihar. The implementation has been far more uniform at this level in the various districts. The overall percentage of students covered under MDMS is 81 percent. The districts of Jamui, Jehanabad and Muzaffarpur have 100 percent coverage. All other districts have coverage of 80 percent, the only exception being Gaya which is at 76 percent.

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Even though the access to MDM is found adequate, there are several issues related to the quality of food available to the children. This comes out from the several studies on the subject and the implementation experience of various NGOs and BRLPS over the last few years. 1.8.2. Public Distribution System (PDS)

The Public Distribution System (PDS) for essential commodities has been an important part of the measures to promote food security in the state. Four essential commodities (wheat, rice, sugar and kerosene oil) are distributed through PDS outlets. The consumers are divided in to Above Poverty Line (APL) and Below Poverty Line (BPL) categories based on the correction to the state government’s original survey carried out in 2006. Under the PDS, 39,93,973 BPL households were being provided with 35kgs of foodgrains per month (25kgs of rice and 10kgs of wheat) Under Antyoday, 24,28,523 BPL families are being provided with 35kgs of food grains per month- 21 kgs of rice at the rate of Rs 2 per kg and 14 kgs of wheat at the rate of Rs 3 per kg. Annapurna provides 1,66,600 homeless senior citizens with 6kgs of wheat and 4kgs of rice free of cost. It is amply clear from the table above that, only a meagre proportion of the rural population is able to access PDS. Therefore, there is an urgent need to enhance the access to PDS for the poor.

1.8.3. Integrated Child Development Scheme (ICDS)

The ICDS provides improved child care, early stimulation and learning, health and nutrition, water and environmental sanitation. It is a targeted programme for young children, and expectant and nursing mothers, which is implemented through trained community-based Anganwadi workers and helpers, and supportive community structures.The ICDS encompasses interventions in Health (Immunization, Health Check-ups, Referral Services and Treatment of minor illness), Nutrition (Supplementary feeding, Growth monitoring and promotion, Nutrition and Health Education) and Education (Early Childhood Care and Pre-School Education) for children in the age-group 3-6years. This is done through a five point programme:

• Improve the nutritional and health status of children below the age of six

years.

• Lay the foundation for the proper psychological, physical and social development of the child.

• Reduce the incidence of mortality, morbidity, malnutrition and school dropouts.

• Achieve effective coordination of policy and implementation among various departments to promote child development.

• Enhance the capability of the mother to look after the normal health and nutritional needs of the child, through proper health and nutrition education.

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By 2007-08, 544 ICDS projects were operational in Bihar covering all development blocks in all 38 districts. In 2008-09, 5440 Anganwadi Centres (AWCs) and an equal number of mini-AWCs were added. A total of 86237 AWCs are now operational in Bihar.

The actual number of Anganwadi workers and helpers is 99.3 percent of the sanctioned posts. Thus, at the level of the AWCs, the staffing is adequate. The shortage of supervisory personnel reported in last year’s survey has been addressed through appointment of Child Development Project Officers or CDPOs (the executive officers at the project level in the block). The actual strength as a percentage for sanctioned strength has increased from 33.8 percent in 2006-07 to 89.2 percent. However, with just 8.3 percent of the3288 sanctioned posts for Lady Supervisors filled, there is still shortage of supervisory staff.

1.8.4. National Rural Health Mission (NRHM)

National Rural Health Mission has offered unprecedented opportunity to improve the health of the people in Bihar. The current situation of the selected indicators based on NFHS-3, SRS 2009 and DLHS3 shows the overall the state is moving towards achieving the goal.

able. NRHM Indicators

Important Indicator NFHS3(05-06) SRS DLHSIII (07-

Other Sources 08)

Total Fertility Rate

(TFR) 4 3.9(2007) - -

Contraceptive Use 34% - 28.40% - ANC - 26.40% - Institutional Delivery 22.80% - 27.70% 47.9%(CES2008)

IMR 62 per 1000 live births 56(2009) - -

Percentage of Full

Immunisation 33% - - 53.8 % (ISB-FRDS

Coverage 2009)

Due to various health initiatives, the Maternal Mortality Rate has reduced from 371 in 2001-2003 to 12 while the INFANT Mortality Rate has decreased from 61 in the year 2005 to 56 in year 2009. Similarly the Total Fertility Rate has decreased from 4.3 to 3.9 in the year 2007.

1.8.5. Other Social Welfare Schemes

Social Welfare outlay in the State amounted to Rs 17775.57 Crore in 2010-11. The Single highest share of 52% of expenditure in social welfare was for social security, followed by child development (34.4%) and women’s empowerment (12.7). The intervention by the state government to address gender disparity can be clubbed under three main heads: education (Balika Cycle and Poshak Yojana), child protection (Kanya Suraksha Yojana),social and economic activity (Social Security Pension Scheme, Kanya Vivah Yojana and Nari Shakti Yojana)

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Table. Flagship Schemes to Address Gender Disparity (Rs.Lakh)

2005- 2006- 2007- 2008- Scheme 06 07 08 09

2009-10 2010-11

Actual Actual Actual Actual RE RE

Lakshmibai Social Secutity Pension Scheme(2007) 0.00 0.00 4879.65 6814.37 2092.00 6542.90

Nari Shakti Yojana 0.00 0.00 0.00 1500.48 2672.00 2007.00

Mukhyamantri Kanya Vivah Yojana 0.00 194.60 969.00 3482.97 6000.00 6000.00

Kanya SurakshaYojana 0.00 0.00 200.00 2600.00 1200.00 4200.00

Mukhyamantri Balika Poshak

Yojana 1.81 0.29 3492.01 8.23 11452.49 13200.00 Mukhyamantri Balika Cycle Yojana 12.94 3588.92 25.27 0.00 0.00 9800.00

Source: Gender Budget, Department of Finance, Govt of Bihar.

1.9. Context of the area: Banka District is situated in southeast Bihar, and spreads over a geographic area of 306000 hectares. This is the third least developed district in India. It is one of the 36 most backward districts in Bihar. Banka is an administrative district in the state of Bihar, with district headquarters at Banka town. The district occupies an area of 3018 km² and has a population of 1,608,778 (as of census 2001). Unlike rest of Bihar, this particular region is inflected with poor quality of soil, undulated land and once was covered with forest which has been eliminated over the years of over-exploitation of forest resources. Over the years the upland is exposed resulting in erosion and loss of rich forest soil.

Banka has been ranked 3rd least developed district in India after Kalahandi and Raygadha (orissa). Banka, as a whole, is an agrarian economy. In spite of having very advanced system of Agro product marketing like Vijayhat at Rajoun for high quality USNA(Parmal) rice which is very popular among locals and sugar cane/ jiggery at Amrapur, absence of branding has not given the most required impetus. It has 11 administrative development blocks, out of which it is proposed to implement the proposed Project in three adjacent, and contiguous, southern blocks namely Katoria, Chandan and Belhar on cluster mode. Around 68% tribal people of Banka district reside in these three blocks.

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HQ

Banka

Area 3,019 sq. kms.

Population Total 12,92,504 Rural 12,47,869 Urban 44,635

SC Population Total 1,50,113 Rural 1,45,560 Urban 4,553

ST Population Total 63,457 Rural 63,392 Urban 65

Sub Divisions Banka.

Blocks Banka, Rajon, Amarpur, Dhoraiya, Katoria, Bausi, Shambhuganj, Barahat, Belhar, Chandan, Phulidumar.

Agriculture Paddy, Wheat, Maize, Lentil. Banka district having a total geographic area of 306000 hectares, net sown area is 153818, total cropped area is 162315, multi cropped area 7507 km falls under the Zone 3A with total irrigated area of 115698 (37.81%) hectares of which 90062 is canal irrigation and 23893 is tube well irrigation and 1743 is other sources, percentage of BPL households is 49.76. Under five mortality of India 74.3, Kerala is 16.8, Bihar is 84.4, Banka 99.1, underweight children, India, 42.5, Kerala 22.9, Banka 44.4.

According to the Composite food security Input Index Banka has been classified among 12 severely food insecure district of Bihar and has been designated as Special Category District (SCD), Banka District has one of the lowest per capita value of Agriculture output of Rs 663/-, while the highest is being Kaimur Rs 1407/-, although the percentage of irrigated area to net shown area is 65%, but in the undulating terrine block of Katoria, it will be less than 15%., Banka stood in the category of food availability in severely insecure with an index of 0.324 and rank 25 among 38 district of Bihar. In monthly per capita consumption expenditure Banka stood in the very low category. According to the food security outcome indices and food security indices Banka has been in the top priority for implementing poverty reduction programmes.

Katoria

Chandan

Belhar

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Agro climatic Zone

Name of District

Land area in hectares

Net Sown area (Ha)

Net cropped area (Ha)

Net multicropped area (Ha)

Total irrigated area (Ha)

% irrigated area

3 A Banka 306,000 153818 161325 7507 115698 37.81

Paddy is the major crop of the district followed by wheat and maize. More than 75% of the farmers are marginal having a land holding of less than one hectare, and the small farmers are around 10% having land holding up to around 2 hectares. The productivity of rice is around 2.3 to 3 tons per hectares. According to the 2002 survey the % of population below the poverty line in the district is 49.76 which is higher than the state average of 55.70. The infant mortality of the district is 48 per thousand which equal to the state average of 48 per thousand. The male to female ratio of the district is 1000: 907

Population : In 2011, Banka had population of 2,034,763 of which male and female were 1,067,140 and 967,623 respectively. In 2001 census, Banka had a population of 1,608,773 of which males were 843,293 and remaining 765,480 were females. Banka District population constituted 1.95 percent of total Maharashtra population. In 2001 census, this figure for Banka District was at 1.94 percent of Maharashtra population. There was change of 26.48 percent in the population compared to population as per 2001. Population density of Banka district for 2011 is 674 people per sq. km. In 2001, against 533 people per sq. km.

Literacy Rate: Average literacy rate of Banka in 2011 was 58.17 compared to 42.73 of 2001. If things are looked out at gender wise, male and female literacy were 67.62 and 47.66 respectively. For 2001 census, same figures stood at 55.29 and 28.67 in Banka District. Total literate in Banka District were 965,321 of which male and female were 590,961 and 374,360 respectively.

Sex Ratio : With regards to Sex Ratio in Banka, it stood at 907 per 1000 male compared to 2001 census figure of 908. The average national sex ratio in India is 940 as per latest reports of Census 2011 Directorate. In 2011 census, child sex ratio is 943 girls per 1000 boys compared to 965 girls per 1000 boys of 2001 census data.

Child Population: There were total 375,282 children under age of 0-6 against 327,903 of 2001 census. Of total 375,282 male and female were 193,179 and 182,103 respectively. Child Sex Ratio as per census 2011 was 943 compared to 965 of census 2001. In 2011, Children under 0-6 formed 18.44 percent of Banka District compared to 20.38 percent of 2001. There was net change of -1.94 percent in this compared to previous census of India. Comparative data of rural areas vis-à-vis urban areas in the district is depicted below.

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Description Rural Urban

Population (%) 96.50 % 3.50 %

Total Population 1,963,450 71,313

Male Population 1,029,097 38,043

Female Population 934,353 33,270

Sex Ratio 908 875

Child Sex Ratio (0-6) 944 899

Child Population (0 -6) 363,741 11,541

Male Child(0-6) 187,100 6,079

Female Child(0-6) 176,641 5,462

Child Percentage (0 -6) 18.53 % 16.18 %

Male Child Percentage 18.18 % 15.98 %

Female Child Percentage 18.91 % 16.42 %

Literates 921,921 43,400

Male Literates 565,932 25,029

Female Literates 355,989 18,371

Average Literacy 57.63 % 72.61 %

Male Literacy 67.21 % 78.30 %

Female Literacy 46.98 % 66.06 %

Climate: The Climate of Banka District is characterized by a hot summer and a pleasant Winter Season. March to June comprises the summer months while the cold season lasts from November to February. Monsoon sets in sometime in the part of June and the rains continue till September, October being a transitional month. The District also receives some winter rains. The south west monsoon generally breaks in during the second half of June. The bulk of the rainfall occurs in July and August. The average annual rain fall is 1250 mm almost uniformly throughout the District. The temperature raises upto 450C in summer and 5-100 C in winter.

Topography: The Northern part of Banka District has generally a plain surface except the southern area adjoining Santhal pargana (Jharkhand). The land begins to rise at an easy ascent near Barahat in south of Banka and the hilly tracts commence. Thus the district of Banka has 60% of hilly area, most of which falls under the project blocks.

Topography of the Southern part of the District is undulating and soil is shallow. It however, receives good rainfall of around 1250mm In this area originates many

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rivulets which pour rain water into the major rivers, viz, Chandan, Garura, Darvasa, Sukhania and Dakai those are sub- tributaries of Ganga and meet it near Bhagalpur. These streams are carrying huge silt, washing the top soil and through runoff water.

Forest: The official forest area is 950 sq. km, which is around 17% of geographical area, out of which 500 sq.km is totally degraded notified forest land. Rearing of tasar silkworm on forest trees like Arjun (Terminalia arjuna) and Asan (Terminalia tomentosa) is an age-old practice among tribal community in this area. The community is also acquainted with tropical fruit trees like Mango, Guava, Jackfruits etc and its economic importance. The rapid deforestation, lack of market linkages, lack of access to better technology and practices posed a serious threat to these traditional activities.

Land category and its use: Land in the area can be classified into Homestead (Badi), Upland (Tanr), Medium upland (Bhadai/Baid), and lowland (Jarhan). Agriculture in the area is mainly rain fed.

Category

Slope

(% age)

Water holding capacity*

Homestead 2-4% Low

Tanr (up land) 3-10% Low

Bhadai (Medium upland) 2-3% Moderate

Lohna (mid-low land) 1-3% Good

Jarhan ( low land) .5-1% Very good

A Typical Village Transact in Banka (not to scale)

Slopy Uplands/Forest/Homestead

Fallow Uplands/ Taand (un-terraced & un-bunded)

Medium Uplands (terraced & bunded)

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Homestead: This is the most fertile land adjacent to the houses. Farmers apply major portion of compost and organic matter in this land and take multiple crop like maize, Mesta, cow pea, pigeon pea, etc. A few of them also cultivate vegetables like potato, onion, and pulse like pigeon pea wherever irrigation is available.

Upland: This uppermost land is unbunded, unterraced and remains fallow. Heavy erosion of top soil of this land exposed rock or gravels. In this project this portion of land is proposed for tasar host plantation - Arjuna (Terminalia arjuna) and Asan (Terminalia tomentosa).

Medium upland: This portion of upland is terraced and bunded. Farmers cultivate traditional variety of short duration paddy, productivity of which is around 8 quintals per acre in good rain, moreover, production is very uncertain in this land, that’s why farmers do not apply compost and fertiliser in this land.

Medium Lowland and lowland: The lower land is entirely paddy land with clayey soil. Production of paddy is almost certain because of sufficient retention of rain water in these lands. The present level of production varies from 11 to 17 quintals per acre. Production can be increased double of the present production through introducing new technology like System for Rice Intensification (SRI). As this land has high water holding capacity, some water harvesting structure would be constructed in this patch of land.

Area under irrigation: Though total area under perennial and seasonal irrigation is about 5.56 % of the overall area of three blocks it is not spreads evenly, almost entire irrigated area situated northen part of these three blocks ( outside of the proposed tribal villages). The detail of productivity of crops under irrigation is shown in the adjacent table.

1.10. Sector Context in the area :

Variety 2011-12 2012-13 2013-14 2014-15 Mulberry Plantation (ha) 598 618 618 691 Mulberry Raw Silk (MT) Bivoltine - - Cross Breed 13 12 15 19 Total 13 12 15 19 Vanya Silk (MT) Tasar 29 7.30 32 32 Eri 4 2.4 5 5 Vanya Total 33 9.70 37 37 Grand Total (M+V 46 21.70 52 56

Type of crops Output (MT per ha.) Wheat 2.60 Potato 5.10 Chilli 3.08 Tomato 3.50 Maize 2.75

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Highlights of CSB’s Intervention during the XII Pla n: � 712 acres of mulberry plantation raised with irrigation facilities to 204 farmers,

rearing equipment to 648 farmers and quality disinfectants to 712 farmers was extended.

� 382 Rearing Houses have been constructed besides establishing 3 CRCs

� 1100 farmers/reelers have been covered under women health insurance scheme.

� Central Silk Board has supported the Govt. of Bihar in formulation of Mukhyamantri Tasar Vikas Pariyojana with a project grant of Rs. 170.90 crores covering 17655 beneficairies and Mukhyamantri Koshi Mulberry Pariyojana at an outlay of Rs. 121.85 crores and assistance of Rs. 107.89 crores covering 5926 beneficiaries during XII Plan period.

� Seed multiplication infrastructure has been developed and Community Resource Persons have been nurtured under special SGSY Project assisted with MoRD Project at an out lay of Rs. 14.41 crores covering 3051 beneficiaries and NABARD-TDF Project in Jamui and Banka districts covering about 4000 farmers at an outlay of Rs. 19.5 crores, implemented by PRADAN, an NGO.

Potential of the State

• Availability of huge tracts of waste and uncultivated lands suitable for raising tasar host plants and traditional skills of tribals in tasar silkworm rearing

• Suitable soil & climate for raising Mulberry.

• Availability of Eri food plants cultivated as inter crop and/or bund crop in vegetable/chilli cultivation in some of the districts.

• Availability of skilled and unskilled labour force.

• Availability of processing facilities.

R&D support

Particulars Recommended practices

Mulberry variety Vishala, S1635, S1, S146, Tr 10

Silkworm Hybrids

Bivoltine SH6 x KA, CA2 x NB4D2, NB18xP5, CSR2 x CSR4, CSR2 x CSR5, CSR46 x CSR47, SLD4 x SLD8

Crossbreed P2D1x NB18, MY1 x NB18, PM x NB18, N x (NB18 x P5), BL23 x NB4D2, BL24 x NB4D2, M. con1 x Bcon4, M.con4 x Bcon4

Disinfectants Labex and Sericillin

Eri Package of practices for castor cultivation (NBR), Package of practices for Kesseru cultivation, Intercropping of cash crops with Kesseru plantation, Platform rearing technology

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of eri silkworm, Bamboo strip type mountage for cocooning

Tasar Nursery technique for raising Terminalia arjuna and T. tomentosa seedlings, Vegetative propagation through Air layering, soft cuttings from coppices and juvenile cuttings, Integrated package for raising and maintenance of host plants as Economic plantation, Integrated nutrient management through organic manures, chemical fertilizers, green manuring, micro- and secondary nutrients, Foliar application of Urea, as cheapest method of boosting leaf production, Utilization of farm refuse through composting and vermicompost, Integrated weed management practices, Integrated farming system for effective land utilization, Eco-friendly package for control of leaf gall insect – a pest of tasar food plants through botanicals and bio-control agents, Technologies for Silkworm culture, Commercialization of three wild tasar ecoraces (Daba TV, Daba BV, Sukinda BV), Integrated Silkworm seed production technology, Development of several Egg laying devices, Nylon-net for enhancing coupling efficiency in tasar silkworm, Egg incubation system, Package for Chawki (young age) silkworm rearing, Integrated Package of late age silkworm rearing, Sodium hypochlorite as foliar application to check virosis & bacteriosis, Tasar Keet Oushad against silkworm diseases, Management of Virosis through botanical formulation, Management of Virosis through Vaccine, IPM against Uzifly, Tasar Rakshak: A biological control of tasar silkworm diseases

Mulberry reeling Motorized Charka (Single and Twin Unit), Imp. Cottage Basin-36 & 48 Ends, MRM-6 & 10 Basin Unit, Twisting unit-480 Ends, twisting machines, Hot air driers

Vanya Reeling Reeling cum Twisting Machine, Wet Reeling Machine (2 Basin/Ends), Two in One Reeling cum Twisting M/c, Tasar Cocoon Sorting Machine, Motorized cum Pedal Spinning M/c, Solar Operated Spinning Machine

Silk weaving Loom Up-Grad. Jacquards & Other, Pneumatic Lifting Mechanism, Comp. Aided Textile Designing (CATD), dyeing equipments

Silk weaving clusters: Bhagalpur

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Infrastructure – CSB: RO, Patna, Project office, Kishanganj,P2 – Farm, Purnea, RMB, Bhagalpur, CC, Bhagalpur, CDC, Saharsa, Textile Testing Lab/DCTSC, Bhagalpur, BSM&TC, Bhagalpur Infrastructure – State: Particulars Unit 2013-14

Number of Sericultural Villages Nos. 376

Number of Sericultural Families Nos. 1800

Number of Grainages (State)

Mulberry Nos. 9

Tasar Nos. 71

Eri Nos. 1

Number of TSC's Nos. 9

Number of Cocoon markets Nos. 1

Number of CRC Nos. 4

Number of Cottage basin units Nos. 2

Number of Charka units Nos. 14

Number of Multiend units Nos. 1

Number of Reelers Nos. 20000

Number of Weavers Nos. 18000

Number of Handlooms Nos. 7645

Number of Handlooms Co-operative societies Nos. 1089

Tasar

No of CTR&TI reeling machines 320

No of CTR &TI reeling cum twisting 1000

Matka 300

Spinning Devices

Takli 100

Amber charka+Motor charka 29

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# Name of the Unit No.of Units installed

No.of Units Functional

A. REELING SECTOR 1 Motorized Charkhas 45 0 2 Imp. Cottage Basin Reeling 5 0 3 Hot Air Drier - 50 kg. cap. 12 0 4 Hot Air Drier - 100 kg cap. 1 0

B. VANYA RLG/SPG SECTOR 5 Mot Spinning Machine 749 0 6 Mot Reeling cum Twisting

units 1062 0

7 Spun /Spinning Mills 1 0 C. WEAVING SECTOR 8 Shuttle-less looms 2 2 9 Handlooms 10000 9000

10 Loom Upgradation 12 0 D. DYEING SECTOR 11 Yarn Dyeing : 25 Kg. cap. 200 150 12 Yarn Dyeing : 50 Kg. cap. 150 100 13 Arm Dyeing : 50 Kg. cap. 1 1 14 Fabric Processing - 250 Kg 100 80 Tasar silkworm rearing is an age-old practice in the selected district, especially among the tribal families. Tribal people have been traditionally rearing Tasar worms in the natural forest/ economic block plantatios. The activity is carried out mainly after the rainy season when the opportunity cost of labour remains very low. The rearer’s spend an average of 80-90 days for this practice every year. The entire family participates in various activities like collection of seed cocoons, preparation of laying, protection of worms and finally harvesting and sales of cocoons. The returns from silkworm rearing often go to meet the basic consumption needs of the families. Low level of economy, the suitability of Tasar for utilizing family labour, favorable weather conditions and low investment and low economic gestation of the business sustains interest of Tasar growing families in the selected districts in silkworm rearing. However, at the level of producers, Tasar silkworm rearing is fraught with risks. The rearing of silkworms is carried out in the outdoors. Silkworms are subjected to weather vagaries, prone to the attacks of various pest and predators and are vulnerable to diseases caused by microbes that inflict heavy mortality. The traditional rearer’s are constrained by lack of know-how and technology to face the above challenges. While low productivity is certainly the biggest challenge in Tasar sericulture, the problem gets compounded at the level of the producers owing to their lack of access to fairer markets. Low productivity and poor price realization for cocoons rendered the traditional practice of Tasar rearing non- remunerative. Consequently, a large number of rearer’s, mainly the youth, have either become `passive’ or altogether left the sector.

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As per statistics of the Department of Sericulture, the sector has grown manifolds in the last five years but still in context of livelihood it’s yet to get stability. Being a state subject, the State Sericulture departments are expected to take initiatives to improve the performance of the sector. Huge shortfall in seed supply, lack of investments in supporting technology adoption, constrains the livelihood potential of the sector. With youth leaving Tasar sector, the families would hardly take interest to preserve their plant stock in the forest areas or i n private lands. Consequently, in many places, rapid deforestation has been observed leaving negative impact on environment. 1.11. PIA/FIA’s prior experience in developing the prototype for proposed

interventions

The Project Implementing Agency (PIA), Bihar Rural Livelihoods Promotion Society (BRLPS), an autonomous body under the Department of Rural Development, Government of Bihar (GoB), is spearheading the World Bank aided Bihar Rural Livelihoods Project (BRLP), locally known as JEEViKA with the objective of social & economic empowerment of the rural poor. Subsequently, the Livelihoods Restoration and Enhancement component of Bihar Kosi Flood Recovery Project (BKFRP) was also taken into the fold of JEEViKA. Ministry of Rural Development (MoRD), Government of India (GoI) has restructured the Central Scheme Swarnajayanti Gram Swarozgar Yojana (SGSY) into National Rural Livelihoods Mission (NRLM). The cornerstone of the SGSY strategy that was implemented since 1999 was that the poor need to be organized and their capacities built up systematically so that they can access self-employment opportunities. SGSY has been more successful wherever mobilization of the poor into SHGs and their capacity building and skill development was taken up in a systematic manner. It was in this background that GoI has launched NRLM, to be implemented in a mission mode across the country. It builds on the core strengths of the SGSY and incorporates the important lessons from large scale experiences in the country. As a first step in the implementation of NRLM in the state, GoB has designated BRLPS as the State Rural Livelihoods Mission (SRLM) for implementation of NRLM in the state. This has been done in view of the successful experience of BRLPS in implementing a similar approach in the state over the last few years under the project - JEEViKA. The next important step undertaken has been the preparation of the State Perspective and Implementation Plan (SPIP), a long term strategic plan that would guide the implementation of NRLM in the state. A participatory methodology has been adopted in preparation of the SPIP and it has gone through several intensive consultations. Apart from participatory processes at district, state and national levels with input from team and expert consultants, the SPIP has been shared with different departments in the government, the DRDAs, the Civil Societies and NGOs, the bankers and the educational & research institutions for getting the feedback of different stakeholders and the same has been incorporated in the document. Guidance of

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senior government functionaries were sought in a consultation chaired by the Chief Secretary, Bihar. The SPIP was examined and cleared by the Empowered Committee. Subsequently, it has been approved by the State Cabinet. The SPIP aims at reducing poverty by enabling the poor households to access gainful self-employment and skilled wage employment opportunities, resulting in appreciable improvement in their livelihoods on a sustainable basis, through building strong grassroots institutions of the poor. It stands on the four pillars of NRLM, the social mobilization, the financial inclusion, vulnerability reduction combined with the livelihoods enhancement and the sensitive and dedicated support structure to be put in place. It also provides detailed strategic guidelines and operational procedures. The GoB is committed for poverty alleviation through building, supporting and sustaining institutions of the poor and enhancing their livelihoods. It has a strong belief in the innate capabilities of the poor and would like to complement them with capacities (information, knowledge, skills, tools, finance and collectivisation) to deal with the rapidly changing external world. It is a pleasure to share the SPIP of Bihar towards implementation of NRLM in the state. The Field Implementing Agency (FIA), Professional Assistance for Development Action (PRADAN) is a voluntary organization registered under the Societies Registration Act of 1860. PRADAN was founded on the belief that individuals with knowledge resources and empathy towards the marginalized must work with poor people if mass poverty is to be removed proactively. PRADAN’s works in an “area saturation” approach, attempting to reach out to most poor people in the geographical area of operation of a project team around four broad themes of engagement – expanding livelihood opportunities, work on rights and entitlements, access to basic services for poor people and getting caring and capable people on board to do so at an expanding rate. PRADAN professionals, divided into 36 teams, work with over 3 lakh families in 4,138 villages across eight of the poorest states in the country to stimulate and support these poorer households to dream for a better future and stimulate their sense of agency.

In PRADAN the primary units of social mobilization at the grassroots are SHGs. PRADAN consider SHGs as foundation to assist community especially woman in her movement towards sustainable livelihoods and well-being in a way that she takes charge of her own development. A SHG1 begins as a thrift and credit association of poor women with similar social and existential contexts.

PRADAN works with the community to develop sustainable sources of livelihoods. The activities have evolved over the year and vary across different locations and states. The broad categories of our livelihood intervention are:

� Improved agriculture around food and cash crops

� Integrated Natural Resource Management; involving

- Improvement of land & water resources in the lands of poor,

- Raising plantations both fruit and others of economic value, 1 Self Help Group

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- Forest based livelihoods like Tasar, Lac etc

- Livestock based livelihoods, and

� Rural micro-enterprises

PRADAN assists SHG member families to take up one or several of these streams, so that each family would eventually be able to generate additional income equivalent to 200 days’ local peak wages. PRADAN organizes exposure and training programmes, trains community based service providers (such as pump operators, suppliers of critical inputs and services, etc.) selected by the SHGs, promotes producer organisations2 where necessary, develops service linkages and leverages missing infrastructure from public agencies. 1.12. Basic FIA Information 1 Name of PIA Professional Assistance for

Development Action (PRADAN)

2 Legal Status (NGO / Network NGO / CBO / Producer Co. / Section-25 Co. / Pvt. Co/ Other – Please specify)

NGO

3 If Network NGO, number of partners being supported?

Not Applicable

4 Registration No. & Date of Registration

No. S/13434, Society Act of

*1860* 18th day of 1983

5 Name of Donors in the past 3 years, if any (give max3)

• MoRD, Govt. of India

• Central Silk Board

• NABARD

6 Name with Size (Budget in INR) of relevant projects handled in the past 3 years (give max 3) in the proposed area

• Special SGSY project on Tasar. Budget - Rs.1440.58 lakh

• Integrated Tribal Development Project of NABARD for WADI in Banka district: Budget - Rs. 488 lakh

• Integrated Watershed Development programme in Banka, Bihar:

Budget - Rs.378.11 lakhs

7 Annual Revenue of PIA for the most recent audited financial year

Rs. 96,90,28,651/- (Year 2013-14)

8 List ongoing projects (max 3.) and their Size (INR) in the proposed area

• Integrated Tribal Development Project of NABARD and CSB on Tasar in Jamui district of Bihar:

2PRADAN has so far promoted 13 poultry cooperatives in MP, Chhattisgarh and Jharkhand under the new

State level Mutually Aided Cooperative Societies Acts and more are planned in the near future.

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Budget - Rs. 1274.92 lakh

• Seed Zone development project of Central Silk Board:

Budget - Rs. 294.87 lakh

• Integrated Tribal Development Project of NABARD on horticulture in Jamui district of Bihar:

Budget - Rs. 552.17 lakh

9 Completion of last project (MM/YY) Food Security for tribals and dalits in Banka District of Bihar

10 Total value of assets available with the PIA in the proposed area?

Rs.34,01,25,701 (Assets, Corpus & Free Reserve at 31.03.2014)

11 Experience of working with, in the proposed area

(i) Women SHGs/Groups (Y/N)

(ii) NTFP based livelihoods with existing tribal groups (Y/N)

If YES, please elaborate in section B.1

12 In the proposed project, what % of the implementation will be undertaken by existing capacities and what % will be leveraged from external community based organizations in the project area?

Existing -100%

External - 0%

Human Resources of FIA:

Name Sex (M/F)

Designation Education qualification

Relevant Experience

Pranjal Saikia

M Integrator M.V. Sc 15 years experience in social mobilization, livelihood promotion, sericulture and INRM

Rahul Kumar Singh

M Team Coordinator

M. Sc. (Mathematics)

7 years experience in social mobilization, livelihood promotion, and INRM

Md. Shamshad Alam

M Integrator (Tasar Theme)

B. Sc (Forestry)

19 years’ experience in social mobilization, Institution building, livelihood promotion, sericulture and INRM

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Rajendra Kumar Khandai

M Integrator (Tasar Theme)

B. Sc (Forestry)

9 years’ experience in social mobilization, Institution building, livelihood promotion, sericulture and INRM

Binay Kumar Tiwari

M Assistant (Project)

B.A (Hons) 22 Years’ experience in sericulture, social mobilization, livelihood promotion, sericulture

Prabhakar Thakur

M Assistant (Project)

B.A (Hons) 25 years years experience in sericulture, social mobilization, livelihood promotion, sericulture

Arun Kumar Mandal

M Assistant (Project)

B.A (Hons) 22 years’ experience in sericulture, social mobilization, livelihood promotion, sericulture

Dhurubita Das

F Executive (Projects)

Mater in Environmental Studies

5 Years’ experience in social mobilization, livelihood promotion and INRM

Namrata Sharma

F Executive (Projects)

M A Rural Development

5 Years Years experience in social mobilization, livelihood promotion and INRM

Ajay Kumar M Project Cordinator

B. Ed 3 Year Years’ experience in social mobilization, livelihood promotion and INRM

Sanjit Kumar Rawani

M Assistant Finance Accounts & Administration

M. Com 9 years’ experience in accounts and administration

1.13. Rationale for Support under MKSP With this construct in mind, CSB and PRADAN has conceived this project proposal for consideration under MKSP. This project proposes to build on the foundations of a) large scale social mobilization of women facilitated by PRADAN for nearly two decades in Bihar and b) an array of livelihood propositions for the marginalized, based on Tasar sericulture that have been made standardized through decades of meticulous efforts by PRADAN with support from the Central Silk Board (CSB). The project proposes to create over 3100 sustainable livelihoods for the marginalized households, specially seeking involvement of Scheduled tribe communities and women in Banka district of Bihar. As mentioned earlier, the mainstay of livelihood interventions would be around Tasar Sericulture, a forest based activity, traditionally undertaken by communities living in forest villages. The proposed project would exploit the benefits of recent advancements in the sector to extend the livelihood opportunities to newer clusters, covering families with no prior experience to facilitate adoption of

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improved technologies of Tasar sericulture and enabling them to access mainstream markets and sustain economic gains. This project is designed to capitalize on the revival and growth attained in Tasar sericulture in recent years in Bihar and Jharkhand through intensive efforts of PRADAN in collaboration with Central Silk Board to implement a Special SGSY Project for development of Tasar Sericulture. The idea here is to broad base the best practices of the above-mentioned project within Bihar to benefit a large number of poorer households and also to augment basic seed requirement besides nucleus seed production. The proposed Special project would take 3 years for complete implementation of all the activities. While selecting the area of intervention, we have taken into consideration two major factor conditions such as (i) presence of active Women Self help Groups (ii) existence of Tasar-host tree resources within the access of the local communities. Another associated factor condition that would favor the project is the availability of fallow / wastelands owned by the SHG-member families. These lands are proposed to be utilized for raising host tree plantations in isolated patches. The project would promote, from among the participants, a group of rearer’s who would be involved in seed stock multiplication in these isolated plantations under aseptic conditions. The seed stock would be processed to prepare Disease Free Laying (DFLs) or high quality Tasar seeds. Isolated plantations would thus be a unique feature of the project that would create capacities for large scale seed production in the next 4-5 years. Beyond the project period, this facility would serve at least double the number of families, who would be directly covered during the project period. Besides enhancing the stake and involvement of the women in the income activities like Tasar sericulture, the project would work for strengthening their position at household. Although women play a central role in agriculture, yet low productivity of rain fed farming hardly supports the family to meet year-round food requirement. Food shortages affect women most, both physically as well as emotionally. As homemakers and rearer’s of small children, they bear the emotional trauma of coping with hungry children, and are most likely to receive less or go without food in times of shortages. The project proposes to support at least 50% of the participating families to overcome food shortage by ways of increasing their paddy production. This effort would be further supplemented by SHGs and Cluster associations, who will support their members to claim food grains from PDSs. By way of activities, the project would: � Strengthen the existing SHGs and clusters and orienting them to livelihood

activities,

� Promote functional groups of Tasar silkworm rearer’s comprising of women and men,

� Promote District / Block level aggregations (formal or informal) of the primary groups. These organizations would enable the producers to sustain their initiatives,

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� Implement a variety of activities pertaining to Tasar sericulture to build capacity of producers, equipping them with implements and accessories, create assets such as seed production units, host tree plantations, reeling units, sorting-grading centre’s,

� Support at least 50% of the participating families to adopt improved technologies and methods (such as SRI) of food grain production. The SHGs and Clusters would support the remaining families to claim their entitlements for food grains from PDS.

� Promote a cadre of community based service providers to provide hand holding assistance and linkages for credit and market for the participating Project families.

� Promote and nurture suitable producer organizations (cooperatives or producer companies as per the new Act) to provide sustainable systems for services to the project participants,

� Undertake activities pertaining to documentation of processes, impacts and for wider dissemination of experience.

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Chapter 2: Detailed intervention strategy and phasi ng

2.1 Objectives of the project poverty context in th e area

2.1.1. Vision of success: The Vision is to “Improve the quality of life of forest-dependent tribal women and their families in Banka district of Bihar”. Helping poor farmers to enhance the quality of lives & livelihoods, of themselves and their families, through sustainable Tasar sericulture interventions, of these 3,161 women farmer would form the core mass of the project, their experiences and learning’s would create a ripple effect and create sufficient impetus which in turn would impact the perceptions and behaviour of the rest of the women in their immediate vicinity. Happy and contended tribal communities leading good quality of life by engaging in environment friendly sustainable seasonal livelihood measures. 2.1.2. Goal: The Goal of the project is to eliminate abject poverty of 60% of the project families by income enhancement of Rs. 21,420 per annum per household on a sustainable basis from Tasar. From all sources together the incremental income will be Rs.37, 920.The project aims to achieve the following goals.

� To increase annual income of tribal families with the help of tasar

cultivation

� To enhance technical knowledge of tribals there by the productivity

� To reduce migration of the tribal families

� To strengthen community institutions

� To conserve and regenerate natural resources

2.1.3. Thrust area and Key objectives: The proposed project will be implemented by PRADAN in Banka district of Bihar seeks to work with 3,161 families particularly focusing on Tasar as a sub sector through women SHGs as the mobilization base.

The current state of affairs in Tasar sector in the State warrants attention to improve infrastructure support in seed multiplication, promoting establishment of Tasar host plants as economic block plantations, effective utilization of existing resources/infrastructure, extension support for effective dissemination of technologies/improved package of practices for cultivation, rearing of silkworms, upgrading skill levels of the farmers to undertake sericulture activities for income generation, generating adequate trained manpower with technical knowledge and motivational skills, revamping departmental machineries for implementation of development initiatives and their monitoring, coordinating with line Departments, directing efforts for privatization and emphasizing the development of entrepreneurship in Tasar silk sector, with the help of Community Based Organizations. The broad and specific objectives of the project are as follows:

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� Building capacities of all participating families in adopting skills to effectively and profitably engage in livelihood activities based on Tasar sericulture,

� Introduction of improved technologies and practices to push the productivity frontiers for accelerated growth in Tasar Sector,

� Strengthening seed sector to eliminate the key supply constraint in Tasar sericulture.

� Investment to create alternative market mechanisms to ensure fair prices for cocoons.

� Promote Producers’ collective to provide sustainable systems of services to producers.

� Design development and dissemination besides disease monitoring

The main focus of the this project is to facilitate rapid growth in the sub-sector of Tasar Sericulture through capacity building of poor tribal families to facilitate adoption of improved technologies and practices and enabling them to access mainstream markets to sustain the economic gains.

Main Outcomes:

� Increasing skill levels of the tribal households in various activities of tasar sector,

� Building backward and forward linkages across the tasar silk value chain and self-sustaining community institutions,

� Creation of large pool of technical and entrepreneurial capacity for the Tasar sub-sector to increase the bargaining power of tribals,

� Drudgery reduction for tribal women in various tasar activities specially in cocoon conversion through use of tools/ technologies,

� Many `passive’ rearers would become `active’ due to better linkages and market support,

� Youth would be attracted to the sub-sector through improved opportunities for employment and business environment to take up entrepreneurial activities in tribal areas,

� Production and availability of Basic and commercial seed locally,

� Significant improvement in poverty indicators of health and food security

2.1.4. Key Outputs: The detailed processes / outputs during the project would include: Sl. No

Project Activity Detailed processes / outputs during the project period

1. Silkworm rearing o 1579 families would be involved in silkworm rearer’s o Each family will be provided with rearing equipments. o Each family would produce 8,000 to 10,000

commercial grade cocoons. o No. of producers’ collective formed - 1.

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Sl. No

Project Activity Detailed processes / outputs during the project period

2. Tasar seed production (Grainage)

o Total number of Grainage: 24 o Each Grainage would be provided with Grainage hall

and required equipments. o Grainage would be an enterprise at village level o Each Grainage entrepreneur would produce 5,000 to

6,000 DFLs in one cycle o Graineurs would serve the requirement of 25-30

rearer’s in each Grainage cycle. 3 Basic seed

production unit o Total number of basic seed production unit: 1 o Each basic seed production unit would be provided

with one Grainage hall along with processing unit and required Grainage equipment.

o Basic seed production unit would be owned by the collective.

o Each unit would produce 25 to 30, 000 basic seed o Individual basic seed production unit would serve the

requirement of 50 -60 Grainage entrepreneurs 4. Tasar Yarn

Production o Total number of Reelers: 100 o Total no of spinners: 40 o Common facilities for yarn conversion: 4.

5.

Building capacities of all participating families,

o Hamlet level visioning / planning exercises, o Technical training for productivity enhancement, o Handholding support by Community Resource

Persons (CRPs)- 53 in no, on a day-to-day basis, o Technical and extension support by Para-

Professionals – 21 Nos. o support Exposures for adopting improved practices, o Selection and extensive training of CRPs. Reviewing

effectiveness and providing and on-field support. 7. Promoting and

nurturing livelihood federations to ensure sustained availability of linkages and services for the participating families

o Number of Livelihood Federation’s: 3 o Awareness building around the need to collectivize, o Membership training to build a sense of ownership

and to understand the accountability as a member, o Exposure and training of the governing board

members, o Training and support to staff to effectively deliver the

goods and services mandated by the organization.

Project Specific key Outputs in the project period :

� Total Family Coverage under the Project :3,161 � Total Family Coverage under Tasar Livelihood :1,832 � Total Family Coverage through Agriculture livelihood :1,329 � Total Families to be mobilized into SHGs :3,161 � Total Area (in Ha.) of Plantations to be raised :500 � Total No of activity groups promoted :126

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These would lead to additional income of Rs 21,420 from Tasar for 55 % of participant women

2.1.5. Guiding Principles: Various activities across the tasar silk value chain will be planned, operated and managed by the community at a scale, with organizing community based organizations at various levels viz., village, cluster and district level to ensure sustainability; empowerment process at each stage in the project, with participatory bottom-up approach in planning and monitoring; appropriate use of technology in production, as applicable; convergence and leveraging existing resources and infrastructure across value chain, resulting in a set of micro-enterprises to ensure higher incomes; environmental sustainability, promoting regeneration and non-exploitative practices. The key guiding principles at the time of project implementation would be:

� The focus would be particularly on increasing the livelihood of a family with women at the centre stage.

� To utilize the potential of community led institutions – SHGs, TVS and Producer Institutions.

� To achieve the vision with enabling approach.

� To make the initiatives based on community processes.

2.1.6. Values and Non-Negotiable

� Enabling approach through nurturing producers’ institutions with focus on women SHGs for promoting various livelihood options including tasar,

� Community participation in planning, implementation and monitoring of livelihood activities to achieve self-reliance of institutions promoted,

� Functional modules of producers’ institutions to ensure equity in decision making and other activities including benefit sharing which would upheld their dignity,

� Focus on regeneration and maintenance of natural host flora of tasar silkworms with latest technology adoption,

� Establishment of forward and backward linkages across the tasar silk value chain by frontloading with existing infrastructure and resources and

� Covering most of the project stakeholders from the Poorest of the Poor and most vulnerable such as SC/ST, minorities, landless through NTFP based livelihood creation

� Integrity among staff and project participants

� Transparency in decision making

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2.2 Project Strategy The Project seeks to:

• Build on the existing resources viz., systematic plantation raised and infrastructure created under special SGSY and NABARD-TDF projects, natural host flora in the fringe forest areas.

• Build on the social capital nurtured by FIA and PIA in the forms of SHGs, Village Organizations in the district by building suitable Community Based Organizations like TVSs,Block and District Federations.

• Build, systematize and replicate the best practices from the special SGSY and NABARD-TDF projects in Bihar and Jharkhand for tasar and others with respect of other livelihood options like SRI, vegetable cultivation, etc.

• Work with Panchayati Raj Institutions (PRI), Dept of Forests etc., in village level planning and thereby leveraging funds under MGNREGS for plantation raising and maintenance, creation of infrastructure in processing sector, working capital, production incentives, etc with possible convergence.

• Women’s ownership of community assets under the project viz., seed multiplication infrastructure, Common Facility Centres, equipment, implements etc., with formal ownership of women.

• To utilise the funds towards working capital to build the Community Investment Fund for the producer groups and their apex bodies.

The critical areas for development of tasar culture in the proposed project are assured supply of commercial tasar silkworm seed, eco-friendly activities like raising of arjuna/ asan plantation with intercropping and its maintenance for utilizing the same to create seed production clusters, economic upliftment of rural poor with special emphasis on women development & empowerment, organizing producer groups, employing/ nurturing CRPs, creation of infrastructural facilities etc have been addressed. As the plantation raised in the first year would be productive in the 4th year of plantation, to provide regular employment and increase earnings from unit area, intercropping is planned.The BSM&TCs of Central Silk Board located in the state& Jharkhand will meet the entire requirement of nucleus seed under the Project. The PIA/FIA shall enter into a Memorandum of Understanding with CSB for supply of nucleus seed and shall submit the detailed indent well in advance.

The Adopted Seed Rearers (ASRs) shall be from the progressive tasar rearers with a capacity to rear 200 dfls per crop. Till the block plantation becomes productive nucleus rearing will be conducted on natural tasar host flora. The FIA in consultation with the concerned BSM&TC shall make the selection of ASRs. The BSM&TC and FIA shall jointly supervise the seed rearings for quality seed cocoon production. It is the FIA who shall establish backward and forward linkages for the supply of nucleus seed dfls to ASRs and procurement of seed cocoons for production of basic seed dfls by the designated BSM&TC or BSPU in private sector. The rejected cocoons can only be given to the spinners for yarn production.

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The Seed Rearers (SRs) will also be selected from the progressive tasar rearers with a capacity to rear 200 dfls per crop. Till the block plantation becomes productive nucleus rearing will be conducted on natural tasar host flora. The PIA/FIA in consultation with the concerned BSM&TC shall make the selection of SRs. It is the FIA who shall establish backward and forward linkages for the supply of basic seed dfls to SRs and sale of seed cocoons to the Private Graineurs and rejected cocoons to spinners and play the role of facilitator.

The FIA shall carefully select the Private Graineurs and their location taking into consideration of the requirement of Commercial Rearers (CRs). The FIA shall closely monitor the functioning of these Private grainages in association with the CSB units functioning in the area (such as BSMTC, RTRSetc.). The backward and forward linkages with SRs and CRs are very important for the success of theGrainages and FIA shall assist in establishing these linkages, among the Project beneficiaries. Commercial rearers will be supported by the Rearers’ Collectives which can be used by them for storage of critical inputs before crop season and for stifling and storage of cocoons after crop harvest to avoid distress sale immediately on harvest. Value addition through reeling and spinning of cocoons through women groups on pilot scale is planned under the project, which will be upscaled in future. Producers’ Collectives and Community Resource Persons would help to build rural institutions which will address the sustenance issues. Besides for effective monitoring of the project activities, facilitation of various activity groups and documentation of the impact, separate provisions are made under the project.Skill upgradation would be undertaken by imparting training to the beneficiaries/ entrepreneurs on proven technologies. Project personnel would also be trained on different technical and managerial aspects, project implementation, monitoring, reporting etc.

Success of the project and sustainable development of the industry largely depend on the well-equipped human resources in the state. Exposure to the industry to study the practices adopted in the other traditional states where tasar culture is being practiced, motivation and training of all the project personnel involved in then implementation of the project in all aspects including technical & management aspects, healthy work practices, adoption of improved technologies and extensionmethods would pay rich dividends in overall development of the industry and successful implementation of the Project. It is proposed that all the front-line workers of FIA would be trained through management and competency development programmes, which in turn would design and conduct training programmes for the beneficiaries in their respective activities and also on the community related aspects.

Hamlet-level groups of cocoon producers called Tasar Vikas Samitis would be formed to support silkworm rearer’s to access technology, services and fairer markets. On similar lines, the primary groups of yarn producers ensure year-round supply of raw materials (cocoons) for its members and support them for collectivized marketing. The primary producers’ groups and the SHGs help their members to access credit from banks.

The overall initiatives undertaken in our project areas will be sustained by tiers of producers’ collectives. Tasar sericulture will provide an incremental income of Rs. 21,420 to a producer-family (silkworm rearer’s, Grainage entrepreneur and yarn

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producers) from their slack labor and idle assets (such as wastelands). Given the economic profile of households, many a times, this level of income contributes to almost 100% income enhancement of the household. Families are able to invest their earning in debt redemption, recovery of mortgaged lands, buying pump sets, repairing or constructing houses and in educating their children in good schools.

2.3 Community Institutions Architecture 2.3.1. Past experience of FIA

2.3.1.1. Past experience in forming/nurturing women based groups and

experience of promotion of agriculture based liveli hood promotion with them:

For PRADAN, Self Help Group is the primary socio-economic institution to foster the drive for change. Through their systematic engagement in saving and credit activity the women and the concerned HH get a platform to experience values of mutual help, trust, equality, and transparency. PRADAN professionals facilitate new areas of thought for different livelihood opportunity at the member/family level. We consider SHGs as foundation to assist community especially woman in her movement towards sustainable livelihoods and well-being in a way that she takes charge of her own development. PRADAN worked to form and support 7,700 SHGs with a membership of 120,000. Most of our SHG members belong to marginalized communities with 66% members are from SC/ST communities and the rest 34% are from OBC and Others.

Due to continuous deliberation by our professionals about the larger role of SHG other than microfinance, it has been seen that there happened a change in the outlook of SHGs. About 65% of the SHGs are actively engaged in enhancing the livelihood activities of their households. This includes concrete plan and actions towards increasing period of food security at households through productivity enhancement of food grains and increasing cash earning by ways of diversifying into cash crops or embarking on business ventures. About 26% SHGs are actively discussing the issues other than microfinance. The discussions were more on midday meals, PDS, legal aid health and sanitation related. At the operational level, the major emphasis is on strengthening SHGs and associative tiers and the producers’ collectives to prepare these bodies for sustainability of programmes.

In places where PRADAN have been implementing Special SGSY projects, the SHG members participate in the preparation of the hamlet level Detail Implementation Planning (DIP) and influence decisions relating to village planning. The SHG members are responsible for the implementation of the plan including measurement and certification of works pertaining to asset creation, approve expenditures for the same and periodically report the progress of the works to the DRDAs.

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2.3.1.2. PRADAN’s experience of promotion of NTFP b ased livelihoods with tribal groups

Tasar sericulture is one of the NTFP based livelihoods in which PRADAN in association with CSB has done extensive works over the past two decades to systematically create livelihood opportunities for the Tribal Families in the project areas of Jharkhand and Bihar. PRADAN set up its Tasar project in Godda district of Santal Parganas in 1988 and extended its operations to cover Dumka, West Singbhum and Saraikela districts. This region is the host of 50,000 traditional Tasar silkworm rearer’s. Following are some of the initiatives, where PRADAN has contributed to in Tasar Sericulture and the impact of the same on Tribal families: � Organizing traditional rearer’s, to protect and maintain their host tree stock

(such as Terminalia arjuna and Terminalia tomentosa) in the Forest Revenue lands. Protection against illicit tree felling, regular pruning/ training resulted into rejuvenation of about 15000 Hectares of Tasar host flora in the natural forests. These forests, brought to pristine form, are now being utilized by nearly 5000 families for Tasar silkworm rearing to earn livelihoods.

� Raising 5,450 Hectares of plantations of Tasar host plant Terminalia arjuna in the wastelands owned by over 7,600 families. About 50% of the plantations were raised in forest-fringe villages to stabilize the production bases of the traditional rearer’s. The remaining is undertaken in villages with no history of Tasar silkworm rearing. Here the purpose of the intervention is to create promote silkworm rearing in `non-traditional areas’.

� One of the major problems in Tasar, at the level of the silkworm rearer’s, is

lack of availability of good quality seeds. Only 15% of the total requirement for seed is met through supply from the Government sericulture establishments. PRADAN pioneered in establishing private seed production units called Grainage in Tasar sector. Grainage is an establishment where quality seeds or Disease Free Layings (DFLs), as these are termed; are prepared through scientific elimination of diseases from the Tasar eggs and are distributed among the rearer’s. It trains young people from the rearer's community and helps them set up Grainage in their villages. These Grainage function as home based service enterprise to produce high quality DFLs and cater to the rearer’s in the local area. So far, 300 such Grainage have been promoted to produce around 15-Lakh DFL units to cater to the requirements of 8,000 silkworm rearer’s. This intervention has significantly contributed to stabilize Tasar cocoon production in the sector.

� Promoting the concept of scientific rearing among silkworm rearer’s. Use of

DFLs, has been accepted as a regular practice by all the rearer’s. Further, the rearer’s have been trained to adopt early stage rearing under nylon nets to protect the young worms from elements and pest-predators. The average annual production of cocoons from project supported rearers is about 50-60 million pieces, contributing to nearly 15% of the total production of the country.

� Participation of women in Tasar silkworm rearing is a significant feature in the project areas. Traditionally, participation of women (in their reproductive age)

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in Tasar silkworm rearing is a taboo. PRADAN has worked closely with the women SHGs that strongly advocated breaking the taboo and creating an equal ground for the women to carry out silkworm rearing and earn livelihoods. Today, the enhanced productivity of cocoons in our project areas is widely attributed to the hard works of women.

� Yarn production activity among women which has no-prior history, was

introduced as one of the project activity starting UNDP project. Currently, the activity involves about 1050 women producers. The focus here is to introduce improved reeling / spinning technology, capacity building of women to become proficient producers of yarn and building service linkages to carry on the enterprises at the grassroots. On an average, about 15-18 MT of Tasar yarns are produced in the project areas that meet the specifications of discerning markets.

� Created a pool of 350 Community Service Providers, capable of providing

efficient services pertaining to input supply, production management and marketing of various produces. The CRPs fill in the critical gaps related to expertise and services at the level of the producers to enhance the overall performance of the sector. These people play significant roles for the extension of Tasar sericulture activities in the project areas.

� PRADAN has built a team of Professionals and Subject Matter Specialists, trained to work with the producer communities, competent to handle the complexities of extending the activities in remote locations, maintaining high performance standards and fostering formal / informal producers’ collectives to put them at the forefront of the sectoral growth.

� The Collaboration between PRADAN and the Central Silk Board, the apex sericulture organization in India for over a decade, is perhaps the longest GO-NGO partnership to promote grassroots action in Sericulture sector. This collaboration resulted into significant policy changes, large scale public investments in Tasar sector (which normally receives much less investment compared to Mulberry silk) and creation of a community based model for sericulture development to eradicate mass poverty.

2.3.1.3. Best practices adopted by women groups:

PRADAN has played a major role in demystifying technologies evolved by CSB institutes and suited to the rural community and trained cocoon and yarn producers to adopt improved technologies. The training programmes have included both men and women. Upgradation/introduction of skills through training and introduction of improved technologies have meant that income levels for women have increased significantly.

All the producers have been covered under various trainings; the method included a series of in-house and field training followed by refresher events. The trainings were followed up by rigorous monitoring and review. PRADAN follows group approach that facilitates experience sharing among producers, distilling best practices and adoption of the same. Each producer is supported for periods of 2-3

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years to pass the learning curve. Some of the best practices widely adopted by the producers are as following:

� Utilizing large tracts of privately owned fallow / wastelands for raising Tasar Host plantations,

� Use of only Disease Free Layings for silkworm rearing,

� Use of nylon net to protect young larvae from elements and pest-predators,

� Use of prophylactic measures to avoid disease outbreak,

� Monitoring quality parameters of Tasar eggs in private grainages by the producers collectives,

� Paying the cost of CRPs by the producers against the services,

� Data collection and review of performance in the primary level organizations,

� Use reeling / spinning machine by women for yarn extraction,

� Use of Solar power for reeling units,

These best practices ensure income to the producers on a sustainable basis and help the producers to attain self-reliance.

2.3.1.4. Strategies undertaken in the past in enabl ing access to credit and markets through the women groups/federations:

PRADAN played a major role in creating a value chain in tasar sector. The main elements of the strategy included: creating village-based supply of disease-free layings (DFLs) of Tasar moth; promoting scientific rearing practices to reduce mortality among silk worms; raising plantations of host trees on privately owned wastelands and promoting Tasar yarn production among Tribal communities.

A major strategy of PRADAN was to collaborate with parastatal organization like the Central Silk Board that opened windows of opportunities by ways of access to improved technology, critical inputs like foundation seeds, exposure and training of professionals and funds for demonstration and upscaling of interventions and opportunities to collaborate with other mainstream stakeholders. PRADAN closely worked with CSB to develop an array training modules for the benefits of the producers.

Hamlet-level groups of cocoon producers called Tasar Vikas Samitis have been formed to support silkworm rearer’s to access technology, services and fairer markets. On similar lines, the primary groups of yarn producers ensure year-round supply of raw materials (cocoons) for its members and support them for collectivized marketing. The primary producers’ groups and the SHGs help their members to access credit from banks.

Tasar production is now a major economic activity in the area. The production of Tasar cocoons from the project promoted producers (over 7500 Tasar silkworm rearer’s) constitutes about 15% of the national production. The overall initiatives undertaken in our project areas are being sustained by tiers of producers’ collectives. Tasar sericulture now provides an incremental income of Rs. 10,000 to Rs. 15,000 to a producer-family (silkworm rearer, Grainage entrepreneur, yarn

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producers and weavers) from their slack labor and idle assets (such as wastelands). Given the economic profile of households, many a times, this level of income contributes to almost 100% income enhancement of the household. Families are able to invest their earning in debt redemption, recovery of mortgaged lands, buying pump sets, repairing or constructing houses and in educating their children in good schools.

2.3.2. Proposed plans/ strategies as part of the Project 2.3.2.1. Proposed strategies to ensure implementati on of the project

community processes including use of community reso urce persons and enhancement of their capacities

It is essential for the project to create appropriate mechanism for rigorous monitoring, door step delivery of services and enabling the producers to follow strict quality control regime. PIA/FIA would create cost-effective and efficient mechanism by involving village based resource persons who would perform the key functions of managing input-output linkages and ensure delivery of inputs and services at the doorstep. These people will manage linkages for seeds, would help the community in procuring inputs such as fertilizers, seedlings, DFLs, establishment of village level nursery for the production of seedlings and also help them in storage and marketing of cocoons under the project. Village level Community Resource Persons will be selected and provided with all relevant training on the implementation and management of the project and delivering different kindly of service even after the end of the project. The technical training to the CRP would be provided jointly by PRADAN and CSB resource person.

2.3.2.2. Systems and checks put in place to ensure that the local resource persons are accountable to / managed by the women i nstitutions.

The Local resource persons would be nested /hosted at Primary level organizations such as Tasar Vikas Samiti or Yarn Producers’ groups. PRADAN would work intensively with the primary groups to enable them to govern the Community Resource Persons (CRPs). From the beginning, the systems of submission of monthly plans by CRPs and review of the same by the primary groups would make the governance process participatory and effective. In medium to longer term, the primary groups would pay the CRPs against the services rendered. This arrangement would demand accountability and performance from the CRPs.

2.3.2.3. Plans to enable women institutions/produce rs’ collectives to put in place a transparent self-monitoring and review mech anism internally for program improvement.

At the primary level, the producers’ groups are small—based on a hamlet or a village. The smaller size of the group would help in strengthening group processes chiefly through face-to-face interaction. Such a setting is ideal for promoting an ambiance of openness through proper facilitation. The members learn from each other through experience sharing, setting goals collectively and jointly monitor their movement towards goal attainment. Normally, after every production/ business cycle, the producers share their results and assess performance and take corrective actions.

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2.3.2.4. Briefly elaborate on systems/ and procedur es that you propose to put in place for adoption of best practices by the women institutions /producers’ collectives.

Rigorous training, exposure, facilitating experience sharing among producers and an internal review mechanism among the producer groups for assessing member performance and CRPs would go a long way towards supporting producers to adopt best practices, set better standards and create space for mutual learning. PRADAN would involve the women institutions / producers’ groups at every stage from planning, implementation and review in order to create a strong stake of the villagers. Delegating financial responsibility to the primary groups—including the task of fund handling, record keeping and periodic reporting of progress would be important procedures to build ownership of people in the project.

2.3.2.5. Building federations at different levels f or sustaining collective action.

The project will ensure federated bodies at two different dimensions integrating and differentiating both social and livelihood perspectives. In the social front federated bodies of SHG will anchor whereas Producer collectives will knit tightly the variables of livelihood. These federated bodies shall play the role of overall monitoring and also create linkages for its member groups and positive synergy with other stakeholders in the project context in local area. The producers collective would come as and when the production volumes of different commodities go up and also the demand for related services emerges – it would also take up the mandate of developing input and output linkages. Creation of appropriate organizations, designed to enhance the stake and control of the producers, would be a major challenge in the context of Tasar as majority of the producers come from the tribal and backward communities and are financially very poor. However, it is envisaged to create relevant institutions with the involvement of the producers and enabling them to exert their control in the long run.

2.3.2.6. Role of Community professional and communi ty resource person

Emphasis will be given on selection of beneficiaries, organizing Self Help Groups (SHGs) for various activities, signing of agreement with beneficiaries, development of infrastructure etc during the early period of the project, to get maximum project output and keep the tribal’s interested in Tasar culture, utilization of the existing Tasar food plants in the forest areas/ raised under other schemes, Skill up-gradation, handholding support to beneficiaries in creation of activity groups are the primary activities which will be achieved by engaging Community Resource Persons (CRP). Disease monitoring, technological support etc will also be looked after by these groups of resource person’s. Development of pool of Community Resource Persons will be a prime focus of the project. The SHG/VLC members shall identify from their villages one person with certain skills set like basic mathematical ability, writing and communication skills, acceptable to all/most families and one who is willing to extend himself/herself for supporting others in and around the village as community service providers.

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2.3.2.7. Control of CBOs over the fund flow mechani sm

The project would be implemented by existing PRADAN team based at Block/ District level and headed by a team Coordinator and an anchor at the Project level for the project implementation. The team would set up a Field Implementation Units (FIU) at Block level that would spearhead grassroots action. The FIU would comprise Professionals, Subject Matter specials and assistant.

At village level where there is a potential of sericulture, all the women would be organized in to SHGs and after conducting a baseline survey the Tasar producers would be organized in to an activity group called “Tasar Vikas Samity” (TVS) out of SHGs comprise plantation farmers, rearers, Graineurs, reelers and spinner.

The implementation structure will create space for the individual activities and will be supported by well stated processes to guide the implementation structure. At first village level planning will be done by the activity group (TVS) where individual families will express their interest, resource base etc. and based on the physical plan, TVS will place their requisition for the transfer of fund in to TVS account specially dedicated for the project implementation. The requisition will be further verified by the concerned PRADAN professional and will be submitted to PRADAN. Based on the requisition PRADAN team at Block/District level would transfer the fund in to TVS accounts.

The individual families with the help of TVS and the community service provider will implement the activities and the bills/ Master rolls of the works will be raised on weekly basis and payments will be made as per the bills/ Master rolls of the works produced. The bills against the grants will be submitted to PRADAN after verification by the representative of PRADAN along with representatives from TVS and the community service provider. Here the role of monitoring will be undertaken by the TVS & PRADAN. Individual families will carry out the activity under the handholding support of Service Provider and the Representative of PRADAN. TVS will submit the entire bill to PRADAN at the end of every month and after settling all the accounts fresh requisition will be placed based on the plan along with the physical and financial report.

The project implementation plan will be developed and the detailing of the plan will be done by conducting a specific TVS meeting for the planning process and proper minutes will be kept. The members of TVS will also be trained by PRADAN around the processes, financial management, monitoring etc.

Keeping such a small group will help members of the TVS to interact with each other effectively, maintain the regimentation of the activity. These Primary level organization’s (called `Tasar Vikas Samity’) main concern will be selection of rearers, selection of proper rearing site, maintenance of host plants, promotion of new plantations, monitoring of quality standard of DFLs and helping rearer’s to access services for rearing and marketing of cocoons.

Rigorous training, exposure, facilitating experience sharing among producers and an internal review mechanism among the producer groups for assessing member performance and CRPs would go a long way towards supporting individual

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families/ producers to adopt best practices, set better standards and create space for mutual learning. The PIAs would involve the women institutions / producers’ groups at every stage from planning, implementation and review in order to create a strong stake of the villagers. Delegating financial responsibility to the primary groups—including the task of fund handling, record keeping and periodic reporting of progress would be important procedures to build ownership of people in the project.

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Chapter 3: Detailed Program Components

3.1. Details of Proposed Action

This project proposes to build on the foundations of a) large scale social mobilization of women facilitated by PRADAN for nearly two decades in Bihar and b) an array of livelihood propositions for the marginalized, based on Tasar sericulture that have been made standardized through decades of meticulous efforts by PRADAN with support from the Central Silk Board (CSB).

As mentioned earlier, the mainstay of livelihood interventions would be around Tasar Sericulture, a forest based activity, traditionally undertaken by communities living in forest villages. The proposed project would exploit the benefits of recent advancements in the sector to extend the livelihood opportunities to newer clusters, covering families with no prior experience to facilitate adoption of improved technologies of Tasar sericulture and enabling them to access mainstream markets and sustain economic gains.

This project is designed to capitalize on the revival and growth attained in Tasar sericulture in recent years in Bihar & Jharkhand through intensive efforts of PRADAN in collaboration with Central Silk Board to implement a Special SGSY Project for development of Tasar Sericulture. The idea here is to broad base the best practices of the above-mentioned project within Bihar to benefit a large number of poorer households.

Besides enhancing the stake and involvement of the women in the income activities like Tasar sericulture, the project would work for strengthening their position at household. Although women play a central role in agriculture, yet low productivity of rain fed farming hardly supports the family to meet year-round food requirement. Food shortages affect women most, both physically as well as emotionally. As homemakers and rearer’s of small children, they bear the emotional trauma of coping with hungry children, and are most likely to receive less or go without food in times of shortages. The project proposes to support at least 45% of the participating families to overcome food shortage by ways of increasing their paddy production. This effort would be further supplemented by SHGs and Cluster associations, who will support their members to claim food grains from PDSs.

By way of activities, the project would:

� Strengthen the existing SHGs and clusters and orienting them to livelihood activities,

� Promote functional groups of Tasar silkworm rearer’s comprising of women and men,

� Promote District / Block level aggregations (formal or informal) of the primary groups. These organizations would enable the producers to sustain their initiatives,

� Implement a variety of activities pertaining to Tasar sericulture to build capacity of producers, equipping them with implements and accessories, create assets

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such as seed production units, host tree plantations, reeling units, sorting-grading centre’s,

� Support at least 45% of the participating families to adopt improved technologies and methods (such as SRI) of food grain production. The SHGs and Clusters would support the remaining families to claim their entitlements for food grains from PDS.

� Promote a cadre of community based service providers to provide hand holding assistance and linkages for credit and market for the participating families.

� Promote and nurture suitable Livelihood Federations to provide sustainable systems for services to the project participants,

� Undertake activities pertaining to documentation of processes, impacts and for wider dissemination of experience.

3.1.1. Plans for promoting and enhancing food and n utritional security for women farmers

The initiatives proposed viz., improved agriculture and vegetable cultivation in the backyard would provide required food security round the year resulting in arresting the malnutrition in the tribal populace. PRADAN will also try to encourage the members for the consumption of vegetables and food grain produced to increase the nutritional security of the members.

3.1.2. Strategies addressing sustainable/evergreen/ regenerative NTFP practices

Research Institutes of the Central Silk Board have come out with many technologies in seed, pre-cocoon and post-cocoon sectors, which were tried and fine-tuned adding the indigenous knowledge of the tribal’s who are practicing Tasar culture as tradition. The proposed project interventions would help in increasing green cover through rejuvenating and safe guarding Tasar host flora in the fringe forest areas and also taking up block plantations in private waste lands.

Pre harvest, harvest and post-harvest protocols dev elopment : Community protocols will be developed by integrating traditional and scientific knowledge in regeneration, maintenance and rearing management techniques based on best practices elsewhere with required modification. The project will train the project participants in various activities of Tasar culture on best practices and provide improved rearing, grainage equipment and cocoon reeling machines to them.

Use of indigenous knowledge : The project will make use of rich indigenous knowledge and technologies in Tasar host plant regeneration, Tasar silkworm dfl incubation, and seed production etc for sustainable use of resources for enhancement of tribal livelihoods.

Suitability of technology to the local agro-ecology : The existing practices and technologies will be studied, validated and community consultation will be facilitated to assess the suitability of technology for adoption before introducing.

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Resilience to climate change – Integrated Natural R esource Management : The project is also encouraging NTFP/MAPs for additional income. The project is also promoting agro forestry models by developing land and water resource development so as make it integrated natural resource management. All these initiatives will have reasonable resilience to climate change factor.

Soil and water moister conservation steps proposed would improve the soil condition, check soil erosion etc. Intercropping, improved agriculture practices and vegetable cultivation would bring improvement in soil health and productivity.FIA will encourage the use of organic matters in all the activities along with that it will seek support from CSB to provide alternative solutions of inorganic practices.

3.1.3. Targeting : Approach and Details on tribal N TFP collectors as project participants

Informal village level groups like Tasar Vikas Samity (TVS), Livelihood Federations, Rearer’s’ Collective and other Activity sericulture groups are responsible for various project activities. Their role includes planning, implementing and monitoring the entire range of activities. These groups would meet once in 15 days to plan and budget for various activities. These groups will have their own bank account for thrift, and maintain its accounts and stock book for material transactions, which are audited. With formation of these groups, increased tribal participation was sought at every stage of project activities starting from site selection, planning, budgeting, and taking up the related activity with all required care. All the financial and material transactions with individuals in the villages are carried out through the respective activity groups.

At the start of the work, these groups are facilitated to prepare a detail work plan and budget based on their abilities to contribute labor and material. The work plan and the budget of the groups are submitted to Field Implementing Agency (FIA) office through the functionary of FIA operating in the area. Once the work starts in the village, PIA functionary assesses the progress of the work and monitors the expenditure details and recommends release of the next indent directly to the bank account of the groups. The groups incur the expenditure for the said purpose and submit the work done/ utilization certificate to FIA. Due to group involvement, it would be relatively easy to collect the beneficiary share and also to resolve local issues besides group can exert pressure on individuals to increase their contribution so as to improve the group’s financial position for lean periods.

The FIA shall constitute various committees such as Beneficiary Selection Committee, Purchase Committee etc. and follow the prevailing rules, regulations and standard practices. The transactions and dealings shall be transparent and the books of accounts, records shall be made available to the Officers associated with implementation of the project at any time. The PIA/FIA shall maintain the Accounts by following standard practices and books of accounts, get the accounts audited as per the rules and procedures followed by the PIA/FIA in respect of funds received from Govt. of India and other sources, shall submit UCs along with audited statement of Accounts every financial year. The PIA/FIA shall submit quarterly progress reports to the MoRD and the Member Secretary, CSB &Chairman, PMB in the prescribed formats.

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Major technological inputs viz., chawki nylon nets, microscopes etc., will be purchased through centralized purchases as per recommendation of Purchase Committee (comprising the CSB, PIA/FIA, DOS or any other Line Department, as the case may be) for the project on a rate contract for the entire project period. Release of project funds to carry out remaining activities would be directly to accounts of the activity groups as per recommendation of work plans by CBOs.

3.1.4. Plans for Post-project Sustainability and Sc aling-up strategies

Tasar culture is an age old practice in the project area of the rural poor specially the Scheduled Tribes. The assured availability of quality commercial seed, improved technologies and the means for its adoption provided under the project, increase in the food plant population by maintaining Tasar host flora in natural forests/ private waste lands and chawkie garden leads not only to the increased production and productivity but also to sustain the project beyond the project period.

Organization of beneficiaries and different stakeholders into manageable groups, SHGs, TVS, and integrating them into Livelihood Federations would strengthen the development of the industry. Establishment of required infrastructure within the project area, capacity building through training programmes and study tours, establishment of credit linkages with financial institutions helps in sustainability of the project. The increased earning capacity of the beneficiaries with increased productivity and quality, development of viable rural enterprises such as Private Grainage, Seed rearing, reeling, spinning, etc would take the project beyond simple sustenance to a viable commercial activity.

The project empowers rural poor in general and the women in particular economically with the introduction of the activities through technologies, which are women friendly, child unfriendly, hygienic and superior in terms of both quality and quantity production. This would along with introduction of improved machinery and technologies, establishment of backward and forward linkages between various groups would definitely result in self-sustainability of different activities. The present Project is formulated based on the experience and lessons learnt during the earlier developmental Projects with an emphasis on formation of groups and producers’ collective with establishment of effective forward and backward linkages. The biodiversity conservation is another important issue that is being effectively addressed through raising of plantations and scientific utilization of the forest trees. These measures on adoption by the existing Tasar rearer’s as well as by those who take up the new rural micro enterprises like the private Grainage by the middle level educated unemployed, contributes to the sustainability of the project beyond the project period. The economics of various activities like private Graineurs, seed and commercial rearing besides yarn production activities indicates that the Project components rightly contributes towards poverty reduction, gender equity and has all the potentialities of a sustainable rural model for socio-economic development. Project output would be compared with the following indicators.

� Cocoon Productivity: 32 seed cocoons per dfl in the Seed crop and 50 Cocoons

per dfls in the commercial crop.

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� The entire requirement of dfls in the commercial crop would be met through village based private Grainage to be established under this project.

� Gestation period for newly raised plantations would be limited to 3 years by adopting recommended technologies.

� By the end of third year, the Livelihood Federations would attain self-reliance to sustain targeted standards of production.

� Livelihood Federations will be self-sustainable in operation.

3.1.5. Plans aiming at drudgery reduction for women NTFP collectors

The technology inputs and small equipment in Tasar host plant raising, Grainage and silkworm rearing are women friendly and help them to carry out the activity without drudgery. Even the small branches of Tasar host plants at the time of cocoon harvest would help them to get required firewood instead of depending on forests for its collection. 3.1.6. Plans for awareness generation with regard t o “NTFP Collector’s”

rights entitlements under different schemes related to her identity as “NTFP Collector”:

Tasar for time immemorial is considered to be male domain, even in many places females are not allowed in the rearing sites with a belief that they will bring bad omen. However, with the introduction of Tasar block Plantations, engagement with SHG’s, continuity of focus on women has somehow eased the penetration of women in the activity. But still the development of a major portion of the human resource is completely neglected. Having recognized this acute imbalance against the women, the project plan and processes would address the inequities in the following manner-

� To ensure almost 100% participation of women in all programs and schemes

though males would also be one of the participants in decision making and training events

� Sensitization of stakeholders on the issue of Gender discrimination in SHG,

TVS and gramsabha meetings � Increase role of women in decision making and income through various

initiatives � To bring the services at the farmers doorstep and technical support at village

level to ensure women participation. � Introduction of drudgery reduction tools and equipments and with different

women friendly techniques � Technical support and extension services to be provided at the level of Self

Help Groups - market information, credit facilities.

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3.1.7. Strategies for Development of pro poor value chain around Women NTFP collectors ensuring increased access to market and market information for better marketing of their products

Micro-entrepreneurial models evolved and tested on scale during the Special SGSY Projects in Bihar and Jharkhand viz., nursery raising, seed and commercial rearing, Tasar seed production would be key livelihoods besides improved agriculture and vegetable cultivation. Viable linkages would be developed amongst these activities and also with value addition across the Tasar chain. At present key constraint in the Tasar value chain viz., Tasar basic and commercial seed production and supply is being addressed through the initiative. Organization of beneficiaries and different stakeholders into manageable groups, SHGs, TVS, and integrating them into Producers Organizations would strengthen the living conditions of tribal’s with increased access to knowledge, credit and market. Establishment of required infrastructure within the project area, capacity building through training programmes and study tours, establishment of credit linkages with financial institutions helps in sustainability of the project. The increased earning capacity of the beneficiaries with increased productivity and quality, development of viable rural enterprises such as Private Grainage, Seed rearing, reeling, spinning,etc would take the project beyond simple sustenance to a viable commercial activity. Introduction of improved technologies and establishment of backward and forward linkages between various groups would definitely result in self-sustainability of different activities. Above all, the adoption of best practices of the earlier phase of special SGSY project would make the whole proposed interventions robust and sustainable. The economics of various activities like private Graineurs, seed and commercial rearing indicates that the Project components rightly contributes towards poverty reduction and has all the potentialities of a sustainable rural model for socioeconomic development. At present, average disease free laying consumption per ha ranges between 150 and 250 only. Under the project, it is proposed to increase the brushing capacity to 300 dfls per ha by providing inputs to the existing systematic plantation and also by raising block plantation. With the farm inputs provided under the project and adoption of improved rearing technology, the cocoon productivity would increase to 50 cocoons per dfl and a farmer would be getting an estimated additional annual income of over Rs 14,000/- for engagement of about 100 days. Additional income through private Grainage would be around Rs. 18,700/- and through that of Basic Seed Production would be around Rs. 68,000/-. In case of intercropping in block plantation, an additional income of about Rs 4,000 to 5,000/- would be generated, which will enable the farmers to maintain the systematic plantation during the gestation period. Further, linkages with the existing conversion facility available in the state wouldbe made to the cocoon producers for assured marketability. In view of the huge demand –supply gap of Tasar silk in the country efforts would be made to promote conversion clusters in the project areas in the next phase once the production of cocoons stabilizes.

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3.1.8. Strategies for disseminating knowledge. Incl uding plans for skill up gradation among women.

Women are the back bone of the tribal community. Women plays significant role in both household and economic activities, still they are having socially lower status. Organizing women into SHGs and building capacity through training would make them driving force of the village. Training and capacity building would very important component of the project. PIA team would require exposure visit to different organization for learning best practices and new technologies relevant to the project.

All the members of SHG would be provided with membership training, leadership training, book keeping and livelihood visioning. Promoting and nurturing these organizations around SHGs of this area would be meaningful and facilitate pro development processes. They will be actively involved in various trainings on Tasar and other sectoral activities, on-field training by CRPs etc.

Men and women of the target families can be taken to see related works of different agencies to broaden their understanding on natural resource management. To groom women to mature SHG members, knowledgeable and skilled human resources, these women need different trainings like membership training of SHG, technical training, entrepreneurial training, membership of people’s institution, etc.

For every aspect of interventions, there will be a strong focus on building required skills and capacities among the beneficiaries in order to enable them manage their livelihoods in the long run. Training would be provided to all categories of beneficiaries to help them acquire technical skills. Additionally, Entrepreneurial Motivational Training (EMT) for the beneficiaries to promote self-reliance among producers in their business would be included. A large number of village based community resource persons would be trained under the project. This resource person would be part of a rigorous follow-up mechanism to offer handholding support to the beneficiaries of the project.

3.1.9. Plans for increasing access of credit to wom en farmers and women groups.

While credit would be mobilized from the SHG savings for routine activities and for activities like seed production, the groups would approach the financial institutions to mobilize credit for the working capital requirements.

3.1.10. Please elaborate on the direct ‘incremental ’ income (returns) to farmers through proposed project.

The incremental income should be sustainable. Proposal may include cash flow projections to indicate changes at the level of project participant, the cash flows will include savings through reduction in costs - e.g. low external inputs use sustainable technology, regeneration.

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Prior to the similar initiatives in Bihar and Jharkhand through SGSY Projects, most of the traditional Tasar farmers were rearing occasionally that to as part of their tradition and not on commercial scale. While models of seed production are absent in the proposed project area, average income from Tasar is in the range of Rs. 4000 to Rs. 5000/-. The present initiative can build all the required linkages so as to make available critical inputs and services available at the door steps, would ensure taking up Tasar silkworm rearing on a regular basis and following the technologies for assured higher incomes.

Plantations raised and rejuvenated would take care of the Tasar silkworm rearing for over four decades with initial project support for raising and maintaining them. While the initial costs are quite high will be mobilized from project assistance, for the later years system is built in to keep aside fund required for minimal maintenance costs, from the cocoon sales. Due to well-knit linkages between basic seed Grainage, seed rearer’s and private Grainage within the cluster would sustain beyond the project period.

With the proposed interventions while commercial rearer’s can get an estimated incremental annual income of over Rs 14,000/- per crop. Additional income through private Grainage would be around Rs. 18,700/- and through that of Basic Seed Production would be around Rs. 68,000/- for the group. In case of intercropping in block plantation, an additional income of about Rs 4,000 to 5,000/- would be generated, which will enable the farmers to maintain the systematic plantation during the gestation period. Except the income through intercropping, incremental incomes through other activities do not only sustain would definitely increase due to capacity utilization, improvement in quality due to increased skill levels. Further, the costs of production would come down and earnings would increase due to technology intervention and capacity building. Also due to linkages amongst the activity groups dependency on others will come down which reduce the incidental expenditure to take up various activities.

3.1.11. Community Contribution: It is planned to raise community contribution in almost all the activity components namely – Raising of block plantation, Assistance to different strata of rearers, Grainage etc. Apart from these, the community shall be encouraged to pay for services of CRPs at a later stage preferably just after the project period. The contribution would come in different ways:

� Depositing in cash – The family can deposit the contribution amount as decided in the TVS meeting to the Tasar Vikas Samiti’s (TVS) account before the work starts.

� Depositing in installments - If the family is not able to pay the amount upfront,

then they can pay the amount in different as the work progresses from their own wage payment or other means in that proportion.

� During work through Labour – The families with whom the activity is done, if

their family members work in that activity, they would not take the part/full wage payment till the point their share of contribution amount is completed.

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� In the form of Kind – For agriculture operations, contributions for farm inputs can come from farmers own inputs.

The contribution amount collected shall be deposited with TVS along with its records.

3.2 Convergence with MGNREGA and other line Departm ents

The total project cost will be raised from two sources respectively MoRD and CSB, other than that convergence from any other sources are not considered during conceptualizing the project. MoRD and CSB will provide the total grant of 100% having individual share of 75% & 25% respectively, if required the remaining amount will be contributed by the project families either from their own contribution or by arranging loan. However, with emerging opportunities and latest guidelines issued around Tasar Plantation under MGNREGA, it will always be emphasized to take the Raising of Block Plantation activity under the convergence from MGNREGA, besides exploring convergence opportunities from other sources including RKVY, NABARD etc.

3.3 Training and Capacity building of communities

Success of the project and sustainable development of the industry largely depend on the well-equipped human resources in the state. Exposure to the industry to study the practices adopted in the other traditional states or the project areas where Tasar culture is being practiced would pay rich dividends in overall development. It is proposed that all the beneficiaries would be trained in their respective activities and also on the community related aspects. Tasar sericulture may be an entirely new vocation for the families to be selected. Thus for every aspect of interventions, there will be a strong focus on building required skills and capacities among the beneficiaries in order to enable them manage their livelihoods in the long run. Training is needed to help people acquire technical skills. Additionally, PRADAN proposes to carry out Entrepreneurial Motivational Training (EMT) for the beneficiaries to enable them embark on new ventures. Some of the community specific trainings are as follows

� Technical training for Households for implementation of sericulture activities-

1,832 families will be trained to ensure the technical skill around different activities of Tasar Sericulture like Nursery raising techniques of Arjuna plants, Seed crop Rearing, Commercial rearing, Grainage, Reeling, Spinning etc. The families will also be taken for exposure in different established areas to see the impacts of Tasar Sericulture.

� Technical training for sectoral activities- 1,329 families will be imparted training around technicalities of improved agriculture, vegetable cultivation and along with that exposure visits will also be conducted in the successful adjoining areas.

� Institution building of Livelihood Federations- Families in livelihood activities will be trained in leadership, membership; Governance related trainings, so that the activities can fully run by the collectives. The board members will also be given exposure to successful collectives.

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3.4 Training and Capacity building of Community Pro fessionals PRADAN will also use the services of a number of village based resource persons who would be part of a rigorous follow-up mechanism to offer handholding support to the beneficiaries of the project. The CRPs play a critical role in extension services, taking the knowledge and delivering it to the farmers based on their context. The CRPs thus need constant training and exposures in process, communication and technological parameters, handling of tools and equipment to enhance their knowledge and skills. A series of trainings and exposures have been planned for CRPs right from the stage of planning, on-going implementation phase and also post seasons review. They are provided training on documentation, yield estimation process. 53 CRPs and 21 Para-professionals are expected to be trained and nurtured within the project period.

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Chapter 4: Implementation Arrangements

4.1 Implementation Plan

4.1.1. Elements of Implementation Process

The implementation would be centered on activity group and its collectives. The proposed project would be anchored at the village node, with forming an implementation body among the rearer’s themselves of the respective villages. A CRP would be assisting these members of activity group and working under them. For smooth implementation this group with CRP would meet weekly for planning & monitoring and supervising during the week. All the members would sit together reviewing the performance in monthly meetings.

Grassroots mobilization :

� Identification of potential cluster � SHG saturation in the selected area, � Formation of activity groups,

Engaging with producers for livelihood promotion :

� Livelihood planning with families, � Training of families with focus on skill development of women, � Introducing systems of accounts keeping in the activity groups and fund

transfer to groups, � Supporting activity groups (Primary Level Groups) to raise plantations, build

infrastructure, � Supporting producers to carry out production, � Facilitating product aggregation and marketing, � Facilitating experience sharing in producers’ groups,

Engaging with external stakeholders � Building linkages with banks and sharing credit plan, � Building linkage with other CSO’s for the implementation of the project, � Connecting producers’ groups with input suppliers, � Market promotion and Establishing contacts with buyers, � Disseminating project experience among wider stakeholder groups.

Programme Monitoring and Reporting:

� Data capturing and collation � Periodic field visits by the Team and central unit members � Quarterly review meetings with project staff � Joint field visit with CSB � Submission of QPR for physical and financial progress, � Annual Audit report

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FIA’s role would be more towards capacity building of the participant family and other CSO’s from implementation to management, and build simple systems and processes to implement and monitor the program smoothly. The involvement directly in the field for implementation with the activity group & CRPs would be an integral role, and focus would be to build capacities of the women 4.1.2. Project Implementation Plan & Flow:

FIAs teams at the Block/ district level and an Anchor at Project level would anchor the implementation of the project. The teams would make plan (as part of the Annual plan of the Team) and set up Field Implementation Units that would spearhead grassroots action. The field implementation units would be based at Block level and would be constituted of Professionals, Subject Matter specials. The FIU would work in the existing SHG clusters and would directly engage with the producers to form primary groups, train producers and CRPs, provide support in planning and implementation and create mechanisms for sustenance.

FIA will also engage with reputed CSO’s of the state do the implementation on a pilot basis. Here FIA will help the identified CSO’s in making plan and will train their field implementation units, which would spearhead the grassroots action. FIA will do make arrangements for smooth implementation of the pilots taking support from the coordinating agencies.

The thematic and overall programme support to the teams/ identified CSO’s would be provided by a central Unit, which would be responsible for the implementation of Tasar sericulture projects in multiple states. The Central Unit would be constituted of domain experts who would be responsible for mobilizing HR, training of staff and CRP, offering support for technology, finance management, programme monitoring, documentation and networking with stakeholders.

4.1.3. Internal structure for implementation

The project would be organized around the existing structure of operations of FIA, the team model at a large and also along with identified CSO’s in a pilot basis. In case of team model, in every block one to two Executives (Projects) would be placed in the role of Programme coordinator, under them one Subject Matter Specialist (SMS), preferably sericulture background, and one Assistant (Minimum graduate) would be placed to implement this proposed project. The project would be integrated at Block/ District level under the Team Coordinator along with an Anchor at Project level, in the role of Project Anchors. At the central level, the Project would anchor by Project Facilitation Unit for overall responsible for providing guidance and shape to the project, reviewing & monitoring, initiating linkages and orchestration. The unit would bring in new knowledge and integrating the implementation and sharing learning’s across states. The Project coordinators would be responsible for implementation of the proposed project at village level with the based institutions. The capacity building, field level guidance and handholding of the institutions and leaders would be their responsibility. Importantly, these people would work to bring in transformative changes among the participating family. They would be assisted by SMS & Assistants. The SMS would help with technical guidance at the field level to all, and support the

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Coordinators. The Assistants would help the Coordinator by doing repetitive jobs like muster roll checking & collection, everyday field monitoring while infrastructure creation work going on, helping CRP with accounts book maintenance, etc. The SMS and Assistants would report to the Coordinator. Review of the programmes would be done in monthly team meetings. Whereas in case pilots with CSO’s, PRADAN will help to build the capacities of CSO members. PRADAN will also help to develop the implementation model at the field level by engaging with them. PRADAN will closely monitor their progress in the field and will be responsible for the proper implementation of the project. 4.1.4. Role of CRP- Knowledge dissemination, monito ring and scaling up

There is pressing need to engage with the community to build their skills, making them aware about new scientific practices of doing in the field of Tasar Sericulture and building their vision and understanding around Livelihood Federations. So there is a high need to create a sector specialist cadre who works with a belief that engagement at cutting edge will bring the theory of change and one of our major strategies will be to create such a pool. Emphasis will be given on selection of beneficiaries, organizing Self Help Groups (SHGs) for various activities, signing of agreement with beneficiaries, development of infrastructure etc during the early period of the project, to get maximum project output and keep the tribal’s interested in Tasar culture, utilization of the existing Tasar food plants in the forest areas/ raised under other schemes, Skill up-gradation, handholding support to beneficiaries in creation of activity groups are the primary activities which will be achieved by engaging Community Resource Persons (CRP). Disease monitoring, technological support etc will also be looked after by these groups of resource person’s. Development of pool of Community Resource Persons will be a prime focus of the project. A large number of village based resource persons would be trained under the project. This resource person would be part of a rigorous follow-up mechanism to offer handholding support to the beneficiaries of the project.

4.1.5. Role of project staff and community professi onals

The sector in the present context where states are reducing its size, there is high need of young and energetic people to rejuvenate it. The professional influx will help to anchor a multi-stakeholder in complex socio-cultural region of the country to deliver the mandate of establishing and spreading Tasar sector. This will strengthen the human resource systems for direct work, inclusion of new areas by influencing other actors, especially by strengthening capabilities of other civil society actors. PRADAN will also use the services of Subject Matter Specialist (SMS) to provide technical support to the beneficiaries at different stages of growth period.

There will be multiple numbers of trainings to cater the knowledge deficits of professionals, SMS; trainings around extension services, handholding support to communities, improved agriculture, Vegetable cultivation, Institution buildings of Livelihood Federations and Nurturing of SHG’s will remain the prime focus. The HR development is a year round programme and therefore will continue throughout the year or seasonal if the activities are seasonal in nature. The engagements of trainings are elaborately mentioned in the Gantt chart.

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4.1.6. Geography and Yearly distribution

The project activities would be implemented in 3 blocks of Banka district. However, given the scope and range of activities, not all of them shall be initiated in all the blocks simultaneously. The table below presents the year wise plan of different activities:

Year Wise Physical Phasing Sl. No.

Component/ Activity Unit PHYSICAL Yr-1 Yr-2 Yr-3 Total

A. Project Inception 1 Mahila Kisan profiling No. of

MK3 822 1,624 714 3,161

B. Institution Building 1 Mobilization & Promotion

of producer groups No. 33 65 29 126

2 Promotion of producer group federation

No. - 3 - 3

3 Management support to producer federation

No. - 3 - 3

C. Capacity Building 1 Training module

development : Print No. 18 5 - 23

2 Training equipment & material

No. 11 22 10 42

3 Training to CRP No. 14 27 12 53

4 Trainings to Para-professionals

No. 5 11 5 21

5 Training to Community No. 822 1,624 714 3,161

6 Training to leaders & PRI No. 33 65 29 126

7 Exposure visits of CRPs to immersion sites

No. 14 27 12 53

8 Exposure visit of Para-professional to immersion sites

No. 5 11 5 21

9 Exposure visit of Community to immersion sites

No. 247 487 214 948

3 MK is Mahila Kisan

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Year Wise Physical Phasing Sl. No.

Component/ Activity Unit PHYSICAL Yr-1 Yr-2 Yr-3 Total

10 Service charge to CRP (Excluding the resource fee received by them as trainers)

No. 14 41 53 107

11 Service charge to Para-professionals (Excluding the resource fee received by them as trainers)

No. 5 16 21 43

12 Review cum planning meeting for CRP

No. 24 24 24 72

13 Demo plot for silkworm seed rearing for technology dissemination

13.1 Supply of rearing equipments No.

40 100 - 140

13.2

Supply of inputs for maintenance of block plantation No.

40 100 - 140

13.3 Assistance for Tasar silkworm rearing No.

40 100 - 140

13.4 Crop insurance

No. 40 100 - 140

13.5 Rearer’s insurance

No. 40 100 - 140

14 Demo plot for host plant cultivation and management for technology dissemination

14.1 Raising of Tasar host plantation

No. - 200 - 200

14.2 Maintenance of Tasar Host plantation

No. - 400 - 400

D Community Investment Support

1 Community Infrastructure

1.1 Plantation for seed rearing

1.1.1 Raising of Tasar host plantation

Ha. 300 - - 300

1.1.2 Maintenance of Tasar Host plantation -year 1

Ha. - 300 - 300

1.2.3 Maintenance of Tasar Host plantation -year 2

Ha. - - 300 300

1.2 Tool bank for silkworm rearing

No. - 29 29 58

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Year Wise Physical Phasing Sl. No.

Component/ Activity Unit PHYSICAL Yr-1 Yr-2 Yr-3 Total

1.3 Tool bank for basic seed production

No. - 1 - 1

1.4 Tool bank for commercial seed production

No. - 24 - 24

1.5 Common facilities for basic seed production

No. - 1 - 1

1.6 Common facilities for commercial seed production

No. - 24 - 24

1.7 Common facilities for training and storage

No. - 2 - 2

1.8 Common facilities for yarn conversion

No. - 4 - 4

2 Inputs to Mahila Kisan

2.1 Inputs to the Mahila kisan for commercial silkworm rearing (grant/subsidy/full loan)

No. of MK

- 29 29 58

2.2 Inputs to producer groups/ federation for basic seed production (grant/subsidy/full loan)

No. of PG4

- 1 - 1

2.3 Inputs to producer groups/ federation for commercial seed production (grant/subsidy/full loan)

No. of PG

- 24 - 24

3 Operational Fund of Producer Groups

3.1 Operational Fund of Producer Groups for basic seed production

No. of PF5

- 1 - 1

3.2 Operational Fund of Producer Groups for commercial seed production

No. of PF - 24 - 24

3.3 Operational Fund of Producer federation for yarn production

No. of PF - 4 - 4

4 Producer Groups 5 Producer Federations

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Year Wise Physical Phasing Sl. No.

Component/ Activity Unit PHYSICAL Yr-1 Yr-2 Yr-3 Total

E Knowledge Management 1 Farmers' Day/ Krishimela No 4 4 4 12

F Monitoring & Evaluation 1 Baseline survey No. of

HH6 to be covered

822 2,338 - 3,161

2 End line survey No. of HH to be covered

- - 3,161 3,161

3 Independent evaluation studies

No. of Studies

- 1 1 2

4 Public information disclosure

No. of information disclosure sites/places

50 50 25 125

5 Social Audit No. of social audits

- 10 10 20

6 Partners Review meeting No. 2 2 2 6

The above year wise plan indicates approximate number of participant families for each of the activities and depending on experiences and modifications with approval of SLMC and PMB there may be changes.

6 Households

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Chapter 5: Implementation Schedule

Gantt chart of schedule of activities (Phasing out strategy) The implementation schedule has been broken down into sub-activities and schedule for first year is illustrated on a Gantt chart below:

ACTIVITIES M1

M2

M3

M4

M5

M6

M7

M8

M9

M 10

M 11

M 12

Month →

(Jan)

(Feb)

(Mar)

(April)

(May)

(June)

(July)

(Aug.)

(Sept)

(Oct.)

(Nov.)

(Dec.)

Project Inception Identification of potential village Mahila Kisan Profiling DPR Preparation Technical protocols documentation Value-chain Studies Institution Building Mobilization & Promotion of producer groups Promotion of producer group federation Management support to producer federation

Capacity Building Training module development : Print Training module development : audio-visual Training equipment & material Selection of CRP Training to CRP Selection of Para-professional Trainings to para-professionals Training to Community

Nursery farmers Nucleus Seed Rearer’s

Basic Seed Rearer’s Private Graineurs

Commercial Rearer’s Improved Agriculture vegetable cultivation

Study tour/ Exposure visit

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ACTIVITIES M1

M2

M3

M4

M5

M6

M7

M8

M9

M 10

M 11

M 12

Month →

(Jan)

(Feb)

(Mar)

(April)

(May)

(June)

(July)

(Aug.)

(Sept)

(Oct.)

(Nov.)

(Dec.)

Training to leaders & PRI Exposure visits of CRPs to immersion sites Exposure visit of para-professional to immersion sites Exposure visit of Community to immersion sites Service charge to CRP Service charge to para-professionals Review cum planning meeting for CRP Demo plot for silkworm seed rearing for technology dissemination

Selection of seed farmers Supply of inputs for maint. of

block plantation Supply of Basic seed to BSRs

Crop & Rearer’s' insurance Conducting silkworm rearing Harvesting of seed cocoons

Disposal of seed cocoons Demo plot for host plant cultivation and management for technology dissemination

Survey & selection of villages Identification of private land/waste

land etc Selection of beneficiaries

Formation of Self Help Groups Preparation of nursery for

seedlings Land husbandry

Making cattle proof trench Digging of pits & filling with

rooting media Procurement of seedlings

Transplantation of seedlings Maintenance of plantation

Community Investment Support

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ACTIVITIES M1

M2

M3

M4

M5

M6

M7

M8

M9

M 10

M 11

M 12

Month →

(Jan)

(Feb)

(Mar)

(April)

(May)

(June)

(July)

(Aug.)

(Sept)

(Oct.)

(Nov.)

(Dec.)

Community Infrastructure Plantation for seed rearing Tool bank for silkworm rearing Tool bank for basic seed production Tool bank for commercial seed production Common facilities for basic seed production Common facilities for commercial seed production Common facilities for yarn conversion Inputs to the mahila kisan for commercial silkworm rearing Inputs to producer groups/ federation for commercial seed production Operational Fund of Producer Groups

Basic seed production commercial seed production

yarn production Knowledge Management Identification of best practices Documentation of best practices Dissemination of best practices Farmers' Day/ Krishimela Monitoring & Evaluation Baseline survey Endline survey Independent evaluation studies Public information disclosure Social Audit Development, facilitation and management of MIS Partners Review meeting Administration Expe nditure

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Chapter 6: Results Framework Project: Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar under MKSP-NTFP Tasar Project

Goal: - The Goal of the project is to eliminate abject pove rty of 60% of the project families by income enhancement of Rs. 22,22 0 per annum from Tasar on a sustainable basis Objective 1 : Building capacities of all participating families in adopting skills to effectively and profitably engage in livelihood activities based on Tasar sericulture Objective 2 : Introduction of improved technologies and practices to push the productivity frontiers for accelerated growth in Tasar Sector Objective 3 : Strengthening seed sector to eliminate the key supply constraint in Tasar sericulture Objective 4 : Investment to create alternative market mechanisms to ensure fair prices for cocoons and yarn Objective 5 : Promote Producers’ collective to provide sustainable systems of services to producers Objective 6 : Design development and dissemination Activities Outputs Outcome Silkworm rearing

� 1,579 families would be involved as silkworm rearer’s

� Each family will be provided with rearing equipments.

� Each family would produce 8,000 to 10,000 commercial grade cocoons.

� No. of Livelihood Federation formed - 3.

� 300 ha of plantation will be raised

� Participating families profitably engage in livelihood activities based on Tasar sericulture: Cocoon Productivity: 32 seed cocoons per dfl in the Seed crop and 50 Cocoons per dfl’s in the commercial crop.

� Plantation raised & rejuvenated

� Assistance to nucleus seed Graineurs would help produce 1.2 million quality cocoons, which would help earn Rs. 30,000 per household per season.

� Commercial rearer’s would earn Rs.22,220 per season/ per household

Tasar seed production (Grainage)

� Total number of Grainage: 24 � Each Grainage entrepreneur

would be provided with Grainage hall and required equipments.

� Grainage would be an individual enterprise at village level

� Each Grainage entrepreneur would produce 5,000 to 6,000 DFLs in one Grainage cycle

� The entire requirement of dfl’s in the commercial crop would be met through village based Grainage

� Availability of quality dfl’s at village level

� Graineurs would earn Rs 19,559 per season/per household

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Goal: - The Goal of the project is to eliminate abject pove rty of 60% of the project families by income enhancement of Rs. 22,22 0 per annum from Tasar on a sustainable basis Objective 1 : Building capacities of all participating families in adopting skills to effectively and profitably engage in livelihood activities based on Tasar sericulture Objective 2 : Introduction of improved technologies and practices to push the productivity frontiers for accelerated growth in Tasar Sector Objective 3 : Strengthening seed sector to eliminate the key supply constraint in Tasar sericulture Objective 4 : Investment to create alternative market mechanisms to ensure fair prices for cocoons and yarn Objective 5 : Promote Producers’ collective to provide sustainable systems of services to producers Objective 6 : Design development and dissemination Activities Outputs Outcome

� Individual Graineurs would serve the requirement of 25-30 rearer’s in each Grainage cycle.

Basic seed production unit

� Total number of basic seed production unit: 1

� Each basic seed production unit would be provided with one Grainage hall along with processing unit and required Grainage equipment.

� Basic seed production unit would be owned by the collective.

� Each unit would produce 25,000 to 30, 000 basic seed

� Individual basic seed production unit would serve the requirement of 50 -60 Grainage entrepreneurs

� Availability of quality DFLs in field locations

� Strengthening of the value chain

� Dependency on government departments to self sufficiency

Building capacities of all participating families ,

� Hamlet level visioning / planning exercises,

� Technical training for productivity enhancement,

� Handholding support by Community Resource Persons (CRPs), on a day-to-day basis,

� Exposures for adopting improved practices,

� Selection and extensive training of CRPs. Reviewing effectiveness and providing and on-field support.

� A cadre of community based service providers (CRP) provide on-field support to the rearing families and help them in credit and market linkages

� 53 trained community resource persons and 21 Para-professionals providing technical support to 1,579 households on Tasar rearing activities

� 1,579 persons trained in take up Tasar rearing, of which

� 89 farmers trained on nursery

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Goal: - The Goal of the project is to eliminate abject pove rty of 60% of the project families by income enhancement of Rs. 22,22 0 per annum from Tasar on a sustainable basis Objective 1 : Building capacities of all participating families in adopting skills to effectively and profitably engage in livelihood activities based on Tasar sericulture Objective 2 : Introduction of improved technologies and practices to push the productivity frontiers for accelerated growth in Tasar Sector Objective 3 : Strengthening seed sector to eliminate the key supply constraint in Tasar sericulture Objective 4 : Investment to create alternative market mechanisms to ensure fair prices for cocoons and yarn Objective 5 : Promote Producers’ collective to provide sustainable systems of services to producers Objective 6 : Design development and dissemination Activities Outputs Outcome

raising, 40 trained nucleus seeds rearer’s, 100 trained basic seed rearer’s, 24 trained private Graineurs and 1,439 trained commercial rearer’s

� 1,329 Households in Improved agriculture and in Vegetable cultivation will be trained

Promoting and nurturing Livelihood Federation Institutions to ensure sustained availability of linkages and services for the participating families,

� Number of Livelihood Federations: 3

� Awareness building around the need to collectivize,

� Membership training to build a sense of ownership and to understand the accountability as a member,

� Exposure and training of the governing board members,

� Training and support to staff to effectively deliver the goods and services mandated by the organization.

� The self sustained District / Block level aggregations of the primary groups enable the producers to sustain their targeted standards of production.

� Interdependency

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Chapter 7: Monitoring, Evaluation and Learning

7.1. Web based MIS and real time input-output monit oring at various levels:

PRADAN uses a basic computer based MIS to capture on-line plans and achievements for each staff and team across the organization. The MIS would generate reports about farmer’s individual engagement, SHG related parameters both at individual and institutional level, Livelihood activity parameters, CRPs engagement etc. Family level data is collected at a specific interval. This data is collected from field office at block level about each family and entered at field/district level office wherever the internet facility is available. The analysis and reviewing is done at all the levels – block, district, state as well as central level. The analyzed data is fed back through a review system, described below, to the appropriate node so that it supports in decision making. The project specific data would be drawn from manual reports as well as web- based MIS so that progress of project activities can be reviewed and also review reports can be prepared for analysis and decision making. 7.2. Review Mechanism The Review for the project would be conducted at three levels – within PRADAN, in the community and by the executing/ coordinating agency and the different systems of reviewing are as described below:

Within PRADAN : The monitoring and learning systems in PRADAN have been designed to facilitate learning and feedback to help personnel improve and to ensure quality and quantum of work against plans. Each project team would meet monthly to report performance against plans and make plans for the next month. A State Management Committee (SMC) comprising of all team leaders in the State and the State Programme Director supported by functional heads from head office and sectoral anchors shall review performance once in three months. There is, thus, a great deal of emphasis on interactive review.

Within the Community : Much of the operational review of the project shall be done at the SHG and TVS level, in their weekly and monthly meeting respectively. At a later stage the Livelihood Federations will also play a crucial role in review the process, performance and analyzing it. These community institutions will organize themselves, with the facilitative support of the PIA staff, to run the processes for monitoring and review in terms of inputs, processes and outputs and impact. The farmers collective shall also keep track of the business data and present it to its governing board members and also the SHG federated structures. The project aims at empowering the community to take charge by way of certifying the utilization of funds as per the plans. The community will certify by passing resolutions to that effect. This is similar to the concept of community social audit system, which has been found to be an effective method to ensure the authenticity and transparency of such a large project.

By executing/ coordinating agency : Central Silk Board being the executing/ coordinating agency shall coordinate with MORD in fund release, monitoring, mid-

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term review and mid-course corrections, if required. CSB also ensures timely fund release to PIA besides extending required technical support in training personnel involved in project implementation (Trainers Training Programme), identification of the Consultants/ Resource persons/ Trainers for the various training programmes, supply of entire nucleus seed as per the allocations for the state concerned, coordination with Line Departments viz., State Rural Development Department & Forest Department and disease monitoring besides overall management at project level.

7.2.1. Project Implementation: The Project will be implemented by BRLPS involving the Field Implementing Agency, PRADAN. FIA with its field office in Katoria with district level project implementation team& project office at B. Deoghar. Cluster/ District level review of the project implementation and progress on field level implementation modalities will be discussed at the district level involving the DPMs of BRLPS and District Officers of DOS besides the Project Officer, CSB, just before the crop season (to plan for the crop) and after the crop season (to review the performance), with active participation of the CBOs, FIA etc. Only selected clusters will be covered with saturation approach in all the blocks, with due care not to duplicate. The FIA through its field offices and units located in the project area shall implement the project as per the Annual work plans and modifications approved by SLMC/PMB. The strategy for implementation may be drawn in association with the Project Coordinator well in advance. The FIA shall keep the PIA informed of all the matters connected with the project. It will also meet all the requirements prescribed by MoRD for MKSP-NTFP projects in submission of physical and financial progress, utilization certificates, placing indents etc. FIA/PIA shall design monitoring and learning systems to facilitate learning and feedback to help community improve and to ensure quality and quantum of work against the plans.

7.2.2. Project Monitoring: The CEO, BRLPS will be the Chairman, State Level Monitoring Committee (SLMC) and the State Project Manager- Livelihoods or representative nominated by CEO, BRLPS would be the Member Convener of the SLMC, as per the convenience, who will coordinate and assist the CEO in closely monitoring the activities under the Project.

The SLMC would closely monitor the implementation of the project by reviewing the overall physical and financial progress every quarter and suggest necessary actions for successful implementation of the Project, as per yearly work plans. The SLMC shall submit periodical reports on the monitoring of the project activites with its critical comments and suggestions to MoRD and CSB every quarter. The proposed constitution of the SLMC is as follows:

1) The CEO, BRLPS, Patna Chairman 2) Scientist In-charge & Project Coordinator, CSB Member 3) Project Officer, CSB-MKSP Bihar Member 4) Incharge, RO, CSB, Patna Member 5) Integrator (Tasar), PRADAN, Deoghar Member 6) Representative of DOH&S, Govt of Bihar, Patna Member 7) Representatives of beneficiaries from all the categories Member 8) Representative of Forest/ other Line Departments Member

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Including NABARD 9) State Project Manager- Livelihoods, BRLPS, Patna Member Convener

The State Level Monitoring Committee (SLMC) shall meet every quarter, or more often depending on the project requirement and review of the progress. The Nodal officers nominated by CSB in seed, pre-cocoon and post-cocoon sectors, incharges of BSM&TC Bhagalpur & TTL, CSB, Bhagalpur and the incharge concerned of Insurance Company may be invited as per specific needs in the meeting.

7.2.3. State Level Technical Project Support Group (STPSG): As the proposed projects intend to transfer the proven technologies evolved by research institutes in seed, pre-cocoon and post-cocoon sector, to address any technical issues raised during implementation of the projects, a State Level Technical Project Support Group is proposed under the project, which will be chaired by the Director of Sericulture, Govt. of Bihar with the incharge, RO, CSB, Patna as Member Convener. Representatives of PIA, FIA and CSB would be members of the said committee, whose ToR will be finalised by CSB for all MKSP projects together. This Group would also be involved in constituting sub-groups for beneficiary selection, joint field visits, establishing functional linkages wrt to key inputs etc. The Group would also discuss on dovetailing/ converging other schemes to upscale and also to improve income augmenting efforts besides suggesting revisions if any to PMB.

As for as possible, the Group’s meeting should coincide with PMC or SLSCC of the state, so that it would facilitate other members to be present in the meeting and a holistic review can take place. Based on the requirement, Nodal Officers from CSB field units propose to hold such meetings together for all the project states, which may be held together with the PMB. Also Nodal Officers shall report to the Project Coordinator on the research gaps, if any observed during the implementation so that the same can be posed to the research institutes concerned. A forum will also be created to discuss the research gaps and innovative ideas, if any coming out from the field, which will be reviewed by the PMB, which has been set up for all the MKSP Tasar Projects.

7.2.4. Project Review Committee : A Project Review Committee will be constituted at State level with the Secretary (Rural Development) of the state as the Chairman and the CEO, BRLPS as Member Convener with participation from CSB and DOS of the concerned state and other line departments, which would monitor and periodically review the project. CEO, BRLPS would finalize the constitution and ToR of the said Committee.

7.2.5. Project Co-ordination & Management: The Member Secretary of CSB would be the Chairperson of the Project Management Board (PMB) with the Scientist in-charge of the projects, Central Silk Board and the Project Coordinator as Member Convener of the PMB. The PMB would take care of linkages amongst the MKSP Projects in tasar sector in other states for supply of critical inputs viz., nucleus & basic seed, avail services of CRPs etc., besides review and revision of the project after mid-term evauation, if required. PMB may be held together for all the project states or separately for each project state, when only members pertaining to that state would be invited. Proposed composition of the PMB is as

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follows:

1. The Member Secretary, Central Silk Board Chairman 2. Representative of Ministry of Rural Development, Government of India, New Delhi Member 3. The Directors of Sericulture of all the Project States Member 4. The Director, CTR&TI, Ranchi Member 5. The Director, CSTRI, Bangalore Member 6. The Director, BTSSO, Bilaspur Member 7. In-Charge, Project Implementation, SERP, AP & Telangana Member 8. In-Charge, Project Implementation, BRLPS, Patna Member 9. The Executive Director, PRADAN, New Delhi Member 10. In-Charge, Project Implementation, PRADAN, Deoghar Member 11. In-Charge, Project Implementation, BAIF, Maharashtra Member 12. Scientist Incharge, CSB, Bangalore and Project Coordinator Member Convener

The Project Monitoring Board shall meet once in a year, or more often

depending on the project requirement and review of the progress of all the projects together or separately for each or some of the states depending on the convenience.The CEOs/ Mission Directors of the SRLMs, Incharges of Regional Offices, CSB of Project states, Nodal Officers & Project Officers, CSB and officers from any other line departments may also be invited depending on the specific issues pertaining to any of the project state.

7.3. Role of the organizations involved

7.3.1. Central Silk Board (CSB): Being the Coordinating Agency, shall coordinate with MORD in fund release, monitoring, mid-term review and mid-course corrections, if required. CSB also ensures timely fund release of its share to PIA besides extending required technical support in training personnel involved in project implementation (Trainers Training Programme), identification of the Consultants/ Resource persons/ Trainers for the various training programmes, finalizing the training material/modules, supply of entire nucleus seed and basic seed.

It shall also coordinate with State Sericulture Department and disease monitoring besides overall management at project level. Project Management Board (PMB), chaired by the Member Secretary, CSB and convened by the Project Coordinator, will decide on overall project management aspects including revisions, if required. CSB would also finalize the composition and ToR for the PMB. CSB also facilitate dovetailing the CDP scheme in coordination with DOS to bridge the gaps, if any. The Project Coordinator will coordinate all project related issues with the Ministry of Rural Development, Central Silk Board & its nested units and PIA/FIA besides other line departments. PMB will also suggest on the innovative components to be incorporated under the project within 5% of the project grant by proposing to SLMC or utilizing the savings, as the case may be.

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Project Officer nominated preferably from the field office (BSM&TC) of BTSSO in the state or from the Regional Office of CSB in the state, would coordinate the required technological inputs in pre-cocoon sector (from field office of CTR&TI, Ranchi or the main institute), seed sector (in consultation with BTSSO, Bilaspur) and in post-cocoon sector (from field/ Zonal office of CSTRI, Bangalore or the main institute). The Project Officer will provide technologies for adoption under the projects in consultation with the institutes concerned besides assist in programming, implementing and supervision of the and report specific feedback to the SLMC, STPSG and PMB, for reviewing and planning future strategies for implementation, in co-ordination with the Regional Office of CSB, SRLM and the Department of Sericulture. CSB will also take disease containment measures in association with DOS, PIA and other stakeholders. It would also plan and train various categories of project participants under ISDS directly or involving PIA concerned.

7.3.2. Department of Sericulture (DOS) : State Level Technical Project Support Group (STPSG) would be chaired by the Director of Sericulture of the Project State, which would advise FIA/PIA on the additional requirements, dovetailing of schemes, up scaling etc. The Group would also discuss on dovetailing/ converging other schemes to upscale and also to improve income augmenting efforts besides suggesting revisions if any to PMB. DOS shall help in extending support to the project participants on par with the assistance pattern under state plan schemes, if any in the areas of production incentives, cocoon storage, processing etc. It would also take necessary measures to maintain sanctity of seed area and also participate in disease monitoring etc., to the community besides nominating an officer to coordinate in implementation of the project directly and also by involving its extension staff. Besides, DOS shall actively involve in beneficiary identification/ base line survey wherever necessary, Purchase Committee, joint verification, marketing, wherever possible.

7.3.3. Project Implementing Agency (PIA): PIA- BRLPS will enter into MoU with the CSB, where the project document will be part of the MoU. Implementation of the project components as per the project document/ revisions if any, in co-ordination with the CSB, will be the sole responsibility of PIA.PIA will place the indent to both MoRD and CSB as per the stipulated guidelines and terms, receive funds and in turn release it to FIA for field level implementation. It will be the responsibility to ensure proper utilisation of funds at project level. It will also facilitate constitution of Project Review and State Level Monitoring Committee (SLMC) involving CSB, DOS, FIA and others, as the case may be. It will also ensure submission of the physical and financial progress reports in the prescribed formats to both MoRD and CSB besides facilitating uploading required information and data in the project website by the FIA. It will also coordinate with the DOS for utilising the existing infrastructure and also to dovetail with available schemes so as to upscale the project coverage. PIA would help FIA in SHG formation, as it is mandatory under MKSP. It would also facilitate convergence with other development schemes like MGNREGS, RKVY etc., to leverage the effect of the project grant available under the project. PIA would also release the MORD funds allocated towards monitoring (1.5% of the project cost) to CSB either directly or through FIA.

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7.3.4. Field Implementing Agency (FIA): Overall responsibility of field level implementation of the project components as per the project document/ revisions if any, in co-ordination with the PIA, lies with the FIA. FIA will enter into an agreement with the PIA, as per stipulated guidelines. Proper care to complement efforts of the DOS in covering all the stakeholders in the project cluster will be taken so that all the stakeholders in the clusters will be involved to get a visible impact. FIA shall arrange for engaging the required number of professionals at grass root and cluster level, in view of the number of families to be covered, terrain and coverage of the project area, issues pertaining to land procurement, pre-requisites to take up soil treatments/ plantation and creation of infrastructure activities under the Project, so that envisaged project objectives and output can be achieved. FIA will place the indent to PIA for both MoRD and CSB as per the stipulated guidelines and terms, receive funds for project implementation or in turn release it to Vilalge/ Block/ District level Producer Groups for field level implementation. It will be the responsibility of FIA to ensure proper utilisation of funds at project level. As much as possible, the programme funds will be released to the group/ cluster level accounts by FIA. It will also ensure submission of the physical and financial progress reports in the prescribed formats to PIA with a copy marked to CSB besides uploading required information and data in the project website. It will also coordinate with the DOS/PIA for utilising the existing infrastructure and also to dovetail with available schemes so as to upscale the project coverage.

7.3.5. Other Line Departments : Department of Rural Development, Forests, Agriculture, Tribal Welfare, NABARD etc., would play an equally crucial role to augment efforts of CSB, DOS and PIA, wherever possible, which would be facilitated by DOS/ PIA or CSB. While Department of Rural Development would help in convergence with MGNREGS and also CFT (Cluster Facilitation Team) in applicable blocks for augmentation of Tasar host plants, Dept. of Forests will help to address the issues related to access to food plants in the fringe forest area, supply of seedlings of host plants for plantation, census of Tasar host plants, including Tasar host plants under their afforestation programmes etc. Tribal Welfare Dept., through its agencies would facilitate convergence with their existing schemes so as to scale up the coverage.

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Chapter 8: Budget Narrative

8.1. Project Investments and Support requested unde r MKSP

The Project is proposed to be implemented with a project grant of Rs. 8.926 crore for a period of three years. Of this Rs. 6.694 crore (75% of the grant component) is being sought as Government of India share under the MKSP and the remaining Rs. 2.231 Crore (25% of the grant component) will be shared by the Central Silk Board.Year-wise project outlay and project grant along with sharing pattern with percentage to total project outlay

Source of funds (Rs. In Lakhs)

Particulars MORD CSB Total Grant

Year-1 158.884 76.893 235.777

Percentage 67.4 32.6

Year-2 371.851 127.267 499.117

Percentage 74.5 25.5

Year-3 138.700 18.986 157.685

Percentage 88.0 12.0

TOTAL 669.434 223.145 892.579

Percentage 75.0 25.0

As the project is front loaded with the key activities, the total year-wise fund requirement during year-1, 2 & 3 is 26.4%, 55.9% and 17.7%, respectively.

8.2. Rationale for the various line items related t o Proposed Action

Unit costs of various project components/ activities are detailed as separate annexures. Various items of unit costs are arrived due to field experience under the recently concluded special SGSY projects in Bihar and Jharkhand, ongoing NABARD-TDF projects and MKSP Tasar projects in other tasar producing states besides the flagship programme of the CSB i.e., Catalytic Development Programme (CDP).

Further, the unit costs of some of the activities might be modified as per the field needs and also unit costs for new and innovative components will be finalised by FIA and the Co-ordinating Agency from time to time, with approval of SLMC/ PMB. PIA and Co-ordinating Agency will have liberty to modify the unit costs of various components/ activities as per field requirements and request of FIA based on the feasibility without change in MoRD share and decreasing the total number of beneficiaries to be covered.

8.3. All main cost components along with sub compon ents to be analyzed and presented on a time line

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8.3.1. Project Inception:

8.3.1.1. Mahila Kisan profiling : This includes Cost of Mahila Kisan card/ passbook designing and printing

8.3.1.2. DPR Preparation: Cost of DPR preparation by PIA or FIA.

8.3.1.3. Technical protocols documentation: Cost of preparing technical protocol and preparing audio-visual material. The group of experts will sit together and finalise the technical protocol based on the field experience under special SGSY projects or other projects. Costs towards honorarium to the expert/s for drafting the content material, designing and printing of technical protocol.

8.3.1.4. Value-chain Studies: Value chain study will be taken up to find out the gaps in the sector that requires immediate attention including current status of market. This study will be taken up through hiring a consultant. Design will be decided in consultation with CSB.

8.3.2. Institution Building: In this budget head mainly the cost incurred to build

the tires of institutions. This includes cost of travel, boarding, lodging, honorarium to resource persons, providing start up kits to the institution and cost of the person anchoring the federations.

8.3.2.1. Mobilization & Promotion of producer group s: This includes staff cost

engaged in mobilization and promotion of producers group including their travel, Startup kits to the producers group such as registers, stamp pad, meeting expenses such as stationary, food etc.

8.3.2.2. Promotion of producer group federation: Staff cost engaged in

mobilization and promotion of producers group federation including their travel, Startup kits to the federation such as dari and register, meeting expenses such as stationary, travel, food, hall charges, cost of external resource person etc.

8.3.2.3. Management support to producer federation: To anchor the

producers’ federation an experienced para-professional would be hired to anchor the institution. Initially the cost would be met from the project and slowly some cost would be met by the producers and after the end of the project entire cost would be met by the project beneficiaries.The federation would be provided with computer and small solar set to run the computer. The budget also includes cost of stationary and other related expenses of offices. Cost resource person engaged in building the institution

8.3.3. Capacity Building:

8.3.3.1. Training & Exposure Visits:

8.3.3.1.1. Training module development - Print : Cost of training module

development such as travel, hall charge, stationary, food, engaging

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photographer to take up good photographs that would be used in training module, cost of preparing pictorial diagramme for the training. It also includes cost of printing and circulation of printing materials. The detailed training module would be developed right from tiers of institution building to extending technical training to the participants.

8.3.3.1.2. Training module development - audio-visu al: Preparation of script, cost of hall charges, stationary, food and travel, hiring professional videographer, travel, boarding, lodging of videographer, making CD and circulation. This costs may be utilized to implement the established model through Digital Green with support from PIA.

8.3.3.1.3. Training equipment & material: Sets of equipment would be provided to the producers groups. The equipment would comprise picco projector, camera, dari, steel trunk etc. and video-camera to the federation would be provided.

8.3.3.1.4. Training to CRP: Cost of training includes cost of venue, travel, food,

lodging, stationary, training consumables, honorarium to resource person, cost of training co-ordinator etc

8.3.3.1.5. Trainings to para-professionals: Cost of training includes cost of venue, travel, food, lodging, stationary, training consumables, honorarium to resource person, cost of training co-ordinator etc.

8.3.3.1.6. Training to Community: Cost of training includes cost of venue, travel, food, lodging, stationary, training consumables, honorarium to resource person, cost of training coordinator etc.

8.3.3.1.7. Training to leaders & PRI: Cost of training includes cost of venue, travel, food, lodging, stationary, training consumables, honorarium to resource person, cost of training coordinator etc

8.3.3.1.8. Exposure visits of CRPs to immersion sit es: Cost of exposure includes, travel, food, lodging, stationary, honorarium to resource person, exposure charge to the community institution where exposure given, cost of training co-ordinator etc.

8.3.3.1.9. Exposure visit of para-professional to i mmersion sites: Cost of exposure includes, travel, food, lodging, stationary, honorarium to resource person, exposure charge to the community institution where exposure given, cost of training co-ordinator etc

8.3.3.1.10. Exposure visit of Community to immersio n sites: Cost of exposure includes, travel, food, lodging, stationary, honorarium to resource person, exposure charge to the community institution where exposure given, cost of training co-ordinator etc.

8.3.3.1.11. Service charge to CRP ( Excluding the resource fee received by them as trainers): The CRP would provide handholding support to the

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community right from the planning to till the harvest of crops and data collection. It would ensure all the technical protocol at field level and also ensure the productivity in all the interventions designed for the community. The payment would be made as service charge through the community on task basis after proper review of the work by the producers group.

8.3.3.1.12. Service charge to para-professionals (Excluding the resource fee received by them as trainers): The para-professional would help the CRP for their proper engagement at field level also encouraging and motivate them. 2-3 CRP would work under one para-professional. He will ensure the activity in an area for 150 families. He will provide handholding support to the community right from the planning to till the harvest of crops and data collection along with the CRP. Their major role would be to build and strengthen community institutions. It also includes honorarium to the para-professional.

8.3.3.1.13. Review cum planning meeting for CRP: The review meeting of CRP would be organized every month at cluster level and if needed fortnight basis along with para-professional to review the progress, problem faces, obstacle, help requires and planning for the coming month.

8.3.3.2. Demo plot for silkworm seed rearing for te chnology dissemination: The expenditure will be on maintenance of tasar host plantation, rearing equipment purchase and insurance component. In every MKSP village one Demo plot will be taken up to demo the return on investment to the rest of the MKSP families. The entire amount will be grant to the community.

8.3.3.3. Demo plot for host plant cultivation and m anagement for technology

dissemination: Raising tasar host plantation in the degraded land and converting it from unproductive land to productive land on sustainable basis. All the technology will be demonstrated in this plot. The expenditure will on establishing community nursery of tasar host plantation, raising tasar host plantation, cost of vermicomposts and soil and moisture conservation work. The entire amount will be grant to the community.

8.3.4. Community Investment support:

In this budget head mainly the cost incurred to support for the creation of community assets to support the livelihood programme under the project. It has been distributed in different headings that are as follows;

8.3.4.1. Plantation for seed rearing: Tasar host plantation will be raised to take up seed rearing to serve the seed requirement of all the MKSP rearers in the district and it would supplement the seed requirement of MKSP multi-state projects. The entire amount will be grant to the community

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8.3.4.2. Tool bank& Common Infrastructure:

8.3.4.2.1. Tool Bank for silkworm rearing: A tool bank will be established for

every 25 MKSP families. The tool bank for silkworm rearing would comprise nylon nets for silkworm rearing and secateurs. The community would take the equipment on rental basis for use, as per the decision of the producer groups.

8.3.4.2.2. Tool bank for basic seed production: The tool bank for basic seed production will be established at federation level and used by the federation for the basic seed production and supply to the MKSP families. The equipment and accessory includes microscope, sprayer, egg laying boxes, egg incubation cabinet, table and chair, sprayer, plastic items etc.

8.3.4.2.3. Tool bank for commercial seed production : The tools for commercial seed production will be established one in every two villages to fulfill the requirement of seed for MKSP families as per the rearing capacity. It will be used by the activity group and income of this activity will be kept in the activity group for maintenance and purchase of new equipment.

8.3.4.2.4. Common facilities for basic seed product ion: Basic seed production building with overhead tank for the production and supply of basic seed to MKSP families. The building will be owned by the producer’s federation.

8.3.4.2.5. Common facilities for commercial seed pr oduction: 300 sq ft hall with 6 ft wide veranda on front side for the commercial seed production to serve the requirement of seed for MKSP family. The building will be owned by the activity groups.

8.3.4.2.6. Common facilities for training and stora ge: The building will be owned by the producer’s institution and will be constructed in a cluster for the purpose to store critical inputs and used to conduct different types of residential training. This will also serve as the office of producers’ institution.

8.3.4.2.7. Common facilities for yarn conversion: A common facility would be created for the MKSP families for the yarn production. It would include yarn extraction machine with solar system.

8.3.4.3. Inputs to Mahila Kisan:

8.3.4.3.1. Inputs to the mahila kisan for commercia l silkworm rearing: It would be the revolving fund to the producers group for the purchase of rearing consumable such as lime, bleaching powder and sodium hypochlorite etc.

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8.3.4.3.2. Inputs to producer groups/ federation fo r basic seed production: The amount will be given to the producers group for the purchase of consumables at the time of commercial seed productions and it will be used as revolving fund by the group.

8.3.4.3.3. Inputs to producer groups/ federation fo r commercial seed production: The amount will be given to the producers group for the purchase of consumables at the time of commercial seed productions and it will be used as revolving fund.

8.3.4.4. Operational Fund of Producer Groups:

8.3.4.4.1. Operational Fund of Producer Groups/fede ration for basic seed

production: The amount will be given to the federation as grant for the purchase of nucleus seed cocoons for basic seed production. It would be revolving fund to the federation and FIA would ensure that the fund will not get eroded for its sustainability.

8.3.4.4.2. Operational Fund of Producer Groups for commercial seed production: The amount will be given to the producer group as grant for the purchase of seed cocoons for commercial seed production. It would be revolving fund to the producers group and FIA would ensure that the fund will not get eroded for its sustainability.

8.3.4.4.3. Operational Fund of Producer federation for yarn production: This is one time grant to the yarn producers group, the group would use it as a working capital for the purchase of cocoons. FIA would ensure that the fund will not get eroded for its sustainability.

8.3.5. Knowledge Management:

8.3.5.1. Identification of best practices: Meeting will be organized for the practitioner to identify the best practices. The budget includes cost of travel and meeting expenses such as hall charge, stationary, food, cost of resource person etc.

8.3.5.2. Documentation of best practices: Resource person will be hired for documenting best practices, the budget includes cost of travel and meeting expenses such as hall charge, lodging, boarding, stationary, food etc., cost of photography, and cost of consultant, editing documents and printing.

8.3.5.3. Dissemination of best practices: Cost of manpower engaged in dissemination of best practices, travel, printing and stationary, cost of organizing events etc.

8.3.5.4. Farmers' Day/ Krishimela: It is proposed to organize Farmers’ day to bring the extension officials, progressive beneficiaries, group leaders, providers of support services etc., to a common platform to exchange the experience, ideas, problems and concepts etc. The cost includes

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travel, food and stationary and cash/material reward to the best practitioner etc.

8.3.6. Monitoring and Evaluation:

8.3.6.1. Baseline survey: Cost of data collection, travel, food, format printing and data entry.

8.3.6.2. Endline survey: Cost of data collection, travel, food, format printing and data entry.

8.3.6.3. Independent evaluation studies: Cost of hiring consultant, honorarium to other experts, travel, boarding, lodging and printing of study materials. The design will be finalized involving CSB.

8.3.6.4. Public information disclosure: Construction & Painting expenses of sign boards, Wall Paintings expenses and Hoardings

8.3.6.5. Social Audit: Cost of person power involved in social audit, honorarium, meeting, and travel, printing and stationary.

8.3.6.6. Development, facilitation and management o f MIS: Cost of MIS preparation and manpower cost for the management and maintenance of MIS

8.3.6.7. Partners Review meeting: Cost of travel, boarding, lodging, hall charge, stationary expenses of participants.

8.3.6.8. Technical monitoring: This cost is related to the periodical technical monitoring of the project at different levels by the coordinating agency, Central Silk Board amounting to 1.5% of the project grant indicated at the point no.7.10 of MKSP-NTFP guideline. This would be released to CSB either from PIA or through FIA.

8.4. Description of each activity in one or two lines al ong with reasoning for timing of activity

8.4.1. Demo plot for host plant raising and plantat ion for seed rearing:

Raising of Block Plantation for demonstration and d issemination of technology : Tasar culture was being practiced by tribal’s originally in natural forest patches near their dwelling areas. But, due to increasing pressure on land and shrinking forest area, the lush green forests of Arjun and Asan are no more available near the villages/dwellings. Raising of Block plantation on private wastelands not only add to the shrinking forest cover but also diversifies the Livelihood options for the poor marginalized families, generates fuel wood post rearing.

Large tracts of Upland available in the project districts, which are highly degraded and it is very difficult for a poor tribal family to convert it in to agricultural purpose. These lands are also suitable for raising Arjuna plantation, which would also conserve the soil and moisture in the area besides generating income for the individual family up to Rs.21,000/- every year 3rd year onwards for over five decades

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Identification of Land: The process initiates from the end of December through survey of area & selection of village, to have a good time in hand for the preparatory works before monsoon.

Concept seeding : The preparatory works of Concept seeding of the programme, Exposure of beneficiaries, Selection & training of service provider, Selection of land for plantation etc continues till end of February.

Selection of nursery site: Nursery activities start in the month of March at the peak of the summer, with hot westerly winds blowing. Since most of the work is to be done during this time, two critical criteria should be applied in deciding the nursery site, the nursery site should be near reliable sources of water and the nursery site should be within 1 km of the transplantation site. This will help avoid plant transportation over long distances, which is costly.

Nursery: The nursery process carried out till End of June to early July, so that required height of seedlings is available in the early July for transplantation. Nursery process starts from seed collection in the month of March to dibbling in the month of April May. May and June month is mainly for the irrigation and maintenance of plants.

Pit digging : Earthwork based activities such as pit digging and cattle proof trenches should initiates along with in the month of April itself so that the pits and trenches get sufficient sunlight and heat to be devoid of harmful microorganisms.

Cattle proof trench: As in most of the uplands, the prevailing practice is that after the harvest of paddy crop in the month of December and January the cattle remained free for grazing. In absence of any fencing, the entire plantations might get grazed by the animals. The CPT is done mainly to prevent grazing animals (mainly cow, buffalo and goats) to enter inside the plantation area in initial years.

Soil conservation: Soil and moisture conservation measures to harvest rainwater and to improve soil moisture locally are the first step to enhance the productivity or the carrying capacity of these lands. These plantations will increase the vegetative cover of the wasteland making it less prone to erosion and run off.

It is preferable to start soil and moisture conservation activities before the transplantation of Arjuna or Asan seedlings. The work should be completed by the end of June. Ideally, the work should have been completed before the onset of monsoons to trap the monsoon water in the year of planting itself.

Intercropping: To sustain the interest of the plantation owners during the gestation period of the plantation, FIA encourages the farmers to intercrop in the plantations. Intercropping is carried out specifically with leguminous crops that fix nitrogen in their roots and benefits the plants in growth and development.

The gestation period of Tasar plantation is three years and the plantation is available for conducting Tasar silkworm rearing from 3rd year onwards. During the three years gestation period, it is possible to take up inter cultivation of different crops in between the Tasar food plants. The plantation area would be encouraged to take up inter-cultivation with pigeon pea, Red gram (Tur dal), vegetables etc.

Maintenance of Tasar host plants: The entire plantations would be raised on privately owned wastelands that are un-bunded and un-terraced areas having low moisture and nutrient retention capacity. In such a situation, promotion of uniform and vigorous growth in the plants in the subsequent year is a major challenge.

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This would be ensured under the project through intercultural operations (hoeing and manuring). Every year two intercultural operation is conducted; first at the onset of monsoon in the month of June-July with loosening soil, basin formation and fertilizer application and second at the end of monsoon mainly to break the capillaries at the surface, thereby retaining water and nutrient for a prolonged period.

8.4.2. Demo plot for silkworm seed rearing for tech nology dissemination In every MKSP village demo plot will be taken up to demonstrate the basic seed and nucleus seed rearing.

Seed Rearer’s (SR’s): Seed Crop Rearing involves building seed cocoon stock through the Multiplication of basic and nucleus seeds. Nucleus Seed rearing would be taken up between the period September and November every year whereas Basic seed Rearing initiates from the month July and continue till August. Moreover, the activity has a cycle and seeds are available in specific periods of the year. But the preparatory works for the Seed Rearing like Survey of area and selection of village, Concept seeding of programme, Exposure of beneficiaries, Selection and training of service providers, Selection of beneficiaries, Selection of rearing field, Training on flora management for rearer’s etc starts from January itself for the smooth implementation of the programme.

A) Basic seed Rearers (BSR’s): Basic seed rearers are selected among the pool of commercial rearers based the certain criteria and rearers and rearing field that multiples the basic seed that is called basic seed rearing and produces seed cocoons for the Pvt. Graineurs. The graineurs purchase the selected seed cocoons and processes the seed cocoons in their grainage produces commercial dfls that would available to the commercial rearers

B) Nucleus Seed Rearer’s (NSRs): NSR will also be selected from among the progressive Tasar rearer’s for Nucleus seed Rearing. Till the block plantation becomes productive, Adopted Seed Rearing will be conducted on natural Tasar host flora as far as possible away from the commercial rearing site. Nucleus seed rearing would be taken up between the period September and November every year.

In order to organize production and supply of basic seed in the project area, it is proposed to organize Nucleus seed rearing through ASRs and procure the seed cocoons for preservation and processing by the producers collective at Basic Seed Production Unit (BSPU) These NSRs would be conduct rearing of Nucleus seed during the period September to December and the selected seed cocoons would be procured by the BSPU for preservation and processing to produce basic seed for the next season.

8.4.3. Community investment support:

8.4.3.1. Assistance to Commercial Rearer’s: Commercial Rearer’s, mostly tribal people live in the forest or in the fringe areas are traditional activities and participates in the activities because rearing starts after the agriculture season generally in September, when the opportunity cost of labor remains low and end before the harvest of paddy. The rearers would purchase the dfls in their own villages from the private graineurs and conduct rearing. The cocoon produced by

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the rearers called commercial cocoons and available in the market for yarn producers.

8.4.3.2. Common Facility for commercial seed produc tion: The commercial seed center is called grainage. A Grainage is an establishment where quality Tasar silkworm “seeds” are produced at village condition on scientific lines. The grainage owners are being selected by the rearers for conducting grainage and operate as an individual enterprise or may be group enterprise. The duration of activity is for 25-30 days and during the month September-October and produces commercial dfls that is available to the commercial rearers for conducting commercial crop rearing. Preparatory work for grainage starts from March onwards like Identification of Grainage owners, Construction of Grainage building, Procurement and supply of grainage equipment, Supplying consumables, Procurement of Seed cocoon etc.

8.4.3.3. Common Facility for Basic seed production (BSPUs): There is a great deal of demand for Basic seeds in the project areas to increase DFL’s production by at least 50%, over and above the current scale of production. Further, the recent initiatives of to expand Tasar sericulture in Tasar producing states would need additional supply of basic seed. It is thus clear that any further expansion of Tasar sericulture would require augmenting the supply of basic seeds. The unit will be operated by the producers collective and ensure the supply of quality basic seed.

As this is a large construction work therefore activity needs to be completed before the monsoon. Preferably it should be constructed in between January to June then only it is going to help the Tasar families to catch the season. The unit will be constructed in a major tasar producing cluster.

8.4.3.4. Common Facility for Training and storage: To start with, the beneficiaries covered under the project will be brought together under the Rearer’s groups/ SHGs. These groups/SHGs shall be formed in to an activity group called Tasar Vikas Samity (TVS) or any other formal/ informal body. These activity groups would be federated in to Collectives and shall be managed by the members themselves in accordance to prevailing acts, rules and regulations of the state.

Large-scale development of sub-sectors would require strong institutions, which would spearhead and sustain initiatives for the development of the sub-sector in the long run. Appropriate policy formulation, raising financial resources for investments, creating demands for research and extension, vigorous promotion of products, protecting the entitlements of the producers and widening stakeholder base are some of the important areas in Tasar Sericulture, which would require strong initiatives. Creation of appropriate organizations, designed to enhance the stake and control of the producers, would be a major challenge in the context of Tasar as majority of the producers come from the tribal and backward communities and are financially very poor. However, it is envisaged to create relevant institutions with the involvement of the producers and enabling them to exert their control in the long run.

Input to Mahila Kisan: For the silkworm rearing, rearers has to maintain the tasar host plants to improve the quality of leaves and adopt prophylaxis measures

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against the protection from the diseases. In case of tasar seed production, maintaining bio-security protocol one of the important aspect to ensure the quality of seed for the rearers. Various inputs will be procured to ensure the production and productivity.

8.4.4. Operation fund for producers group: To take up various critical activities that has cascading affect on the livelihood of families and requires sizable working capital to maintain the operation on time. The operational fund will be provided to the groups and use a working capital for the purchase of seed cocoons for tasar seed production and commercial grade cocoons for yarn production.

8.4.5. Capacity Building: The sector in the present context where states are reducing its size, there is high need of young and energetic people to rejuvenate it. The professional influx will help to anchor a multi-stakeholder in complex socio-cultural region of the country to deliver the mandate of establishing and spreading Tasar sector. This will strengthen the human resource systems for direct work, inclusion of new areas by influencing other actors, especially by strengthening capabilities of other civil society actors. In the absence of the skilled people to support the Tasar Sericulture activity at the grass root, there is high level of deficit of the scientific know how at the community level. There is pressing need to engage with the community to build their skills, making them aware about new scientific practices of doing in the field of Tasar Sericulture and building their vision and understanding around collectives. So there is a high need to create a sector specialist cadre who works with a belief that engagement at cutting edge will bring the theory of change and one of our major strategies will be to create such a pool. Training and capacity building would very important component of the project. FIA team would require exposure visit to different organization for learning best practices and new technologies relevant to the project. Representatives from the target families can be taken to see related works of different agencies to broaden their understanding. To groom women to mature SHG members, knowledgeable and skilled human resources, these women need different trainings like membership training of SHG, technical training on nursery, improved agriculture, Tasar production, entrepreneurial training, membership of people’s institution, etc. Apart from these PRADAN would create a village level organization for the implementation of programmes, these committees member would be provided technical as well as financial training to implement, monitor, and keep the track of finance. Training would be provided to all categories of beneficiaries to help them acquire technical skills. In case of Tasar, there are various kind of training to be provided at various stage such as in case of rearing, understanding Tasar sector with respect to rearing activity, maintenance of Tasar host plants, understanding backward and forward linkages, Tasar silkworm rearing technology, rearing management, cocoon storage and marketing. Such kind of training will be provided in batches of

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beneficiaries. Similar training will be also provided to the private graineurs also. Most of the training will be provided residential at village level school building /Gram panchayats Bhawan. Selected nursery farmers will be trained on nursery raising and maintenance. Residential training will be provided that will cover class room conceptual training as well as practical training in the field. Extensive training will be provided on the vegetable cultivation on both the rabi and kharif vegetable right from the selection of varieties, nursery raising, pest control and maintenance of crop at the time of vegetative growth and fruiting. All the families will be trained on scientific practices and handholding supporting will be provided on the field directly to adopt the scientific practices so that the standard productivity could be achieved. Training will also be provided on the selection of crop based on the type of land. Additionally, PRADAN will also use the services of para-professional to provide technical support to the beneficiaries at different stages of growth period of plants. A large number of village based resource persons would be trained under the project. This resource person would be part of a rigorous follow-up mechanism to offer handholding support to the beneficiaries of the project. There will be multiple numbers of trainings to cater the knowledge deficits of professionals, Community Resource Persons and at Community level; trainings around extension services, handholding support to communities, improved agriculture, Vegetable cultivation, Institution buildings of Producer Collectives and Nurturing of SHG’s will remain the prime focus. The HR development is a year round programme and therefore will continue throughout the year or seasonal if the activities are seasonal in nature. The engagements of trainings are elaborately mentioned in the Gantt chart.

8.4.6. Community Resource Persons (CRPs) and Para professionals: Emphasis will be given on selection of beneficiaries, organizing Self Help Groups (SHGs) for various activities, signing of agreement with beneficiaries, development of infrastructure etc during the early period of the project, to get maximum project output and keep the tribal’s interested in Tasar culture, utilization of the existing Tasar food plants in the forest areas/ raised under other schemes, Skill up-gradation, handholding support to beneficiaries in creation of activity groups are the primary activities which will be achieved by engaging Community Resource Persons (CRP) and para professional. Disease monitoring, technological support etc will also be looked after by these groups of resource person’s. Development of pool of Community Resource Persons and para professional will be a prime focus of the project.

8.4.7. Institution Building : Entire project will be implemented by ensuring active involvement of the communities. Existing community based organizations viz. Women self-help groups (SHGs), Activity groups and producer groups will be strengthened to consolidate the ongoing activity while new groups will be formed to expand the activity in neighboring areas. The activity group would be federated at block level as a self-sustainable institution.

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Generic institutions like women SHG will be trained in addressing issues of health and nutrition security through community health trainings, raising perennial kitchen gardens etc. Capacity building of members of livelihood institutions will be undertaken.

8.4.8. Knowledge management: At the end of the activities, best practices would be identified in each activity that would be replicable. The practice would be documented by engaging an expert and will be disseminated in the area through the project to the new families through organizing exposure, training, audio-visual etc.

It is proposed to organize Farmers’ day to bring the extension officials, progressive beneficiaries, group leaders, providers of support services etc., to a common platform to exchange the experience, ideas, problems and concepts etc. It will be also organized at the end of cropping season.

8.4.9. Monitoring and evaluation: Under this head following work are to be

done:-

� Baseline and end line survey

� Independent evaluation study.

� Public information disclosure.

� Development, Facilitation and Management of MIS

� Partner’s review meeting

� Krishi melas will be organized in the project area to bring the extension officials, progressive beneficiaries, group leaders, providers of support services etc., to a common platform to exchange the experience, ideas, problems and concepts.

The activities will be done round the year to promote the project, bringing in new ideas, bridging gaps and to revive the sector. 8.5. How the individual activity will be undertaken & by whom

The project would be implemented by existing PRADAN team based at block level and headed by a team leader and anchor the project implementation. The team would comprise Professionals, Subject Matter specials and assistant. The team members would be directly engaged at grassroots level.

At village level where there is a potential of sericulture, all the women would be organized in to SHGs and after conducting a baseline survey the tasar producers would be organized in to an activity group called “Tasar Vikas Samity” (TVS) out of SHGs comprise plantation farmers, rearers, graineurs, reelers and spinner.

The implementation structure will create space for the individual activities and will be supported by well stated processes to guide the implementation structure. At first village level planning will be done by the activity group (TVS) where individual

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families will express their interest, resource base etc. and based on the physical plan, TVS will place their requisition for the transfer of fund in to TVS account specially dedicated for the project implementation. The requisition will be further verified by the concerned PRADAN professional and will be submitted to PRADAN. Based on the requisition PRADAN team would transfer the fund in to TVS accounts.

The individual families with the help of TVS and the community service provider will implement the activities and the bills/ Master rolls of the works will be raised on weekly basis and payments will be made as per the bills/ Master rolls of the worksproduced. The bills against the grants will be submitted to PRADAN after verification by the representative of PRADAN. Individual families will carry out the activity under the handholding support of Service Provider and the Representative of PRADAN. TVS will submit the entire bill to PRADAN at the end of every month and after settling all the accounts fresh requisition will be placed based on the plan along with the physical and financial report.

The project implementation plan will be developed and the detailing of the plan will be done by conducting a specific TVS meeting for the planning process and proper minutes will be kept. The members of TVS will also be trained by PRADAN around the processes, financial management, monitoring etc.

Keeping such a small group will help members of theTVS to interact with each other effectively, maintain the regimentation of the activity. These Primary level organization’s (called `Tasar Vikas Samity’) main concern will be selection of rearer’s, selection of proper rearing site, maintenance of host plants, promotion of new plantations, monitoring of quality standard of DFLs and helping rearer’s to access services for rearing and marketing of cocoons.

Trainings and capacity building at different levels will further ensure the participation of the individual families and will help the families to express their interest in a logical manner. To ensure the objective of participation, different training events would be organized for community, TVS leaders, CRPs apart from planning events which themselves an element of capacity building processes.

1) For every aspect of interventions, there will be a strong focus on building required skills and capacities among the beneficiaries in order to enable them manage their livelihoods in the long run. Training would be provided to all categories of beneficiaries to help them acquire technical skills. These trainings will help them to plan in a better way.

2) The TVS being the spearhead to roll out the project will be trained in different aspects of documentation and book keeping. They will also be trained around the activities and exposure visits around the activities will be done to broaden their perspective and to make a better implementation plan.

3) It is essential for the project to create appropriate mechanism for rigorous monitoring, door step delivery of services and enabling the producers to follow strict quality control regime. PRADAN would create cost-effective and efficient mechanism by involving village based resource persons/ service providers, who would perform the key functions of managing input-output linkages and ensure

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delivery of inputs and services at the doorstep. These people will give handholding supports in Tasar, Improved agriculture, Vegetable cultivation and SHG formation. They will manage linkages for seeds, would help the community in procuring inputs such as fertilizers, seedlings, DFLs, establishment of village level nursery for the production of seedlings and also help them in storage and marketing of cocoons. Under the project village level Community Resource Persons/ Service providers will be selected and provided with all kinds of training on the implementation and management of the project and delivering different kind of service even after the end of the project.

4) All the beneficiaries selected under the project would be from existing SHGs in the proposed area. Places where SHGs do not exist, the PIAs would form SHGs to initiate community mobilization. The beneficiaries will be organized in to activity groups at the hamlet levels that would be federated to producers’ collective at block / district.

5) Rigorous training, exposure, facilitating experience sharing among producers and an internal review mechanism among the producer groups for assessing member performance and CRPs would go a long way towards supporting individual families/ producers to adopt best practices, set better standards and create space for mutual learning. The PIAs would involve the women institutions / producers’ groups at every stage from planning, implementation and review in order to create a strong stake of the villagers. Delegating financial responsibility to the primary groups—including the task of fund handling, record keeping and periodic reporting of progress would be important procedures to build ownership of people in the project.

8.6. Cost elements (natural heads of accounts) unde r each budget line item- Plan for leverage other sources of fund in the prop osed project

Various sub-activiities and activities under different project components are worked out in consultation with all the stakeholders viz., PIA, FIA, DOS and CSB besides keeping in view the interaction with project beneficiaries. Details of the project components and year-wise financial requirements and also sharing of the project investments against each components with corresponding total project cost and grant each indicated in the table below.

Source of Funds Sl. No. Component/ Activity Unit Total

Outlay MORD CSB

1 Project Inception 1.1. Mahila Kisan profiling No. 1.896 1.896 0.000

1.2. DPR Preparation lumpsum 2.000 2.000 0.000

1.3. Technical protocols documentation lumpsum 10.000 10.000 0.000

1.4. Value-chain Studies lumpsum 5.000 5.000 0.000

Sub-total (1) 18.896 18.896 0.000

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Source of Funds

Sl. No. Component/ Activity Unit Total Outlay

MORD CSB

2 Institution Building

2.1. Mobilisation & Promotion of producer groups

No. 3.161 3.161 0.000

2.2. Promotion of producer group federation No. 2.250 2.250 0.000

2.3. Management support to producer federation

No. 6.000 6.000 0.000

Sub-total (2) 11.411 11.411 0.000

3 Capacity Building

3.1. Training & Exposure Visits

3.1.1. Training module development : Print No. 11.500 11.500 0.000

3.1.2. Training module development : AV lumpsum 15.000 15.000 0.000

3.1.3. Training equipment & material No. 12.642 12.642 0.000

3.1.4. Training to CRP No. 2.634 2.634 0.000

3.1.5. Trainings to para-professionals No. 2.107 2.107 0.000

3.1.6. Training to Community No. 94.815 94.815 0.000

3.1.7. Training to leaders & PRI No. 1.264 1.264 0.000

3.1.8. Exposure visits of CRPs No. 1.580 1.580 0.000

3.1.9. Exposure visit of para-professional No. 0.632 0.632 0.000

3.1.10. Exposure visit of Community No. 2.844 2.844 0.000

3.1.11. Service charge to CRP No. 32.146 32.146 0.000

3.1.12 Service charge to para-professionals No. 30.860 30.860 0.000

3.1.13. Review cum planning meeting for CRP No. 3.600 3.600 0.000

Sub-total (3.1) 211.624 211.624 0.000

3.2. Demo plot for silkworm seed rearing for technology dissemination

3.2.1 Supply of rearing equipments No. 8.120 3.568 4.552

3.2.2 Supply of inputs for maintenance of block plantation

No. 19.630 8.625 11.005

3.2.3 Assistance for tasar silkworm rearing No. 2.100 0.923 1.177

3.2.4 Crop insurance No. 0.700 0.350 0.350

3.2.5 Rearers insurance No. 0.077 0.039 0.039

Sub-total (3.2) 30.627 13.504 17.123

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Source of Funds Sl. No. Component/ Activity Unit Total

Outlay MORD CSB

3.3. Demo plot for host plant cultivation and management for technology dissemination 3.3.1 Raising of tasar host plantation No. 71.692 23.691 48.001

3.3.2 Maintenance of Tasar Host plantation No. 27.508 27.508 0.000

Sub-total (3.3) 99.200 51.199 48.001

Sub-total (3) 341.452 276.328 65.124

4 Community Investment Support

4.1. Plantation for seed rearing Ha.

4.1.1. Raising of tasar host plantation Ha. 107.537 35.537 72.000

4.1.2. Maintenance of Host plantation -yr 1 Ha. 17.490 17.490 0.000

4.1.3. Maintenance of Host plantation -yr 2 Ha. 23.769 23.769 0.000

Sub-total (4.1.) 148.796 76.796 72.000

4.2. Tool Bank & Common Infrastructure 4.2.1 Tool bank for silkworm rearing No. 79.145 43.170 35.975

4.2.2 Tool bank for basic seed production No. 2.944 2.944 0.000

4.2.3 Tool bank for commercial seed production No. 10.080 4.032 6.048

4.2.4 Common facilities for basic seed production

No. 36.343 33.843 2.500

4.2.5 Common facilities for commercial seed production

No. 22.797 12.026 10.771

4.2.6 Common facilities for training and storage No. 15.746 11.996 3.750 4.2.7 Common facilities for yarn conversion No. 48.306 37.806 10.500

Sub-total (4.2.) 215.361 145.817 69.544

4.3. Inputs to Mahila Kisan

4.3.1 Inputs to the mahila kisan for commercial silkworm rearing

No. 6.148 4.136 2.012

4.3.2 Inputs to producer groups/ federation for basic seed production

No. 0.100 0.075 0.025

4.3.3 Inputs to producer groups/ federation for commercial seed production

No. 0.480 0.240 0.240

Sub-total (4.3.) 6.728 4.451 2.277

4.4. Operational Fund of Producer Groups

4.4.1 Operational Fund of Producer Groups for basic seed production

No. 2.975 2.975 0.000

4.4.2 Operational Fund of Producer Groups for commercial seed production

No. 4.560 0.360 4.200

4.4.3. Operational Fund of Producer federation for yarn production

No. 10.000 0.000 10.000

Sub-total (4.4.) 17.535 3.335 14.200

Sub-total (4) 388.420 230.398 158.021

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Source of Funds Sl. No. Component/ Activity Unit Total

Outlay MORD CSB

5 Knowledge Management

5.1 Identification of best practices Lumpsum 2.313 2.313 0.000

5.2 Documentation of best practices Lumpsum 15.000 15.000 0.000

5.3 Dissemination of best practices Lumpsum 20.000 20.000 0.000

5.4 Farmers' Day/ Krishimela No 6.000 6.000 0.000

Sub-total (5) 43.313 43.313 0.000

6 Monitoring & Evaluation

6.1 Baseline survey No. 3.161 3.161 0.000

6.2 Endline survey No. 3.161 3.161 0.000

6.3 Independent evaluation studies No. 8.000 8.000 0.000

6.4 Public information disclosure No. 6.250 6.250 0.000

6.5 Social Audit No. 5.000 5.000 0.000

6.6 Development, facilitation & management of MIS

lumpsum 4.000 4.000 0.000

6.7 Partners Review meeting No. 1.500 1.500 0.000

6.8 Technical monitoring lumpsum 13.387 13.387 0.000

Sub-total (6) 44.458 44.458 0.000

7 Administration Expenditure

7.1 Staff salaries Lumpsum 40.00 40.000 0.000

7.2 Travel & conveyance Lumpsum 3.20 3.200 0.000

7.3 Stationary & Audit fee Lumpsum 0.90 0.900 0.000

7.4 Communication 0.53 0.530 0.000

Sub-total (7) 44.630 44.630 0.000

Grand Total 892.579 669.434 223.145

% to the total project grant 75.0 25.0

Though the dovetailing/ convergence with other programmes is not planned at present, every opportunity to converge with other developmental programmes like MGNREGS, RKVY, ITDA, NABARD, NRLM etc.,will be utilized to leverage the project initiatives. Besides, all the possibilities of extending facilities under NHM etc. will be made use of.

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8.7. Explanation of Cost Elements including descrip tion of capital expenditure items/ with break-up and unit cost for all items/ components.

Details of the direct beneficiaries in the core area i.e., tasar sector, indirect beneficiaries who will be provided technical guidance and dfls from the project area and to be involved in further upscaling activities and women SHG members who will be trained in community mobilization are worked out. In total 3161 beneficiaries are covered under the project, of which 1832 are direct beneficiaries with total project grant per beneficiary at Rs. 28,237/- Similarly, the costs on project inception, institution building, capacity building, community investment support, knowledge management, monitoring & evaluation and administrative expenses are worked out year-wise besides its percentage to the total project grant and component-wise share of project grant per participant is indicated below.

Component/ Activity Year-1 Year-2 Year-3 Total grant

Cost per participant

Project Inception 13.493 4.975 0.428 18.896 598

% to the total project grant 5.7 1.0 0.3 2.1

Institution Building 0.822 9.874 0.714 11.411 361

% to the total project grant 0.3 2.0 0.5 1.3

Capacity Building 67.812 214.692 58.948 341.452 10802

% to the total project grant 28.8 43.0 37.4 38.3

Community Investment Support

107.537 214.793 66.090 388.420 12288

% to the total project grant 45.6 43.0 41.9 43.5

Knowledge Management 17.313 19.000 7.000 43.313 1370

% to the total project grant 7.3 3.8 4.4 4.9

Monitorin g & Evaluation 11.999 19.104 13.355 44.458 1406

% to the total project grant 5.1 3.8 8.5 5.0

Administration Expenditure 16.800 16.680 11.150 44.630 1412

% to the total project grant 7.1 3.3 7.1 5.0

Grand Total 235.777 499.117 157.685 892.579 28237

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Annexure-(i)Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar under MKSP-NTFP Tasar project

District/ Particulars

Name of the Block

Total No. of G.P

Total No. of Village

Total Rural Population (As per Panchyat List for the year 2001)

Potential Rural Population for Social Mobilization (SM)

Estimated No. of Potential Rural HHs for SM

Potential No. of SHGs to be formed (covering 80% of potential Rural HHs)

Actual no. of SHGs promoted till date

New SHGs can be promoted to saturate

No. of Panchayat where PRADAN is present

No. of New Panchayats can be covered

Katoria 16 308 146613 117290 19548 1133 450 683 12 4

Banka 16 77 169652 118756 19792 1026 37 989 4 9

Chandan 17 266 126184 88328 14721 872 115 757 6 11

Baunsi 17 120 147522 103265 17210 803 39 764 5 11

Grand Total 66 771 589971 427639 71271 3834 641 3193 27 35

District/ Particulars

Name of the Block

No. of Villages covered by SHGs Program

No. of New Villages can be covered by SHGs Program

No of Block / Sub-Block Level Federations promoted

No of New Block / Sub-Block Level Federations can be promoted

Katoria 168 100 10 19 20 20 138 40 80 200

Banka 6 50 0 14 0 3 20 70 70 170

Chandan 180 170 0 20 0 3 30 60 60 150

Baunsi 11 85 0 17 0 8 16 60 60 150

Grand Total 365 405 10 70 20 34 204 230 270 670

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Banka

Presence of FIA in the project district - Status & Prospects

Banka

Net CSP/CRP groomed by PRADAN and available

NEW CSP/CRP can be groomed by PRADAN for saturating new areas

PROJECT AT A GLANCE

1 Title

2 Project area

3 Technical Agency

4 Supporting Agency5 Project Implementing Agency

Field Implementing Agency

6 Total Project Cost (Rs. In Lakhs)7 Funding Pattern (Rs. in lakhs)

Sharing pattern (%)8 Project Period 9 Beneficiaries to be covered (Direct)

Nursery farmersNucleus Seed rearersBasic Seed rearersCommercial rearersPrivate graineursReelersSpinnersDirect beneficiaries- TotalBenefiaries in agriculture/ vegetable Total Project BeneficiariesCommunity Resource Persons

10 Infrastructure to be created

a Block plantation (Forest/ private/revenue lands) (ha.)

b Regeneration of block plantation (ha.)

c Basic Seed Production Units (No.)d Common facilities for training and

storage e Common facilities for yarn conversion

11 Project Out put (during the Projectperiod):Tasar basic seed (Lakh dfls)Tasar commercial seed (Lakh dfls)Tasar Reeling Cocoons (Lakh Nos.)Tasar Raw Silk (Kg) - TotalTasar Spun Silk (Kg) - Total

12 Value of the Project output (Lakh Rs.)

106

623.40

4

0.52.400222.00177605940

2

53

508

1

100

3161

500

1329183240

892.579

2014-15 to 2016-17 (Three years)

89

MORD

669.434

75.0

223.145

25.0

CSB

40100143924

BRLPS, Govt. of BiharProfessional Assistance for Development Action (PRADAN)

Department of Sericulture, Govt. of Bihar

Annexure-1

Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

Promotion of Large Scale Tasar Sericulture Based Livelihoods in BiharKatoria, Chandan & Belhar Blocks of Banka district

Central Silk Board, Min.of Textiles, Govt. of India

# PARAMETERS TASAR

1 Spacing/ number of plants in tasar host plantation per ha.

Block plantation (3.0 m x 1.8m) 1852Chawki garden (1.8m x 1.8m) 3086

Block plantation with Chawki garden (90:10) 1975

2 Requirement of seedlings per ha. including 10% mortalityBlock plantation (3.0 m x 1.8m) 2037Chawki garden (1.8m x 1.8m) 3395Block plantation with Chawki garden (90:10) 2173

3 Number of seedlings/ kisan nursery 764004 Cost of seed cocoons (Rs./ cocoon) 15 Cocoon. Dfl ratio (Basic seed cocoons to Comm.dfls) 4:1

Cocoon. Dfl ratio (Nucleus seed cocoons to Basic seed) 5:16 Dfl : Dfl multiplication ratio 1:87 Extent of food plants per farmer (Ha.). 0.78 Average brushing per family (Dfls) 2009 No. of crops/year/rearer 1

10 Insurance premium / 100 dfls (Rs.)@ 7% of sum assuredI crop 230II crop 250III crop 270

11 JPA with spouse / dependent (Rs.) 5512 Cost of tasar silkworm seed (Rs.) 613 Yield of cocoons / dfl (No.)

By Seed Rearers 40By Adopted Seed Rearers (BV)/ Commercial Rearers 50

14 Yield of seed cocoons / dfl (No.) by seed rearersBivoltine/ Trivoltine- I & II crop 32

15 Yield of raw silk / 1000 cocoons (kg.)Bivoltine 1Trivoltine 0.65Average 0.75

16 Yiled of spunsilk from reeling waste / 1000 cocoons (Kg.)Bivoltine 0.3Trivoltine 0.25Average 0.25

17 Yield of spunsilk from pierced cocoons / 1000 cocoons (kg.) 0.818 Average rate of reeling cocoons / '000 cocoons (Rs.)

Bivoltine 1600Trivoltine 1300

19 Raw silk production / mc./yr. (kg.) 4020 Spunsilk production /mc./yr. (kg.) 40

No. of working days/ year 30021 Avg. Rate/kg. raw silk (Rs.) 320022 Avg. Rate/kg. spun silk (Rs.) 1800

NSR SR

Brushing / rearer /crop [dfl] 200 200

Selection of seed cocoons [%] 75% 80%

Preservation loss [%] 15% ---

NSR -Nucleus Seed Rearers, SR - Seed Rearer107

Annexure-2Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

PRODUCTIVITY NORMS

YEAR-WISE PHYSICAL PHASING1 of 2

Sl.No.

Component Unit

Year-1 Year-2 Year-3 Total1 Nucleus seed rearers-NEW No. 40 0 0 40

Nucleus seed rearers-Cumulative No. 0 40 40 802 Nucleus seed dfls 8000 0 0 8000

Nucleus seed -Cumulative dfls 8000 8000 8000 240003 Nucleus seed cocoons produced No. 320000 0 0 320000

Nucleus seed cocoons produced - Cumulative

No. 320000 320000 320000 9600003 Nucleus seed cocoons preserved No. 240000 0 0 240000

Nucleus seed cocoons preserved - Cumulative

No. 240000 240000 240000 720000

4 Nucleus seed cocoons processed No. 204000 0 0 204000Nucleus seed cocoons processed- Cumulative

No. 204000 204000 204000 6120005 Estt. of BSPU No. 1 0 0 16 Seed rearers No. 0 100 0 100

Seed rearers - Cumulative No. 0 100 100 2007 Basic seed dfls 0 20000 0 20000

Basic seed - Cumulative dfls 0 20000 20000 400008 Seed cocoons produced Lakh no 0.000 8.000 0.000 8

Seed cocoons produced-Cumulative Lakh no 0.000 8.000 8.000 169 Private Graineurs No. 0 24 0 24

Private Graineurs - Cumulative No. 0 24 24 4810 Seed cocoons processed Lakh no 0.000 6.400 0.000 6.40

Seed cocoons processed -Cumulative lakh no. 0.000 6.400 6.400 12.8011 Commercial dfls produced Lakh dfls 0.000 1.200 1.200 2.4012 Commercial rearers-cumulative

Commercial rearers-Natural flora No. 0 725 1439 2164Commercial rearers-New plantn No. 0 0 0 0Total-Cumulative No. 0 725 1439 2164

13 Commercial rearers-NEW 0Commercial rearers-Natural flora No. 0 725 714 1439Commercial rearers-New plantn No. 0 0 0 0Total-New No. 0 725 714 1439

14 Plantation- CUMULATIVE 0Plantation- Natural flora ha. 0 508 0 508Plantation- New plantation ha. 300 500 500 1300Total -Cumulative ha. 300 1008 500 1808

15 Plantation- NEWPlantation- Natural flora ha. 0 508 0 508Plantation- New plantation ha. 300 200 0 500Total-New ha. 300 708 0 1008Productive plantation-new plantn ha. 0 0 300 300Plantation for NSRs ha. 28 0 0 28Plantation for BSRs ha. 0 70 0 70Plantations -TOTAL ha. 328 270 0 598Nursery farmers No. 53 36 0 89

108

Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

Year-wise physical phasing

Annexure-3

2 of 2Sl.No. Component Unit

Year-1 Year-2 Year-3 Total17 Commercial dfls rearerd Lakh dfls 0.000 1.450 1.428 2.878

Commercial dfls rearerd-Cumulative Lakh dfls 0.000 1.450 2.878 4.32818 Reeling cocoons produced Lakhs 0.00 72.50 71.40 143.90

Reeling cocoons produced -Cumulative Lakhs 0.00 72.50 143.90 216.4019 Reeling cocoons from seed crop Lakhs 0.80 1.60 0.00 2.40

Reeling cocoons from seed crops -CumulativeLakhs 0.80 2.40 2.40 5.6020 Total reeling cocoons Lakhs 0.80 74.10 71.40 146.30

Total reeling cocoons -Cumulative Lakhs 0.80 74.90 146.30 222.0021 Raw silk produced kg 64 5992 11704 1776022 Pierced cocoons Lakhs 2.40 6.40 0.00 8.80

Pierced cocoons -Cumulative Lakhs 2.40 8.80 8.80 20.0023 Spun silk from pierced cocoons kg 180 480 0 660

Spun silk from pierced cocoons-Cumulative kg 180 660 660 150024 Spun silk from reeling waste kg 16 1498 2926 444025 Spun silk produced kg 196 2158 3586 594026 Common facilities for training and storage No. 0 2 0 227 Common facilities for yarn conversion No. 0 4 0 428 Producer groups-NEW No. 33 65 29 126

Producer groups-CUMULATIVE No. 33 98 12629 Producer federation-NEW No. 0 3 0 3

Producer federations-CUMULATIVE No. 0 3 330 Human Resources Developmenta Training module development

Training module development : Print No. 18 5 0 23Training equipment & material No. 11 22 10 42

b Beneficiary training No. Training to CRP No. 14 27 12 53Trainings to para-professionals No. 5 11 5 21Training to Community No. 822 1624 714 3161Training to leaders & PRI No. 33 65 29 126

c Engaging CRPs/ ParaprofessionalsService charge to CRP No. 14 41 53 107Service charge to para-professionals No. 5 16 21 43Review cum planning meeting for CRP No. 24 24 24 72

d Exposure visitExposure visits of CRPs No. 14 27 12 53Exposure visit of para-professional No. 5 11 5 21Exposure visit of Community No. 247 487 214 948

31 Krishimela No. 0 1 1 2Public information disclosure No. 50 50 25 125Social Audit No. 0 10 10 20Partners Review meeting No. 2 2 2 6

109

Year-wie physical projection

PHYSICAL OUTLAY AT THE END OF THE PROJECT

Sl.No. Particulars Unit No.

1 Basic Seed Production Units No. 1

2 Basic seed production Lakh dfls 0.500

3 Private Graineurs No. 24

Basic seed rearers No. 100

Nucleus seed rearers No. 40

4 Basic seed requirement Lakh dfls 0.400

Nucleus seed reaquirement Lakh dfls 0.240

5 Silk worm rearers- Commercial No. 1439

6 Basic Seed cocoon production Lakh nos. 12.800

7 Commercial dfl production Lakh dfls 2.40

8 Reeling cocoon production Lakh nos. 222

9 Reelers No. 100

10 Spinners No. 40

110

Annexure-4Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

YEAR-WISE PHASING OF FINANCIAL OUTLAY 1 of 4

Sl. No. Component/ Activity Unit Year-1

Year-2

Year-3

Total Unit cost

Year-1 Year-2 Year-3 Total Outlay

MORD CSB Total grant

1 Project Inception1.1. Mahila Kisan profiling No. 822 1624 714 3161 0.001 0.493 0.975 0.428 1.896 1.896 0.000 1.8961.2. DPR Preparation lumpsum 2.00 2.00 2.000 2.000 0.000 2.0001.3. Technical protocols documentation lumpsum 6.00 4.00 10.000 10.000 0.000 10.0001.4. Value-chain Studies lumpsum 5.00 5.00 5.000 5.000 0.000 5.000

Sub-total (1) 13.493 4.975 0.428 18.896 18.896 0.000 18.8962 Institution Building 100.0 0.0 100.0

2.1. Mobilisation & Promotion of producer groups

No. 33 65 29 126 0.025 0.822 1.624 0.714 3.161 3.161 0.000 3.161

2.2. Promotion of producer group federation No. 0 3 0 3 0.75 0.000 2.250 0.000 2.250 2.250 0.000 2.250

2.3. Management support to producer federation

No. 0 3 0 3 2 0.000 6.000 0.000 6.000 6.000 0.000 6.000

Sub-total (2) 0.822 9.874 0.714 11.411 11.411 0.000 11.411

3 Capacity Building

3.1. Training & Exposure Visits

3.1.1. Training module development : Print No. 18 5 0 23 0.5 9.000 2.500 0.000 11.500 11.500 0.000 11.5003.1.2. Training module development : AV lumpsum 10 5 0.000 15.000 15.000 0.000 15.0003.1.3. Training equipment & material No. 11 22 10 42 0.3 3.288 6.498 2.856 12.642 12.642 0.000 12.6423.1.4. Training to CRP No. 14 27 12 53 0.05 0.685 1.354 0.595 2.634 2.634 0.000 2.6343.1.5. Trainings to para-professionals No. 5 11 5 21 0.10 0.548 1.083 0.476 2.107 2.107 0.000 2.1073.1.6. Training to Community No. 822 1624 714 3161 0.03 24.663 48.732 21.420 94.815 94.815 0.000 94.8153.1.7. Training to leaders & PRI No. 33 65 29 126 0.01 0.329 0.650 0.286 1.264 1.264 0.000 1.2643.1.8. Exposure visits of CRPs No. 14 27 12 53 0.03 0.411 0.812 0.357 1.580 1.580 0.000 1.5803.1.9. Exposure visit of para-professional No. 5 11 5 21 0.03 0.164 0.325 0.143 0.632 0.632 0.000 0.6323.1.10. Exposure visit of Community No. 247 487 214 948 0.003 0.740 1.462 0.643 2.844 2.844 0.000 2.8443.1.11. Service charge to CRP No. 14 41 53 107 0.30 4.111 12.233 15.803 32.146 32.146 0.000 32.1463.1.12 Service charge to para-professionals No. 5 16 21 43 0.72 3.946 11.743 15.170 30.860 30.860 0.000 30.8603.1.13. Review cum planning meeting for CRP No. 24 24 24 72 0.05 1.200 1.200 1.200 3.600 3.600 0.000 3.600

Sub-total (3.1) 59.085 93.591 58.948 211.624 211.624 0.000 211.624111

Annexure-5

Source of Funds

Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar under MKSP-NTFP Tasar project

2 of 4Sl. No. Component/ Activity Unit Year-

1Year-

2Year-

3Total Unit

cost Year-1 Year-2 Year-3 Total

OutlayMORD CSB Total

grant3.2. Demo plot for silkworm seed rearing

for technology dissemination3.2.1 Supply of rearing equipments No. 40 100 0 140 0.058 2.320 5.800 0.000 8.120 3.568 4.552 8.1203.2.2 Supply of inputs for maintenance of

block plantationNo. 40 100 0 140 0.14045 5.585 14.045 0.000 19.630 8.625 11.005 19.630

3.2.3 Assistance for tasar silkworm rearing No. 40 100 0 140 0.015 0.600 1.500 0.000 2.100 0.923 1.177 2.1003.2.4 Crop insurance No. 40 100 0 140 0.005 0.200 0.500 0.000 0.700 0.350 0.350 0.7003.2.5 Rearers insurance No. 40 100 0 140 0.00055 0.022 0.055 0.000 0.077 0.039 0.039 0.077

Sub-total (3.2) 8.727 21.900 0.00 30.627 13.504 17.123 30.6273.3. Demo plot for host plant cultivation

and management for technology dissemination

3.3.1 Raising of tasar host plantation No. 0 200 0 200 0.35846 0.000 71.692 0.000 71.692 23.691 48.001 71.6923.3.2 Maintenance of Tasar Host plantation No. 400 0 400 0.06877 0.000 27.508 0.000 27.508 27.508 0.000 27.508

Sub-total (3.3) 0.000 99.200 0.000 99.200 51.199 48.001 99.200Sub-total (3) 67.812 214.692 58.948 341.452 276.328 65.124 341.452

4 Community Investment Support4.1. Plantation for seed rearing Ha.

4.1.1. Raising of tasar host plantation Ha. 300 0 0 300 0.358 107.537 0.000 0.000 107.537 35.537 72.000 107.5374.1.2. Maintenance of Host plantation -yr 1 Ha. 300 0 300 0.058 0.000 17.490 0.000 17.490 17.490 0.000 17.4904.1.3. Maintenance of Host plantation -yr 2 Ha. 300 300 0.079 0.000 0.000 23.769 23.769 23.769 0.000 23.769

Sub-total (4.1.) 107.537 17.490 23.769 148.796 76.796 72.000 148.7964.2. Tool Bank & Common Infrastructure

4.2.1 Tool bank for silkworm rearing No. - 29 29 58 1.365 0.000 39.875 39.270 79.145 43.170 35.975 79.1454.2.2 Tool bank for basic seed production No. - 1 - 1 2.944 0.000 2.944 0.000 2.944 2.944 0.000 2.9444.2.3 Tool bank for commercial seed No. - 24 - 24 0.420 0.000 10.080 0.000 10.080 4.032 6.048 10.0804.2.4 Common facilities for basic seed No. - 1 - 1 36.343 0.000 36.343 0.000 36.343 33.843 2.500 36.3434.2.5 Common facilities for commercial seed

productionNo. - 24 - 24 0.950 0.000 22.797 0.000 22.797 12.026 10.771 22.797

4.2.6 Common facilities for training and storage

No. - 2 - 2 7.873 0.000 15.746 0.000 15.746 11.996 3.750 15.746

4.2.7 Common facilities for yarn conversion No. - 4 - 4 12.077 0.000 48.306 0.000 48.306 37.806 10.500 48.306

Sub-total (4.2.) 0.000 176.091 39.270 215.361 145.817 69.544 215.361112

Source of Funds

3 of 4Sl. No. Component/ Activity Unit Year-

1Year-

2Year-

3Total Unit

cost Year-1 Year-2 Year-3 Total

OutlayMORD CSB Total

grant

4.3. Inputs to Mahila Kisan

4.3.1 Inputs to the mahila kisan for commercial silkworm rearing

No. - 29 29 58 0.107 0.000 3.097 3.051 6.148 4.136 2.012 6.148

4.3.2 Inputs to producer groups/ federation for basic seed production

No. - 1 - 1 0.100 0.000 0.100 0.000 0.100 0.075 0.025 0.100

4.3.3 Inputs to producer groups/ federation for commercial seed production

No. - 24 - 24 0.020 0.000 0.480 0.000 0.480 0.240 0.240 0.480

Sub-total (4.3.) 0.000 3.677 3.051 6.728 4.451 2.277 6.728

4.4. Operational Fund of Producer Groups

4.4.1 Operational Fund of Producer Groups for basic seed production

No. - 1 - 1 2.975 0.000 2.975 0.000 2.975 2.975 0.000 2.975

4.4.2 Operational Fund of Producer Groups for commercial seed production

No. - 24 - 24 0.190 0.000 4.560 0.000 4.560 0.360 4.200 4.560

4.4.3. Operational Fund of Producer federation for yarn production

No. - 4 - 4 2.500 0.000 10.000 0.000 10.000 0.000 10.000 10.000

Sub-total (4.4.) 0.000 17.535 0.000 17.535 3.335 14.200 17.535

Sub-total (4) 107.537 214.793 66.090 388.420 230.398 158.021 388.420

5 Knowledge Management

5.1 Identification of best practices Lumpsum 0.313 2.000 0.000 2.313 2.313 0.000 2.313

5.2 Documentation of best practices Lumpsum 5.000 5.000 5.000 15.000 15.000 0.000 15.000

5.3 Dissemination of best practices Lumpsum 10.000 10.000 0.000 20.000 20.000 0.000 20.000

5.4 Farmers' Day/ Krishimela No 4 4 4 12 0.5 2.000 2.000 2.000 6.000 6.000 0.000 6.000

Sub-total (5) 17.313 19.000 7.000 43.313 43.313 0.000 43.313

113

Source of Funds

4 of 4Sl. No. Component/ Activity Unit Year-

1Year-

2Year-

3Total Unit

cost Year-1 Year-2 Year-3 Total

OutlayMORD CSB Total

grant6 Monitoring & Evaluation

6.1 Baseline survey No. 822 2338 0 3161 0.001 0.822 1.624 0.714 3.161 3.161 0.000 3.161

6.2 Endline survey No. 0 0 3161 3161 0.001 0.822 1.624 0.714 3.161 3.161 0.000 3.161

6.3 Independent evaluation studies No. 0 1 1 2 4 0.000 4.000 4.000 8.000 8.000 0.000 8.000

6.4 Public information disclosure No. 50 50 25 125 0.05 2.500 2.500 1.250 6.250 6.250 0.000 6.250

6.5 Social Audit No. 0 10 10 20 0.25 0.000 2.500 2.500 5.000 5.000 0.000 5.000

6.6 Development, facilitation & management of MIS

lumpsum 4 2.000 1.000 1.000 4.000 4.000 0.000 4.000

6.7 Partners Review meeting No. 2 2 2 6 0.25 0.500 0.500 0.500 1.500 1.500 0.000 1.500

6.8 Technical monitoring lumpsum 5.355 5.355 2.677 13.387 13.387 0.000 13.387

Sub-total (6) 11.999 19.104 13.355 44.458 44.458 0.000 44.458

7 Administration Expenditure

7.1 Staff salaries Lumpsum 15.000 15.000 10.000 40.00 40.000 0.000 40.000

7.2 Travel & conveyance Lumpsum 1.200 1.200 0.800 3.20 3.200 0.000 3.200

7.3 Stationary & Audit fee Lumpsum 0.400 0.300 0.200 0.90 0.900 0.000 0.900

7.4 Communication 0.200 0.180 0.150 0.53 0.530 0.000 0.530

Sub-total (7) 16.800 16.680 11.150 44.630 44.630 0.000 44.630

Grand Total 235.777 499.117 157.685 892.579 669.434 223.145 892.579

% to the total project grant 26.42 55.92 17.67 75.0 25.0

Yr1 Yr2 Yr3 Total 114822 1624 714 316133 65 29 1261 3 3 3

No.of Districts 1 1 1 1

Source of Funds

No.of Blocks

No.of mahila kisan/NTFP collectorsNo.of producer groups

PHASING & FUND SOURCING - YEAR 1 (Rs.in Lakhs)1 of 2

Sl. No.

Component/ Activity Unit Phy- yr1

Unit cost

Fin-yr1 MORD CSB Total grant

1 Project Inception1.1. Mahila Kisan profiling No. 822 0.001 0.493 0.493 0.000 0.4931.2. DPR Preparation lumpsum 2.00 2.00 2.00 0.000 2.0001.3. Technical protocols documentation lumpsum 6.00 6.00 0.000 6.0001.4. Value-chain Studies lumpsum 5.00 5.00 5.00 0.000 5.000

Sub-total (1) 13.493 13.493 0.000 13.4932 Institution Building

2.1. Mobilisation & Promotion of producer groups

No. 33 0.025 0.822 0.822 0.000 0.822

2.2. Promotion of producer group federation No. 0 0.75 0.000 0.000 0.000 0.0002.3. Management support to producer

federationNo. 0 2 0.000 0.000 0.000 0.000

Sub-total (2) 0.822 0.822 0.000 0.8223 Capacity Building

3.1. Training & Exposure Visits3.1.1. Training module development : Print No. 18 0.5 9.000 9.000 0.000 9.0003.1.2. Training module development : AV lumpsum 10 10 0.000 10.0003.1.3. Training equipment & material No. 11 0.3 3.288 3.288 0.000 3.2883.1.4. Training to CRP No. 14 0.05 0.685 0.685 0.000 0.6853.1.5. Trainings to para-professionals No. 5 0.10 0.548 0.548 0.000 0.5483.1.6. Training to Community No. 822 0.03 24.663 24.663 0.000 24.6633.1.7. Training to leaders & PRI No. 33 0.01 0.329 0.329 0.000 0.3293.1.8. Exposure visits of CRPs No. 14 0.03 0.411 0.411 0.000 0.4113.1.9. Exposure visit of para-professional No. 5 0.03 0.164 0.164 0.000 0.1643.1.10 Exposure visit of Community No. 247 0.003 0.740 0.740 0.000 0.7403.1.11. Service charge to CRP No. 14 0.30 4.111 4.111 0.000 4.1113.1.12 Service charge to para-professionals No. 5 0.72 3.946 3.946 0.000 3.9463.1.13. Review cum planning meeting for CRP No. 24 0.05 1.200 1.200 0.000 1.200

Sub-total (3.1) 59.085 59.085 0.000 59.0853.2.

3.2.1 Supply of rearing equipments No. 40 0.058 2.320 1.019 1.301 2.3203.2.2 Supply of inputs for maintenance of

block plantationNo. 40 0.1405 5.585 2.440 3.144 5.585

3.2.3 Assistance for tasar silkworm rearing No. 40 0.015 0.600 0.264 0.336 0.6003.2.4 Crop insurance No. 40 0.005 0.200 0.100 0.100 0.2003.2.5 Rearers insurance No. 40 0.0006 0.022 0.011 0.011 0.022

Sub-total (3.2) 8.727 3.834 4.892 8.7273.3.

3.3.1 Raising of tasar host plantation No. 0 0.3585 0.000 0.000 0.000 0.0003.3.2 Maintenance of Tasar Host plantation No. 0.0688 0.000 0.000 0.000 0.000

Sub-total (3.3) 0.000 0.000 0.000 0.000Sub-total (3) 67.812 62.920 4.892 67.812

4 Community Investment Support4.1. Plantation for seed rearing Ha.

4.1.1. Raising of tasar host plantation Ha. 300 0.358 107.537 35.537 72.000 107.5374.1.2. Maintenance of Host plantation -yr 1 Ha. 0.058 0.000 0.000 0.000 0.0004.1.3. Maintenance of Host plantation -yr 2 Ha. 0.079 0.000 0.000 0.000 0.000

Sub-total (4.1.) 107.537 35.537 72.000 107.537115

2 of 2

Annexure-6

Source of Funds

Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar under MKSP-NTFP Tasar project

Demo plot for host plant cultivation and management for technology dissemination

Demo plot for silkworm seed rearing for technology dissemination

Source of Funds

Sl. No.

Component/ Activity Unit Phy- yr1

Unit cost

Fin-yr1 MORD CSB Total grant

4.2.4.2.1 Tool bank for silkworm rearing No. - 1.365 0.000 0.000 0.000 0.0004.2.2 Tool bank for basic seed production No. - 2.944 0.000 0.000 0.000 0.0004.2.3 Tool bank for commercial seed No. - 0.420 0.000 0.000 0.000 0.0004.2.4 Common facilities for basic seed No. - 36.34 0.000 0.000 0.000 0.0004.2.5 Common facilities for commercial seed

productionNo. - 0.950 0.000 0.000 0.000 0.000

4.2.6 Common facilities for training and No. - 7.873 0.000 0.000 0.000 0.0004.2.7 Common facilities for yarn conversion No. - 12.08 0.000 0.000 0.000 0.000

Sub-total (4.2.) 0.000 0.000 0.000 0.0004.3. Inputs to Mahila Kisan

4.3.1 Inputs to the mahila kisan for commercial silkworm rearing

No. - 0.107 0.000 0.000 0.000 0.000

4.3.2 Inputs to producer groups/ federation for basic seed production

No. - 0.100 0.000 0.000 0.000 0.000

4.3.3 Inputs to producer groups/ federation for commercial seed production

No. - 0.020 0.000 0.000 0.000 0.000

Sub-total (4.3.) 0.000 0.000 0.000 0.000

4.4.4.4.1 Operational Fund for basic seed

productionNo. - 2.975 0.000 0.000 0.000 0.000

4.4.2 Operational Fund for commercial seed production

No. - 0.190 0.000 0.000 0.000 0.000

4.4.3. Operational Fund for yarn production No. - 2.500 0.000 0.000 0.000 0.000

Sub-total (4.4.) 0.000 0.000 0.000 0.000Sub-total (4) 107.537 35.537 72.000 107.537

5 Knowledge Management5.1 Identification of best practices Lumpsum 0.313 0.313 0.000 0.3135.2 Documentation of best practices Lumpsum 5.000 5.000 0.000 5.0005.3 Dissemination of best practices Lumpsum 10.000 10.000 0.000 10.0005.4 Farmers' Day/ Krishimela No 4 0.5 2.000 2.000 0.000 2.000

Sub-total (5) 17.313 17.313 0.000 17.3136 Monitoring & Evaluation

6.1 Baseline survey No. 822 0.001 0.822 0.822 0.000 0.8226.2 Endline survey No. 0 0.001 0.822 0.822 0.000 0.8226.3 Independent evaluation studies No. 0 4 0.000 0.000 0.000 0.0006.4 Public information disclosure No. 50 0.05 2.500 2.500 0.000 2.5006.5 Social Audit No. 0 0.25 0.000 0.000 0.000 0.0006.6 Development, facilitation &

management of MISlumpsum 4 2.000 2.000 0.000 2.000

6.7 Partners Review meeting No. 2 0.25 0.500 0.500 0.000 0.5006.8 Technical monitoring lumpsu 5.355 5.355 0.000 5.355

Sub-total (6) 11.999 11.999 0.000 11.9997 Administration Expenditure

7.1 Staff salaries Lumpsum 15.000 15.000 0.000 15.0007.2 Travel & conveyance Lumpsum 1.200 1.200 0.000 1.2007.3 Stationary & Audit fee Lumpsum 0.400 0.400 0.000 0.4007.4 Communication 0.200 0.200 0.000 0.200

Sub-total (7) 16.800 16.800 0.000 16.800Grand Total 235.777 158.884 76.893 235.777% to the total project grant 26.42 67.4 32.6 116.000

116

Tool Bank & Common Infrastructure

Operational Fund of Producer Groups

PHASING & FUND SOURCING - YEAR 2 (Rs.in Lakhs)1 of 2

Sl. No.

Component/ Activity Unit Phy- yr2

Unit cost Fin-yr2 MORD CSB Total grant

1 Project Inception1.1. Mahila Kisan profiling No. 1624 0.001 0.975 0.975 0.000 0.9751.2. DPR Preparation lumpsum 2.00 0.000 0.0001.3. Technical protocols documentation lumpsum 4.00 4.00 0.000 4.0001.4. Value-chain Studies lumpsum 5.00 0.000 0.000

Sub-total (1) 4.975 4.975 0.000 4.9752 Institution Building

2.1. Mobilisation & Promotion of producer groups

No. 65 0.025 1.624 1.624 0.000 1.624

2.2. Promotion of producer group federation No. 3 0.75 2.250 2.250 0.000 2.2502.3. Management support to producer

federationNo. 3 2 6.000 6.000 0.000 6.000

Sub-total (2) 9.874 9.874 0.000 9.8743 Capacity Building

3.1. Training & Exposure Visits3.1.1. Training module development : Print No. 5 0.5 2.500 2.500 0.000 2.5003.1.2. Training module development : AV lumpsum 5 5 0.000 5.0003.1.3. Training equipment & material No. 22 0.3 6.498 6.498 0.000 6.4983.1.4. Training to CRP No. 27 0.05 1.354 1.354 0.000 1.3543.1.5. Trainings to para-professionals No. 11 0.10 1.083 1.083 0.000 1.0833.1.6. Training to Community No. 1624 0.03 48.732 48.732 0.000 48.7323.1.7. Training to leaders & PRI No. 65 0.01 0.650 0.650 0.000 0.6503.1.8. Exposure visits of CRPs No. 27 0.03 0.812 0.812 0.000 0.8123.1.9. Exposure visit of para-professional No. 11 0.03 0.325 0.325 0.000 0.325

0 Exposure visit of Community No. 487 0.003 1.462 1.462 0.000 1.4623.1.1 Service charge to CRP No. 41 0.30 12.233 12.233 0.000 12.2333.1.1 Service charge to para-professionals No. 16 0.72 11.743 11.743 0.000 11.7433.1.1 Review cum planning meeting for CRP No. 24 0.05 1.200 1.200 0.000 1.200

Sub-total (3.1) 93.591 93.591 0.000 93.5913.2.

3.2.1 Supply of rearing equipments No. 100 0.058 5.800 2.548 3.252 5.8003.2.2 Supply of inputs for maintenance of

block plantationNo. 100 0.14045 14.045 6.185 7.861 14.045

3.2.3 Assistance for tasar silkworm rearing No. 100 0.015 1.500 0.659 0.841 1.5003.2.4 Crop insurance No. 100 0.005 0.500 0.250 0.250 0.5003.2.5 Rearers insurance No. 100 0.00055 0.055 0.028 0.028 0.055

Sub-total (3.2) 21.9 9.670 12.231 21.9003.3.

3.3.1 Raising of tasar host plantation No. 200 0.358457 71.692 23.691 48.001 71.6923.3.2 Maintenance of Tasar Host plantation No. 400 0.068768 27.508 27.508 0.000 27.508

Sub-total (3.3) 99.200 51.199 48.001 99.200Sub-total (3) 214.692 154.460 60.232 214.692

4 Community Investment Support4.1. Plantation for seed rearing Ha.

4.1.1. Raising of tasar host plantation Ha. 0 0.358 0.000 0.000 0.000 0.0004.1.2. Maintenance of Host plantation -yr 1 Ha. 300 0.058 17.490 17.490 0.000 17.4904.1.3. Maintenance of Host plantation -yr 2 Ha. 0.079 0.000 0.000 0.000 0.000

Sub-total (4.1.) 17.490 17.490 0.000 17.490117

Annexure-7Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar under MKSP-NTFP Tasar project

Source of Funds

Demo plot for silkworm seed rearing for technology dissemination

Demo plot for host plant cultivation and management for technology dissemination

2 of 2Sl. No.

Component/ Activity Unit Phy- yr2

Unit cost Fin-yr2 MORD CSB Total grant

4.2.4.2.1 Tool bank for silkworm rearing No. 29 1.365 39.875 21.887 17.988 39.8754.2.2 Tool bank for basic seed production No. 1 2.944 2.944 2.944 0.000 2.9444.2.3 Tool bank for commercial seed No. 24 0.420 10.080 4.032 6.048 10.0804.2.4 Common facilities for basic seed No. 1 36.343 36.343 33.843 2.500 36.3434.2.5 Common facilities for commercial seed

productionNo. 24 0.950 22.797 12.026 10.771 22.797

4.2.6 Common facilities for training and No. 2 7.873 15.746 11.996 3.750 15.7464.2.7 Common facilities for yarn conversion No. 4 12.077 48.306 37.806 10.500 48.306

Sub-total (4.2.) 176.091 124.534 51.557 176.0904.3. Inputs to Mahila Kisan

4.3.1 Inputs to the mahila kisan for commercial silkworm rearing

No. 29 0.107 3.097 2.084 1.014 3.097

4.3.2 Inputs to producer groups/ federation for basic seed production

No. 1 0.100 0.100 0.075 0.025 0.100

4.3.3 Inputs to producer groups/ federation for commercial seed production

No. 24 0.020 0.480 0.240 0.240 0.480

Sub-total (4.3.) 3.677 2.399 1.279 3.677

4.4. Operational Fund of Producer Groups4.4.1 Operational Fund for basic seed

productionNo. 1 2.975 2.975 2.975 0.000 2.975

4.4.2 Operational Fund for commercial seed production

No. 24 0.190 4.560 0.360 4.200 4.560

4.4.3. Operational Fund for yarn production No. 4 2.500 10.000 0.000 10.000 10.000

Sub-total (4.4.) 17.535 3.335 14.200 17.535Sub-total (4) 214.793 147.757 67.035 214.792

5 Knowledge Management5.1 Identification of best practices Lumpsum 2.000 2.000 0.000 2.0005.2 Documentation of best practices Lumpsum 5.000 5.000 0.000 5.0005.3 Dissemination of best practices Lumpsum 10.000 10.000 0.000 10.0005.4 Farmers' Day/ Krishimela No 4 0.5 2.000 2.000 0.000 2.000

Sub-total (5) 19.000 19.000 0.000 19.0006 Monitoring & Evaluation

6.1 Baseline survey No. 2338 0.001 1.624 1.624 0.000 1.6246.2 Endline survey No. 0 0.001 1.624 1.624 0.000 1.6246.3 Independent evaluation studies No. 1 4 4.000 4.000 0.000 4.0006.4 Public information disclosure No. 50 0.05 2.500 2.500 0.000 2.5006.5 Social Audit No. 10 0.25 2.500 2.500 0.000 2.5006.6 Development, facilitation &

management of MISlumpsum 4 1.000 1.000 0.000 1.000

6.7 Partners Review meeting No. 2 0.25 0.500 0.500 0.000 0.5006.8 Technical monitoring lumpsu 5.355 5.355 0.000 5.355

Sub-total (6) 19.104 19.104 0.000 19.1047 Administration Expenditure

7.1 Staff salaries Lumpsum 15.000 15.000 0.000 15.0007.2 Travel & conveyance Lumpsum 1.200 1.200 0.000 1.2007.3 Stationary & Audit fee Lumpsum 0.300 0.300 0.000 0.3007.4 Communication 0.180 0.180 0.000 0.180

Sub-total (7) 16.680 16.680 0.000 16.680Grand Total 499.117 371.851 127.267 499.117% to the total project grant 55.92 74.5 25.5

118

Tool Bank & Common Infrastructure

Source of Funds

PHASING & FUND SOURCING - YEAR 3 (Rs.in Lakhs)1 of 2

Sl. No.

Component/ Activity Unit Phy- yr3

Unit cost

Fin-yr3 MORD CSB Total grant

1 Project Inception1.1. Mahila Kisan profiling No. 714 0.001 0.428 0.428 0.000 0.4281.2. DPR Preparation lumpsum 2.00 0.000 0.0001.3. Technical protocols documentation lumpsum 0.000 0.0001.4. Value-chain Studies lumpsum 5.00 0.000 0.000

Sub-total (1) 0.428 0.428 0.000 0.4282 Institution Building

2.1. Mobilisation & Promotion of producer groups

No. 29 0.025 0.714 0.714 0.000 0.714

2.2. Promotion of producer group federation No. 0 0.75 0.000 0.000 0.000 0.0002.3. Management support to producer

federationNo. 0 2 0.000 0.000 0.000 0.000

Sub-total (2) 0.714 0.714 0.000 0.7143 Capacity Building

3.1. Training & Exposure Visits3.1.1. Training module development : Print No. 0 0.5 0.000 0.000 0.000 0.0003.1.2. Training module development : AV lumpsum 0.000 0.000 0.000 0.0003.1.3. Training equipment & material No. 10 0.3 2.856 2.856 0.000 2.8563.1.4. Training to CRP No. 12 0.05 0.595 0.595 0.000 0.5953.1.5. Trainings to para-professionals No. 5 0.10 0.476 0.476 0.000 0.4763.1.6. Training to Community No. 714 0.03 21.420 21.420 0.000 21.4203.1.7. Training to leaders & PRI No. 29 0.01 0.286 0.286 0.000 0.2863.1.8. Exposure visits of CRPs No. 12 0.03 0.357 0.357 0.000 0.3573.1.9. Exposure visit of para-professional No. 5 0.03 0.143 0.143 0.000 0.143

0 Exposure visit of Community No. 214 0.003 0.643 0.643 0.000 0.6433.1.1 Service charge to CRP No. 53 0.30 15.803 15.803 0.000 15.8033.1.1 Service charge to para-professionals No. 21 0.72 15.170 15.170 0.000 15.1703.1.1 Review cum planning meeting for CRP No. 24 0.05 1.200 1.200 0.000 1.200

Sub-total (3.1) 58.948 58.948 0.000 58.9483.2. Demo plot for silkworm seed rearing for technology dissemination

3.2.1 Supply of rearing equipments No. 0 0.058 0.000 0.000 0.000 0.0003.2.2 Supply of inputs for maintenance of

block plantationNo. 0 0.14045 0.000 0.000 0.000 0.000

3.2.3 Assistance for tasar silkworm rearing No. 0 0.015 0.000 0.000 0.000 0.0003.2.4 Crop insurance No. 0 0.005 0.000 0.000 0.000 0.0003.2.5 Rearers insurance No. 0 0.00055 0.000 0.000 0.000 0.000

Sub-total (3.2) 0.00 0.000 0.000 0.0003.3. Demo plot for host plant cultivation and management for technology dissemination

3.3.1 Raising of tasar host plantation No. 0 0.35846 0.000 0.000 0.000 0.0003.3.2 Maintenance of Tasar Host plantation No. 0 0.06877 0.000 0.000 0.000 0.000

Sub-total (3.3) 0.000 0.000 0.000 0.000Sub-total (3) 58.948 58.948 0.000 58.948

4 Community Investment Support4.1. Plantation for seed rearing Ha.

4.1.1. Raising of tasar host plantation Ha. 0 0.358 0.000 0.000 0.000 0.0004.1.2. Maintenance of Host plantation -yr 1 Ha. 0 0.058 0.000 0.000 0.000 0.0004.1.3. Maintenance of Host plantation -yr 2 Ha. 300 0.079 23.769 23.769 0.000 23.769

Sub-total (4.1.) 23.769 23.769 0.000 23.769119

2 of 2

Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar under MKSP-NTFP Tasar project

Source of Funds

Source of Funds

Annexure-8

Sl. No.

Component/ Activity Unit Phy- yr3

Unit cost

Fin-yr3 MORD CSB Total grant

4.2. Tool Bank & Common Infrastructure4.2.1 Tool bank for silkworm rearing No. 29 1.365 39.270 21.283 17.988 39.2714.2.2 Tool bank for basic seed production No. - 2.944 0.000 0.000 0.000 0.0004.2.3 Tool bank for commercial seed No. - 0.420 0.000 0.000 0.000 0.0004.2.4 Common facilities for basic seed No. - 36.343 0.000 0.000 0.000 0.0004.2.5 Common facilities for commercial seed

productionNo. - 0.950 0.000 0.000 0.000 0.000

4.2.6 Common facilities for training and No. - 7.873 0.000 0.000 0.000 0.0004.2.7 Common facilities for yarn conversion No. - 12.077 0.000 0.000 0.000 0.000

Sub-total (4.2.) 39.270 21.283 17.988 39.2714.3. Inputs to Mahila Kisan

4.3.1 Inputs to the mahila kisan for commercial silkworm rearing

No. 29 0.107 3.051 2.052 0.998 3.051

4.3.2 Inputs to producer groups/ federation for basic seed production

No. - 0.100 0.000 0.000 0.000 0.000

4.3.3 Inputs to producer groups/ federation for commercial seed production

No. - 0.020 0.000 0.000 0.000 0.000

Sub-total (4.3.) 3.051 2.052 0.998 3.051

4.4. Operational Fund of Producer Groups4.4.1 Operational Fund for basic seed

productionNo. - 2.975 0.000 0.000 0.000 0.000

4.4.2 Operational Fund for commercial seed production

No. - 0.190 0.000 0.000 0.000 0.000

4.4.3. Operational Fund for yarn production No. - 2.500 0.000 0.000 0.000 0.000

Sub-total (4.4.) 0.000 0.000 0.000 0.000Sub-total (4) 66.090 47.104 18.986 66.090

5 Knowledge Management5.1 Identification of best practices Lumpsum 0.000 0.000 0.000 0.0005.2 Documentation of best practices Lumpsum 5.000 5.000 0.000 5.0005.3 Dissemination of best practices Lumpsum 0.000 0.000 0.000 0.0005.4 Farmers' Day/ Krishimela No 4 0.5 2.000 2.000 0.000 2.000

Sub-total (5) 7.000 7.000 0.000 7.0006 Monitoring & Evaluation

6.1 Baseline survey No. 0 0.001 0.714 0.714 0.000 0.7146.2 Endline survey No. 3161 0.001 0.714 0.714 0.000 0.7146.3 Independent evaluation studies No. 1 4 4.000 4.000 0.000 4.0006.4 Public information disclosure No. 25 0.05 1.250 1.250 0.000 1.2506.5 Social Audit No. 10 0.25 2.500 2.500 0.000 2.5006.6 Development, facilitation &

management of MISlumpsum 4 1.000 1.000 0.000 1.000

6.7 Partners Review meeting No. 2 0.25 0.500 0.500 0.000 0.5006.8 Technical monitoring lumpsu 2.677 2.677 0.000 2.677

Sub-total (6) 13.355 13.355 0.000 13.3557 Administration Expenditure

7.1 Staff salaries Lumpsum 10.000 10.000 0.000 10.0007.2 Travel & conveyance Lumpsum 0.800 0.800 0.000 0.8007.3 Stationary & Audit fee Lumpsum 0.200 0.200 0.000 0.2007.4 Communication 0.150 0.150 0.000 0.150

Sub-total (7) 11.150 11.150 0.000 11.150Grand Total 157.685 138.700 18.986 157.685% to the total project grant 17.67 88.0 12.0

120

Proposed State

Districts Proposed

Blocks proposed for each district

Total number of women farmers/ families targeted (A)

Total numbers of Activity Groups proposed

Total number of livelihood federations proposed

Total number of Community resource persons to be trained & deployed in the programme

Total number of paraprofessionals to be trained and deployed in the programme

A. PIA- PRADAN

Bihar BankaBelhar, Katoria, Chandan

3161 126 3 53 21

Total cost of the Projects (B)

MKSP Central Share

State share Others (Specify the source)- Central Silk Board

Cost per family (B/A) (Lakh)

Average annual incremental net income/ family proposed through tasar (Rs.)

Average annual incremental net income/ family proposed through agriculture/ vegetable cultivation(Rs.)

Average annual incremental net income/ family proposed (Rs.)

Cost benefit ratio as per your analysis ( including other benefits apart from increase in income)

892.579 669.434 0.000 223.145 0.282 21420 16500 37920 1.34121

SNAPSHOT OF THE PROJECT ON C:B RATIO AND INCREMENTAL INCOMEPromotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar under MKSP-NTFP Tasar project

(Rs. In Lakhs)

Annexure-9

A# Particulars Unit Number Rs/unit Total

(Rs)Contri-bution

(Rs)

Grant (Rs)

1Cost Asan and Arjuna of seedlings including 10% mortality

No.2173 3.00 6519 0 6519

2 Soil conservationStaggered trench (6ft x2ft x 2ft) No. 279 33.60 9374 2344 7031

Cattle proff trench cft 7500 1.40 10500 2625 78753 Pit digging (1.5ftx1.5ftx1ft) No. 1975 3.15 6221 1555 46664 Cost of vermicomposts @ 400/ plant Kg 790 5.00 3950 0 39505 Anti-termite treatment LS 250 0 2506 Transplantation of seedling No. 1975 1.50 2963 1185 17787 Basin formation and weeding No. 1975 1.50 2963 1185 17788 Intercropping LS 2000 0 2000

Total 44740 8894 35846

B.1

11st. Hoeing and basin formation in the 2nd. Year

No.1975 1.50 2963 1185 1778

2 Spraying of neem based insecticide LS 300 0 300

3Cost of mixed fertilizer (N -12:P- 32:K -16) KG

98.75 20 1975 0 19754 2nd. Hoeing in the 2nd. Year No. 1975 1.50 2963 1185 1778

Cost in insecticide spray MD 5 150.00 0 0 0Sub-Total 8200 2370 5830

B.21 1st. Hoeing in the 3rd Year No. 1975 1.60 3160 1264 18962 Spraying of neem based insecticide LS 300 0 3003 Cost of mixed fertilizer (N -12:P- 32:K -16) Kg

197.50 20 3950 0 39504 2nd. Hoeing in the 2nd. Year No. 1975 1.50 2963 1185 1778

Cost in insecticide spray MD 5 150.00 0 0 0Sub-Total 10373 2449 7924

Maintenance total 18573 4819 13754

Total of raisng and maintenance 63312 13,713 49599Percentage sharing 22 78

SHARING MORD CSB TotalRaising of tasar host plants 11846 24000 35846Percentage 33.0 67.0 100.00Maintenance in the 2nd year 5830 0 5830Percentage 100.0 0.0 71.10Maintenance in the 3rd year 7924 0 7924Percentage 100.0 0.0 76.39Total 25599 24000 49599

51.6 48.4 100.0 122

Annexure-10

Unit Cost Estimate for the Maintenance of 1 Hac of Tasar Plantations in the 3rd. year

Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

UNIT COST FOR RAISING BLOCK PLANTATION (Unit: 1 Hac with Plant Spacing of 10ft x 6 ft.)

Unit Cost Estimate of Raising 1 Hac of Tasar Plantations

Unit Cost Estimate for the Maintenance of 1 Hac of Tasar Plantations in the 2nd. year

Sl. No.

Particulars Unit Input Labour Rate (Rs.)

Amount (Rs)

A1 Secature/ Looping Shear No. 2 400 8002 Low volume sprayer (one for 10

rearears)No.

1 500500

3 Nylon net (40'x30'x10') No. 1 4500 45004 Bamboos No. 12 50 0

Sub-total 5800B

5Cost of fertilizers NPK mixture for 2100 plants @200gm/plant

Kg 420 28 11760

6 Cost of insecticides for foliar spray lumpsum 2407 Cultural operations lumpsum 2045

Sub-total 14045C Tasar Silkworm Rearing9 Slaked Lime kg 100 10.25 102510 Bleaching Powder kg 10 40.00 40011 Sodium Hypochloride kg 0.5 150.00 75

Sub-total 1500TOTAL 21345

SHARING MORD CSB TotalRearing Equipment 2548 3252 5800Percentage 43.9 56.1 100.0Maintenance of host plants 6171 7874 14045Percentage 43.9 56.1 100.0Grant share 43.9 56.1Tasar Silkworm Rearing 659 841 1500Percentage 43.9 56.1 100.0Grant share 43.9 56.1Total 9379 11966 21345Percentage 43.9 56.1 100.0 123

Annexure-11

Maintenance of Tasar host plants (0.7 Hac)

Unit Cost for Nucleus Seed Rearers (NSRs)( Capacity: 200 dfls)

Rearing Equipment

Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

Sl. No.

Particulars Unit Input Rate (Rs.)

Amount (Rs)

A

1 Secature/ Looping Shear No. 25 360 9000

2 Low volume sprayer (one for 10 rearears)No.

3 500015000

3 Nylon net (40'x30'x10') No. 25 4500 112500

Sub-total 136500

SHARING MORD CSB Total

Tool Bank for silkworm rearers 74455 62045.5 136500

Percentage 54.5 45.5 100.0 124

Annexure-12

Tool Bank for silkworm rearers

Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

Unit Cost for one tool bank of silkworm rearing

Sl. No.

Particulars Unit Input Rate (Rs.) Amount (Rs.)

Grainage Equipments

1 Microscope with light arrangement No. 10 4,000 40,000

2 Egg laying boxes No. 15000 4 52,500

3 Egg laying cabinet No. 2 6,500 13,000

4 Wooden Moth Testing Table No. 5 2,500 12,500

5 Wooden chair (with arms) No. 10 1,000 10,000

6 Gatar sprayer No. 1 5,000 5,000

7 Plastic drum No. 4 850 3,400

8 Plastic bucket No. 10 200 2,000

9 Plastic tub (small) No. 10 100 1,000

10 Plastic tub (big) No. 20 250 5,000

11 Mortor & Pestle No. 100 320 32,000

12 Measuring Cylinder ( Plastic) No. 2 200 400

13 Dry - Wet Thermometer No. 2 800 1,600

14 Electronic Weighing balance No. 1 14,000 14,000

15 Humidifier No. 1 6,000 6,000

16 Egg drying chamber No. 1 6,000 6,000

17 Centrifuge No. 1 25,000 25,000

18 Generator No. 1 55,000 55,000

19 Miscellaneous (office furniture) lumpsum 10,000 Sub-total 2,94,400

SHARING MORD CSB Total

Equipment for tool Bank 2,94,400 - 2,94,400

Percentage 100.0 0.0 100.00 125

Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

Unit Cost for Tool Bank of Basic Seed Production Unit (Capacity: 1,50,000 cocoons)

Annexure-13

Unit Cost of Tool Bank for Commercial Seed Production(Capacity: 25000 cocoons)

Sl. No.

Particulars Unit Input Rate (Rs.) Amount (Rs.)

A Grainage Equipments

1 Microscope with light arrangementNo. 2 5000 10000

2 Egg laying boxes/ Nylon net bagsNo. 3000 4 12000

3 Egg laying cabinet No. 1 6500 6500

4 Wooden Moth Testing Table (5ft x 1.5ft)No. 1 4000 4000

5 Stools No. 2 750 1500

6 Plastic drum (60 liters) No. 1 1100 1100

7 Plastic bucket No. 5 200 1000

8 Plastic tub (small) No. 5 150 750

9 Plastic tub (20 liters) No. 5 300 1500

10 Plastic mug No. 5 50 250

11 Mortor & Pestle No. 5 320 1600

12 Measuring Cylinder ( Plastic) No. 1 300 300

13 Weighing balance No. 1 1500 1500Total 42000

SHARING MORD CSB Total

Tool Bank for comm. Seed prodtcion16,800 25,200 42,000

Percentage 40.0 60.0 100.00 126

Promotion of Large Scale Tasar Sericulture Based Livelihoods in BiharAnnexure-14

Annexure-15

Particulars Unit Input Rate (Rs.) Amount (Rs.)

Construction of grainage building: ground floor - 2433 sq. ft with alround verandah and 1st floor - 1335 sq. ft along with septik tank, generator room

1 34,34,250 34,34,250

Boundary wall Lumpsum 2,00,000 2,00,000 TOTAL 36,34,250

SHARING MORD CSB TotalCommon Facility for Basic seed Production 33,84,250 2,50,000 36,34,250 Percentage 93.1 6.9 100.00

Particulars Unit Input Rate (Rs.) Amount (Rs.)

Construction of grainage building (25'x12' with verandah) No. 1 100000 100000

SHARING MORD CSB Total

Grainage building 50,115 44,885 95,000

Percentage 52.8 47.2 100.00

Particulars Unit Input Rate Amount1. Construction of Cocoon Storage & Office room 1 750000 750000Sub-total 7500002. EquipmentsElectrical wiring and lightning arrester 1 10000 10000Almirah No. 1 6000 6000Wooden table No. 1 1500 1500Chairs No. 5 400 2000Wooden bench No. 1 1500 1500White Board No. 1 2500 2500Drai for meeting & training No. 2 2400 4800Utentials for training purpose Lumsum 3000Insurance & Miscellaneous lumpsum 6000Sub-total 37300TOTAL 787300

SHARING MORD CSB TotalStorage & office room 5,99,800 1,87,500 7,87,300 Percentage 76.2 23.8 100.00 127

Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

Unit Cost Common facilities for training and storage

Unit Cost of Common Facility for commercial seed production (Capacity: 25000 cocoons)

Unit Cost of Common Facility Center for Basic Seed Production Unit (Capacity: 1,50,000 cocoons)

Particulars Unit Input Rate Amount

1. Equipments

Reeling-cum-twisting machines No. 25 19000 475000

Re-reeling machine No. 10 3500 35000

Spinning wheel No. 10 5000 50000

Solar set No. 25 25000 625000

Weighing balance No. 1 1500 1500

Almirah No. 1 5000 5000

Table No. 1 1500 1500

Chairs No. 4 350 1400

Stools No. 25 250 6250

Insurance & maintenance lumpsum 7000Sub-total 1207650

SHARING MORD CSB Total

Common Facility Center 9,45,150 2,62,500 12,07,650

Percentage 78.3 21.7 100.00 128

Annexure-16Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

Unit Cost for Common Facility Centre for yarn production

Sl. No.

Particulars Unit Input Rate (Rs.)

Amount (Rs)

Tasar Silkworm Rearing1 Bleaching Powder & Lime (1:9) kg 625 11.00 68752 Bleaching Powder kg 62.5 40.00 25003 Sodium Hypochloride kg 8.75 150.00 1313

Total 10688

SHARING MORD CSB TotalTasar Silkworm Rearing 7190 3497.38 10688Percentage 67.3 32.7 100.00

Sl. No.

Particulars Unit Input Rate (Rs.)

Amount (Rs)

Tasar Silkworm Rearing1 Purchase of consumable LS 10000

Total 10000

SHARING MORD CSB TotalTasar Silkworm Rearing 7500 2500 10000Percentage 75.0 25.0 100.00

Sl. No.

Particulars Unit Input Rate (Rs.)

Amount (Rs)

Tasar Silkworm Rearing1 Purchase of consumable LS 2000

Total 2000

SHARING MORD CSB TotalTasar Silkworm Rearing 1000 1000 2000Percentage 50.0 50.0 100.00

129

Annexure-17

Unit Cost for input to one tool bank for Basic seed production

Unit Cost for input to one tool bank for commercial seed production

Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

Unit Cost for input to one tool bank for silkworm rearing

1400156

Annexure-18

Particulars Unit Input Rate (Rs.)

Amount (Rs.)

Working CapitalCost of seed cocoons No. 150000 1.65 2,47,500 Operational cost lumpsum 50,000 TOTAL 2,97,500

SHARING MORD CSB Totalworking capital 297500 0 297500Percentage 100.0 0.0 100

Particulars Unit Input Rate (Rs.)

Amount (Rs.)

Working CapitalWorking Capital lumpsum 19,000 TOTAL 19,000

SHARING MORD CSB Totalworking capital 1500 17500 19000Percentage 7.9 92.1 100

Particulars Unit Input Rate (Rs.)

Amount (Rs.)

Working CapitalWorking Capital lumpsum 2,50,000

TOTAL 2,50,000

SHARING MORD CSB Totalworking capital 0 2,50,000 250000Percentage 0.0 100.0 100

130

Unit Cost of operational fund for Tasar Yarn production unit

Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

Unit Cost of operational fund for Basic Seed Production Unit

Unit Cost of operational fund for Commercial Seed Production Unit

PROJECT OUTPUT (WITHIN THE PROJECT PERIOD)

Year-1 Year-2 Year-3 Total

1Commercial dfls produced (lakhs) 0.00 1.20 1.20 2.40

2Total raw silk production (kg) 64 5992 11704 17760

3Total tasar spun silk production (kg) 196 2158 3586 5940

196 2158 3586 5940

Year-1 Year-2 Year-3 Total

1 Commercial dfls (lakhs) 0.00 9.60 9.60 19.20

2 Raw Silk 1.79 167.78 327.71 497.28

3 Tasar Spunsilk (MT) 3.53 38.84 64.55 106.92

5.32 216.22 401.86 623.40

131

TOTAL

Promotion of Large Scale Tasar Sericulture Based Livelihoods in BiharAnnexure-19

Sl.No. OutputPhysical

Sl.No. OutputFinancial (Rs. in lakhs)

1 Host plant availability

2DFLs required by an individual for full capacity utilization

3 Number of rearing cycle per year4 Reelable cocoon productivity per DFL6 Duration of rearing cycle in the commercial crop (days)7 Price of 1 unit of DFL (Rs.)8 Average price of 1 piece of whole cocoon (Rs.)9

10 Equipments and accessoriesCost of 1 nylon nets @ Rs.3500/net 3,500

Sprayer & secature 800

11430

1,600250

Plant maintenance 500

25,000

Note: Based on bivoltine commercial crop132

Income (Rs.)Sale of 10,000 Cocoons (200 DFLs *50 cocoon per DFL)

Total Income (Rs.) 25,000 Gross Profit (Rs.) 22,650 Profit after depreciation of assets (Rs.) 22,220

8.00 2.50

Total Expenditure (Rs.) 2,350

Total Capital Investment (Rs.) 4,300Depreciation on Assets (Rs.):

Equipments and accessories @ 10% of the value/ annumTotal Depreciation (Rs.) 430

Capital Investment (Rs.):

Profit and Loss Account of 1 cycle of Silkworm Rearing Expenditure (Rs.)

Cost of DFLs (Rs.)Cost of prophylactic measures

2001

5060 - 65

Annexure-20Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

Cost Economics of Commercial Rearing by individual RearerSalient features of Silkworm rearing

Forest plantation

1 Capacity to preserve seed cocoons (pieces)2 Number of grainage cycle per year3 Expected production of DFLs per cycle4 Number of rearers to be served5 Duration of grainage cycle (days)6 Cost of 1 piece of seed cocoon (Rs.)7 Price of 1 unit of DFL (Rs.)8 Price of 1 Piece of pierced cocoon (Rs.)9

1,00,00042,000

105,0004,200

37,5001,00010001185

44,444 25,000

Note: Based on bivoltine commercial crop133

Total Income (Rs.) 69,444 Gross Profit (Rs.) 28,759 Profit after depreciation of assets (Rs.) 19,559

Total Expenditure (Rs.) 40,685 Income (Rs.)

Sale of DFLsSale of Pierced cocoons

Total Depreciation (Rs.) 9,200Profit and Loss Account of 1 cycle of grainage operation

Expenditure (Rs.)Cost of Seed cocoons (Rs.)

Cost of consumables (LS)Cost of Hired microscopist (for 10 days)

Interest on working capital loan @ 12% for 3 months

Total Capital Investment (Rs.) 1,42,000Depreciation on Assets (Rs.):

Grainage building @ 5% of the value / annumEquipments and furniture @ 10% of the value/ annum

1.58.00

Capital Investment (Rs.):Grainage building

Equipments and furniture

1

5,55630

20-25

Annexure-21Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

Cost Economics of a Private GrainageSalient features of a private grainage

25,0001

Sl No. Particulars Data1 Capacity to preserve seed cocoons (pieces) 1,50,0002 Number of grainage cycle per year 13 Expected production of DFLs per cycle 30,0004 Number of grainages to be served 605 Duration of preservation cycle (days) 2106 Duration of grainage cycle 247 Cost of 1 piece of seed cocoon including sorting & transportation 2.58 Monthly wage rate of labourer for preservation of cocoons in village (Rs.) 15009 Number of months the labourer would be hired 7

10 Daily wage rate of microscopists in the village (Rs.) 12511 Number of days the microscopists would be engaged 2012 Daily wage rate of unskilled labourers in the villages (Rs.) 10013 Number of days the unskilled labourers would get engaged 2014 Cost of consumable for 1 cycle of grainage (Rs.) 300015 Yearly maintenance & disinfection of building 300016 Base price of 1 unit of DFL (Rs.) 9.0017 Price of 1 piece of pierced cocoon 1.50

ASl. Particulars Amount (Rs.)

1 Cost of Seed cocoons (Rs.) 3,75,0002 Cost of hiring 1 labour for 8 months 105003 Cost of grainage consumables 3,0004 Cost of Hiring 8 microscopists 250005 Cost of hiring 8 labourers for 30 days 200006 Yearly maintenance and disinfection of grainage 3000

Total Expenditure: 4,36,500

BSl. Particulars Amount (Rs.)

1 Sale of DFLs 2700002 Sale of Pierced cocoons 225000

Total Income: 495000

C 58,500 Note: Based on bivoltine crop for one grainage cycle

Infrastructure can be used for the commercial grainage also 134

Income

Gross profit: (Total Income- Total Expenditure)

Annexure-22Promotion of Large Scale Tasar Sericulture Based Livelihoods in Bihar

INCOME AND EXPENDITURE ACCOUNT OF BASIC SEED PRESERVATION AND DFL PRODUCTION

Profit and Loss Account of 1 cycle of basic grainagegrainage operation

Expenditure