COVER.qxd 2/13/1950 7:25 PM Page 2 Vol-II No 1 (Bi-Annual ...cfmglobal.org/wp-content/uploads/2016/04/e-CFM-samuday-JUNE-2014.pdf · lemn; Vol-II No 1 (Bi-Annual) | June 2014 (Newsletter

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Vol-II No 1 (Bi-Annual) | June 2014

lemn;lemn;SAMUDAY(Newsletter of the

Community Friendly Movement)

The traditional dolls depicting daily chores of Jhabua people

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S A M U D A Y( N E W S L E T T E R O FT H E C O M M U N I T Y

F R I E N D L YM O V E M E N T )

Vol-III NNo 1(Bi-aannual)

PRESIDENTReva Nayyar

SECRETARYSaurav Ghosh

DIRECTOR/PUBLISHERJyotsna Kapur

EDITORIAL AADVISORSidharth Mishra

CONCEPT && DDESIGNSriav Creations

[email protected]

OFFICE5K, 1st Floor,

Jangi House, Shahpur Jat,New Delhi -110049Tel. 011-26490053www.cfmglobal.org

PRINTED && PPUBLISHED BBYJyotsna Kapur for & on behalf ofCommunity Friendly Movement

(CFM) 5K, 1st Floor,Jangi House, Shahpur Jat,

New Delhi-110049&

PPrriinntteedd aatt Om Printers, 324,Patarganj Industrial Area, Delhi

Dear Friends,

I note with satisfaction that during the intervening period between our last issue andthe current issue of Samuday, we had a very eventful time for our members. We are happyto announce the induction of two every eminent personalities from two diverse fields onour board. Professor Sudhir Gupta, head of Forensic Medicine and Toxicology from theprestigious All India Institute of Medical Sciences (AIIMS), New Delhi and Dr HimanshuRoy, National Fellow at Nehru Memorial Centre and Museum, Teen Murti House, NewDelhi joined our board and we look forward to a fruitful association with them.

The Secretary of the CFM, Saurav K Ghosh has rendered much needed service to thesocial sector by authoring a handbook on the CSR rules 2014, which would prove to be agreat reference text in the times to come. You get to know more about the book when youflip through the pages of this issue of Samuday.

We have some very readable articles this issue on the innovations our team has done,on family farms, on health benefits of going green, the role CSR may play in ending socialconflict in rural areas, on our flagship project Anhad Gram and a small little piece on localrecipes to beat summer heat.

I am happy to share with you that our editorial adviser was invited by the prestigiousSmurfit School of Business, UCD, Dublin to present a paper on our work in Jhabua, whichwas greatly appreciated.

We promise to bring more news in future of our work in alleviating miseries in lives ofpeople in the most backward areas of the country.

Happy Reading and Best Wishes,

15 June 2014REVA NAYYAR

Secretary (retired) Govt of India &President, Community Friendly Movement

Excerpted from our editorial advisor Sidharth Mishra’s paper presented onAnhad Gram at Smurfit School of Business, UCD, Dublin (Ireland)

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S A M U D A Y ( N E W S L E T T E R O F T H E C O M M U N I T Y F R I E N D L Y M O V E M E N T )

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Corporate SocialResponsibility (CSR) inIndia is in infancy butGovernment has taken afirm and much needed

step in that direction in form ofCompanies (Corporate SocialResponsibility Policy) Rules 2014.

The policy throws open not onlyan opportunity but also a challengefor all stakeholders namelyCorporate(s), Government,implementing agencies, auditors,taxmen and ultimately the endbeneficiaries. What to do, how todo, where to do, how to ensuresustainability and above allaccountability for actions and capitalinvested. The cumulative value ofresource allocated runs approx. tothe tune of Rs 26,000 Crore. Thissum is set to grow every year andwill continue as the companiesrealign their activities to emergingglobal best practices. By designing astructured work process,

outsourcing basic implementationand putting control measures inplace, CSR can play as an effectivetool with companies to creategreater synergy in communities theyoperate in.

This document provides a design framework for turnkeyimplementation of putting CSR intoaction.

CAUSE(S) THAT YOUR CSRINITIATIVE COULDADDRESS/ASSOCIATE

The most critical area of CSRdesign is the cause with which theCompany associates. Some of thesuggested routes towards identifyingthe cause are:i) It should directly complement

the mandate of the organization-say specific skill based training inplumbing, masonry, carpentry,electrical, shuttering,accounting, retail, hospitality orother specific jobs for companies

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SAURAV K GHOSH sketches theroadmap for conceptualization toimplementation of development

projects under CSR in accordancewith companies Act 2013

Getting it right

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that are into construction, civilworks, manufacturing, designsand service sectors; promotingvocational skills

ii) The end produce fromcommunity serves as basic rawmaterial for the corporation likeproduction of specific herbs,fruits, vegetables or cereals,poultry, animal husbandry thatare consumed by the industry;implementation of bestpractices, introduction of newtechnologies, pre and post-harvest management systems,sorting grading, designing andpackaging etc as relevant to thecompanies perspective; ruraldevelopment projects

iii) Issues that attract maximumemployee participation ie.Working with children,environmental sustainability,capacity building of existingschools, colleges, scholarships,learning assistance, sportsdevelopment, need for specialchildren; towards promotion ofeducation

iv) Provide health and nutritionsecurity through support oforphanages, hospitals, day care,slum dwellers, old age homesetc; eradicating hunger, poverty,malnutrition

The list is not exhaustive but suggestivetowards aligning Company towardscause

SHORT-LISTING THELOCATION(S) FOR CSRIMPLEMENTATION

Easy acessibility to project siteholds immense value because remotelocations present logistic andadministrative challenges. The otherreason for careful selection iscultural, societal and actual needcompatibility. For example workingwith farmers and villages in Haryana,Punjab, UP etc would be no go due tohigh prices of land and non-remunerative farming due to closeproximity to Delhi NCR (land pricescreate much larger value thanagriculture). The requirement ofthese areas would be training andorientation towards financial and

(From left) Publisher Manuj Bhargava, author Dr S Kumar, DG, Indian Institute of Corporate Affairs Dr Bhaskar Chatterjee, Joint Secretary, Ministry of Law Dr MukulitaVijayawargiya and author Saurav K Ghosh at the launch of the book Corporate Social Responsibility — A Handbook at Scope Tower, New Delhi



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legal inclusion to understand rightsand duties; empowerment andgender equality.

ALLOCATION OF BUDGETINCLUDING THE ADMINCOST

CSR will remain a staff function asa cost to the company and may soundnon remunerative in monetary terms,however long term impact andbenefit can be derived in terms ofemployee engagement and synergywith local community. The merit ismore evident if it's being carried outby manufacturing sector, heavyindustries or agro and allied sector,HR placement or in-houserequirement for trained staff that canbe selected from local community-Vocational skill based training. Adanigroup runs numerous trainingprograms for apple growers in

Himachal Pradesh and Jammu &Kashmir among others.

TRAINING OF HUMANRESOURCES OR HIRING

Structured commitment under CSRrule calls for trained staff on payroll,the duties and functions would mostlyfall under HR function. A carefulselection from existing staff based onpsychometric analysis would greatlyenhance the impact of work, reducecost and risk of right person at thewrong job. She/He will also serve asthe point of contact for day to dayaffairs and acts as bridge betweenBoard/Top management, executiveteam and implementingagency/development partner. Thereare a number of universities offeringdistance learning/ offline programunder Masters of Social welfare(MSW). Institutes like DSSW (Delhi

School of Social Work), TISS (TataInstitute of Social Sciences), IRMA(Institute of Rural Management) whorun module based programs forexecutive team may be of great help.

There are other agencies likeAurobindo Ashram, who providelivelihood and skill based training atvery low cost where projectbeneficiaries can be approached forhandholding.

IDENTIFYING THEDEVELOPMENT PARTNER(DP) IN THE FIELD FORPROGRAMIMPLEMENTATION

Community based work hashistorically been done by Governmentin support with NGO (Non Governmentorganizations or not for profitorganizations). The NGOs have largelybeen responsible for successful



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implementation of grassroots projects.With their long term presence in localcommunity they are better equippedas messengers and implementers foryour CSR initiative. The choice of thedevelopment partner/implementingagency plays a critical role.

The following selection parametersmay be kept under consideration

1. Legal structure of implementingagency - Trust, Society, Section 25company, Co-operative or ProducerCompany (ies) etc. Is it closely heldwithin related people or has a widermembership platform. Is it anindependent society or registeredas foundation for some largercorporation

2. At least 3 year track record inproject execution

3. Regular filing of Balance sheets andannual reports

4. Board and its advisor list (forspecific project execution)

5. Presence across the country (ifapplicable)

6. Registration with agencies like TISS(TISS CSR HUB) which empanelcredible NGOs based on theirfiltering process.

7. Present and past funders 8. Evaluation report from external

agencies for completed projects etc

The list is again for reference anddiligence has to be carried out case tocase basis before empanelment.

NEED ASSESSMENT:FILTERING, SHORTLISTINGOF THE PROPOSALS TOWORK ON

Many a times there is a hugedifference in what we think thecommunity wants or needs and theactual requirement that thecommunity has. The best way to

minimize this gap is to involve theultimate stakeholder in project designitself. The process might slow down theimplementation a little but the endresult is far better than an alienatedprogram design which eventually hasno takers.

The involvement of communityensures ownership amongbeneficiaries, when they are asked tocontribute towards the work and ifthey do, it ensures to a fair level thatthey are interested in getting the workdone and it will be SUSTAINABLE.

Need assessment can be done in-house or with assistance of externalagencies like universities and

consultants. The thumb rule of costingis that 2-3% of project cost is needassessment; and 3-5% is impactassessment. Ideally independentagencies should do all three jobsnamely need assessment,implementation and impactassessment. Need assessment alsoprovides clarity on budget, timeallocation and opportunity to design asustainable model to ensure longevityof the action. The learning, businesspractices of companies can help indesigning more effective programs.

This study also helps indocumentation and filing reportswhich have to be presented as part ofannual reports of the fundingorganization under CSR rules 2014.

IMPLEMENTATION ANDSUSTAINABILITY

The core of CSR is the actualimplementation process. For anyagency this is the most challenging partwhere the ultimate stakeholder is notinternal but external. For she has notcome to us, we have to go andimplement it for them. They have tounderstand/appreciate that the work isbeing done for improvement of theirquality of life and not just to fulfillanother compliance norm. This hasbeen a serious issue with developmentprojects. The beneficiary thinksFunders have to Give and they have toTake. Unless this positioning is notchanged, systemic changes can't beinduced defeating the whole purposeof CSR Rule.

Implementation of a CSR programis like any turnkey project whereexperts from different fields have to bebrought in, costs have to be monitored,project timelines have to be met,books of accounts to be maintainedand community has to be engaged. Forone time intervention internal staff canexecute but for any project that looksfor a long term engagement, a reliabledevelopment agency is a must.

The cost of hiring professionals andmanaging day to day operations callsfor a dedicated team that itselfbecomes a huge cost and leavesquestion on their maintenance oncethe project is completed. Withcontracting projects both impact andfunctionality of project can beimproved for the development partnerhas competence and economized costsat their end.

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THE CORE OF CSR IS THEACTUAL IMPLEMENTATION

PROCESS. FOR ANYAGENCY THIS IS THE MOST

CHALLENGING PARTWHERE THE ULTIMATESTAKEHOLDER IS NOT

INTERNAL BUT EXTERNAL.FOR SHE HAS NOT COMETO US, WE HAVE TO GO

AND IMPLEMENT ITFOR THEM



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Since its not a 'for profit contract',there are no margins built forimplementer where agency puts theirown money and completes tasks,submits bills and gets reimbursed. Theproject disbursal are made as advancesand after satisfactory utilization, nextround of fund is released. Foroperations and administrative expensestwo best practices can be suggested.

A fixed slab of 10-15% asadministrative expenses (depending onproject size) can be earmarked to meetdevelopment agencies operations orActuals (Salaries and tour travel) plus6-8 percent may be allocated to coveradministrative expenses. Again these are benchmark figures asbest suggested practices and notsacrosanct rules

MONITORING, EVALUATIONAND SOCIAL IMPACTASSESSMENT

As per mandatory CSR reporting“the Board's report of a companycovered under these rules pertainingto a financial year commencing on orafter 1st day of April 2014 shall includeannual report on CSR containingparticulars specified in Annexure 2.”

The evaluation and assessment notonly plays critical role from complianceperspective but also helps to improve,redesign and take corrective measuresfor project implementation. Acontinuous feedback mechanism and3rd party assessment reportconsolidates CSR commitment andeffectiveness of project. It alsoprovides a strong review position toassess work of implementing agencyand brings greater transparency inoperations.

The impact assessment parametersand methodology is beyond the scopeof this article. However universities,Government agencies, independent

experts are available depending onproject scope. Some of the leadingagencies are Hardicon, Dept of SocialWelfare (Universities pan India) andTISS among others.

Social impact assessment byagencies provides a strong platform fordirect interaction of funders and theirbeneficiaries. This results in betterdesigning of program.

MANAGING BRAND EQUITY/SOCIAL RETURNS/PR

Invariably CSR projects, be it withinnovations, application of cleantechnologies, empowerment ofwoman, national integrity or value addto existing functions catch mediaattention. This helps to a great extentin providing development models toother agencies to replicate. Likesuccessful design and production oflow cost sanitary napkin by JayaashreeIndustries has helped many non-profits, funding agencies to replicatethe model and touch millions of lives.

It's however important to check thetax implication of such activities(branding, advertising etc) mentionedin contract on overall fund for project;if they are explicitly mentioned in thememorandum signed between thefunding and implementing agency.

ALIGNMENT TO GLOBALPRACTICES ANDAFFILIATIONS

MDGs or Millennium DevelopmentGoals as they are called are "The eightMillennium Development Goals (MDGs)- which range from halving extremepoverty rates to halting the spread ofHIV/AIDS and providing universalprimary education, all by the target dateof 2015 - form a blueprint agreed to byall the world's countries and all theworld's leading developmentinstitutions. The UN is also working with

governments, civil society and otherpartners to build on the momentumgenerated by the MDGs and carry onwith an ambitious post-2015development agenda" www.un.org

In today's global perspective wherecorporate governance is a norm, MDGand alignment of an organization's CSRgoal puts it in global perspective andexhibits the forward thinking of Indiancompanies.

The MDG are similar to CSRmandate under CSR Bill 2004 namely i) Eradicating hunger, poverty,

malnutrition, promotingpreventive health care andsanitation and making availablesafe drinking water;

ii) Promoting education, includingspecial education andemployment enhancingvocational skills especially amongchildren, women, elderly and thedifferently abled and livelihoodenhancement projects;

iii) Promoting gender equality,empowering women, setting uphomes and hostels for womenand orphans; setting up old agehomes, day care centers andsuch other facilities for seniorcitizens and measures forreducing inequalities faced bysocially and economicallybackward groups;

iv) Ensuring environmentalsustainability, ecological balance,protection of flora and fauna,animal welfare, agroforestry,conservation of naturalresources and maintainingquality of soil, air and water;

v) Protection of natural heritage,art and culture includingrestoration of buildings and sitesof historical importance andworks of art; setting up publiclibraries; promotion and


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development of traditional artsand handicrafts;

vi) Measures for the benefit ofarmed forces veterans, warwidows and their dependents;

vii) Training to promote rural sports,nationally recognized sports,Paralympic sports and Olympicsports;

viii) Contribution to the PrimeMinister's National Relief Fund orany other fund set up by theCentral Government for socio-economic development andrelief and welfare of theSchedule Castes, the ScheduledTribes, other backward classes,minorities and women;

ix) Contribution or funds providedto technology incubators locatedwithin academic institutionswhich are approved by CentralGovernment;

x) Rural development projects. Working or aligning the CSR

activities to above mentioned activitiesautomatically puts the organization inCSR compliance.

ENSURING SUSTAINABILITYOF THE PROJECT OVER ALONG TERM HORIZON

Charity is injurious unless it helps therecipient to become independent of it.

—John D. Rockefeller

At its core the CSR Bill targets theinnate character of humanity - act ofdoing good. However in trying to dogood, most of the times we end upmaking the recipient furtherdependent. The project design, itsimplementation and the overallphilosophy of CSR activities should be tomake a dependent, independent andfurther make them interdependent sothat sustainability of the endeavour is

ensured. Whenever a for profit projectis designed it looks at multiple riskassessment models, multiple cash flowmodels, vets it through various businessmodels. If a small but tactical attentionis given to act of doing good, it will go along way in terms of ensuringsustainability.

CSR objective should be to createcollaborative models underorganizational umbrellas to ■ Build collaborative relationship

between organization,academic/scientific research and

individual through rightinformation, right technologicalinput and right structure forimplementation.

■ Empower beneficiaries to scale upand manage their operations byproviding them opportunity todesign their own program, collatecommunity resources, provideaccess to funds, innovations andknowledge share amongthemselves.

■ To weave stake holders (Community -Government Schemes- FundingAgencies- research organizations) in asingle fabric to create a symbioticsupply chain for assimilation anddissemination of knowledge/

resources to ensure holisticdevelopment of communities thatthey work with CSR will take time tobecome part of company's strategicmilestone. Larger Indian corporateand multi nationals however haveput CSR practices in place but inmany firms it is still a side function. Also the cost of fund management

(admin cost) with quality people issteep which doesn't optimize fundutilization. However successfulbusiness models are built on the pillarsof technology, networking andoutsourcing. The same applies when itcomes to implementing and deliveringsocial projects that are gainingmomentum with changes in policyframe work.

BIOSaurav is co-founder and secretary

of an implementing agencyCommunity Friendly Movement thatworks with village communities toimplement long term projects forholistic development of ruralcommunities. He completed his studieswith masters in businessadministration from Indian Institute ofPlanning and Management (IIPM, NewDelhi). Born and completed his earliereducation in Patna, Bihar. He had beenpart of start up companies both in USAand India. His area of expertise prior todevelopment has been real estatefinancing. CFM the organization thathe works for strives to provide effectivesolutions to implement CSR programwith optimized costs for yourorganization.

CFM works with large PSUs in Indiaand implement their CSR programmesthrough project mapping, planningand execution to provideorganizations, solution to address thesocial issues in line with their CSRagenda.

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THE PROJECT DESIGN,ITS IMPLEMENTATION

AND THE OVERALLPHILOSOPHY OF CSR

ACTIVITIES SHOULD BETO MAKE A DEPENDENT,

INDEPENDENT ANDFURTHER MAKE THEMINTERDEPENDENT SO

THAT SUSTAINABILITY OFTHE ENDEAVOUR

IS ENSURED



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The 2014 International Year ofFamily Farming (IYFF) aims toraise the profile of familyfarming and smallholderfarming by focusing world

attention on its significant role ineradicating hunger and poverty,providing food security and nutrition,improving livelihoods, managingnatural resources, protecting theenvironment, and achievingsustainable development, in particularin rural areas.

The goal of the 2014 IYFF is toreposition family farming at the centreof agricultural, environmental andsocial policies in the national agendasby identifying gaps and opportunitiesto promote a shift towards a moreequal and balanced development. The2014 IYFF will promote broaddiscussion and cooperation at the


Family farming has an important socio-economic,environmental and cultural role, writes JYOTSNA KAPUR

Moving from agri-culture toagri-business


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national, regional and global levels toincrease awareness and understandingof the challenges faced by smallholdersand help identify efficient ways tosupport family farmers.

In order to modernise ouragriculture, taking into account theeconomic and sustainabilitychallenges, we need to give greateremphasis to two factors: - innovationand youth. Or, rather, innovation inagriculture through the regenerationof the sector. Young farmers naturallybring innovative and progressive ideasin line with society.

Family farming is at the heart of theIndian model of agriculture. Itconstitutes the foundations upon whichagriculture has thrived in India overcenturies. Family farming is ensuringfood security while meeting risingsocietal expectations for food safety,quality, value, origin and diversity offood. At the same time, it maintains therural lifestyle and contributes to thesocio-economic and environmentalsustainability of rural areas.The concept of family farming coversvarious elements. ■ From asociological perspective,

family farming is associated withfamily values, such as solidarity,continuity and commitment;

■ in economic terms, family farming isidentified with specific

entrepreneurial skills, businessownership and management, choiceand risk behaviour, resilience andindividual achievement

In most cases, the woman cooksand puts food on the table, sells farmproducts and deals with the health ofthe family. She is the first educator ofchildren, to whom she gives birth.Women contribute a significantproportion of the agricultural labourforce in in our country.

Farming is an opportunity tocontinue with actions that dignifyeducated youth and families who havechosen to carry out agricultural, fisheryand forestry activities as a way ofmaking a living. We are aware of the

number of people it employs, werecognise the good practices itexercises, its importance in the supplyof food, in the natural value of thelandscape and even its environmentalvalue. From the small farmers'perspective, their individual efforts arenot enough to successfully achievetheir share of the market, despite thefact that they can reproduce the idealmodel of systemic and endogenousFamily Farming.

From the urban consumers'perspective, the desire for cheapproducts of passable quality makesthem unaware of the problems facedby Family Farming and theconsequences their disappearancecould cause.

However, we have to do more thanthinking that by just modifying thevisibility and opinion of family farmersthat we are going to improve theirliving conditions, their relationshipwith other economic sectors, as well astheir active participation in the market.There is still a lot to do, although wehave made progress in the fields ofrights, particularly of the indigenouspopulation, there isa tendency toidealise the knowledge, the skills andvalues of family farmers.

For this reason, the campaign forFamily Farming should attract theattention of the specialised

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THERE IS STILL A LOTTO DO, ALTHOUGH WEHAVE MADE PROGRESS

IN THE FIELDS OFRIGHTS, PARTICULARLYOF THE INDIGENOUSPOPULATION, THEREIS A TENDENCY TO

IDEALISE THEKNOWLEDGE, THE

SKILLS AND VALUES OFFAMILY FARMERS



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institutions, and of the government,to deal with, in a suitable andappropriate way. We are dealing withglobal problems like climate change,the introduction of crops to generateagrofuels or the pressure for cheapfood products, the specificity of scaleand orientation require certainspecialisation. In order to tackle thesechallenges we need to invest andwork towards technologicaldevelopment, articulation to marketsand also towards the provision ofservices for the rural areas

The main challenges to thesustainability of family farming are:●● Ageing and succession●● Administrative and market barriers●● Difficulty to access information●● Lack of common voice and

representation at a national level●● Volatility of market prices.

Among the opportunities that thefamily farming model can provide,thefollowing are identified:●● Rural vitality by providing

employment for young people inrural areas

●● Food security and high-quality food●● Empowerment of family farmers●● Resilience to adapt quickly to

environmental changes●● Preservation of cultural values

●● Stewardship of biodiversity●● Competitiveness on the market.

Even though family farming maynot appear as neat and scientific ascommercial farming, there aresignificant gains to be made bysupporting family farming moreeffectively. One of the main reasons isthat as the family and the farm arelinked and co-evolve, they combine notonly economic functions but also arange of other 'hidden' functions,including environmental, reproductive,social and cultural ones, often in lieu ofstate institutions or the private sector.

Environmental functions caninclude soil enrichment, carbonsequestration, water purification, pest

control, pollination and biodiversityenhancement. Reproductive and socialfunctions include childcare, nutrition,water and energy provisioning,education, health, social security,insurance and risk management.Cultural functions include transmissionof identity, symbolic and religiousvalues of resources and territories,knowledge and technologies.

In performing all these functions,family farming is also often a means ofmaintaining family patrimony, culturalheritage, territories, landscapes, andcommunities. As a result, themotivations of family farmers often gofar beyond profit maximisation, toencompass social, cultural andecological aspects.

Family farming is often more than aprofessional occupation because itreflects a life style based on beliefs andtraditions about living and work.●● Family and small-scale farming are

inextricably linked to world foodsecurity.

●● Family farming preserves traditionalfood products, while contributing toa balanced diet and safeguardingthe world's agro-biodiversity andthe sustainable use of naturalresources.

●● Family farming represents anopportunity to boost localeconomies, especially when



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combined with specific policiesaimed at social protection and well-being of communities.It includes all family-based

agricultural activities, and it is linked toseveral areas of rural development.Family farming is a means of organizingagricultural, forestry, fisheries, pastoraland aquaculture production which ismanaged and operated by a family andpredominantly reliant on family labour,including both women's and men's.

Family farming in low-incomeeconomies is often an occupation oflast resort, but under the rightconditions, could become a country'sbackbone of both rural developmentand national economic growth.Hopefully the International Year willsupport family farmers by working withall stakeholders, women, men, youngand old, to identify new and betterways to enable them to enhance theirprosperity, sustainability and freedomto achieve their own aspirations for abetter future. Without compromisingon the care, nurturing and education ofchildren

It is therefore no coincidence thatfamily farming should be such apredominant form of agriculture. Themultiple motivations that confrontfamily workers, in contrast to hiredworkers, and especially the strongincentive to work for the sake of their

own families' well-being, greatlyreduce the supervision costsassociated with agricultural labour.Moreover, because family farmersoften have intergenerational bondswith the holdings they work, theirproduction also frequently providescontinued ecosystem services and carefor the natural resource base. Becauseof this, family farming is particularlywell suited to holdings characterised bya highly diverse set of economicactivities and mosaic-type landscapes,in which the supervision andknowledge required for numerous

small and on-the-spot productionmanagement decisions is mostefficiently and cost-effectivelydevolved to family workers.

The major aim of the IYFF is to raisethe profile of family farming andsmallholder farming by focusing theworld's attention on their key role inalleviating hunger and poverty,providing food and nutrition security,improving livelihoods, managingnatural resources, protecting theenvironment, and leading towardsmore sustainable development, inparticular in rural areas.

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Jhabua, the south westerndistrict of Madhya Pradesh hasthe dubious distinction of beingthe fifth least developeddistrict of India (2011 Census).

Bhils, a warrior tribe, constitutes themain population of the district.Jhabua lies in the semi arid zone ofIndia and the main economicmainstay of Bhils is subsistenceagriculture and wage labour.Agriculture is rain fed and isdependent on the whims and fanciesof erratic Monsoon. The high porosityof rocky soil in the region often allowsthe rain water to percolate easilyleaving behind parched land andbewildered helpless farmers.

Community Friendly Movement(CFM) under the aegis of GAIL (India)Ltd is implementing its project"Anhad Gram" and "Jaldhar" toaddress the issues for the sustainabledevelopment of the region. All theactivities under the projects aredesigned and being implemented asper the needs, ability and acceptanceof the community to address thepeculiar problems of the villages.Innovative ideas and its simplicity

hold the key for some non resolvingissues. Some of the peculiar problemsand its innovative solutions arediscussed below:

INTRAVENOUS BOTTLEDRIP SYSTEM:

CFM under its projects hassupported its farmers and womenSHGs with a set of twelve plant saplingsfulfilling the needs of fruit, herbalmedicine, fodder and timber

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INNOVATINGSOLUTIONS

MANISH KUMAR enumerates how with effort and knowledgefrom CFM volunteers, life has been made little easier

for the tribals in Jhabua

COMMUNITY FRIENDLYMOVEMENT (CFM) UNDERTHE AEGIS OF GAIL (INDIA)LTD IS IMPLEMENTINGITSPROJECT "ANHAD GRAM"

AND "JALDHAR" TOADDRESS THE ISSUES

FOR THE SUSTAINABLEDEVELOPMENTOF THE REGION



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safeguarding their nutrition andeconomy. Farmers and women fromSHGs planted these saplings with greatenthusiasm and good Monsoon withheavy and long downpour last yearsupported them very much. Thechallenge was to save these saplingsthis summer. Being the semi arid zone,the range of temperature in the regionis very high and parched land withminimal available soil moisture alsomakes the environment tough for plantsurvival.

To counter these problems CFMadopted the innovative idea ofIntravenous Bottle Drip System. Inthis drip system we only require an

Intravenous (IV) Set and one usedplastic bottle. The bottom of thebottle is cut and the IV set is fixed atits cap. The bottle filled with waterand attached with IV set is placednear the sapling pointing the nozzleof the IV set to the root of the sapling.The main advantage of the system isthat with less water the plant gets itsrequired water and the evaporationloss is also checked. Apart from thisthe system has made the childrencurious and most of the time it's thechildren who take care of filling waterin the bottle. The innovation has beenwidely acceptedand now farmers areapplying this technique with vigour.



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BOTTLE LIGHTThe housing pattern and its

structure clearly illustrate the socio-economic and climatic condition of aregion. The housing structure ofvillages in Jhabua also indicates thesame. The rural houses of Jhabua aretraditionally designed to counter highrange of temperature. To counter highrange of temperature and swirlingwinds in summer the rural houses arebig but lack good ventilation. Apartfrom this invariably in every ruralhouse there is no provision forseparate space for animals. Theabsence of windows and ventilators inhouses makes it dark even during theday time and as animals are kept in thesame rooms the darkness createsbigger problems. As the region isinfested with poisonous snakes andother creatures, the darkness even inthe day time is quite dangerous.

To counter this problem CFMadopted the innovative idea of rooftop bottle lights. For making a bottlelight we require a transparent bottleattached with a square cut GI sheet atthe neck of the bottle to fix it at theroof. The bottle is filled with a solutionof water and bleach mixedproportionately in a fixed ratio. Thebottle is placed on the roof of thehouse with top half of the bottleexposed to the sun and bottom half ishung like a bulb. It is with therefraction and dispersion of light fromthe solution that the bottle illuminatesthe room like a CFL bulb. Even thoughthe Madhya Pradesh Government isrunning its program "Atal Jyoti Yojana"quite successfully providing about 20to 22 hours of electricity in the villagesbut the bottle light is very useful forthose tribal houses which are quiteinaccessible and where electrification

was yet to be done.As the proverb rightly says that

Necessity is the mother of Invention,CFM in all its activities of the projectstrives to be creative and adopt simplebut meaningful techniques to counterthe problems effectively and easily.Apart from the above two ideas we arealso working for low water requiredtoilets, community earthen coldvegetable storage units etc. Theeconomic cost, its viability and theuser friendly techniques are alwayspropagated to meet the goal ofsustainability in the region.

THE BOTTLE IS PLACED ONTHE ROOF OF THE HOUSEWITH TOP HALF OF THE

BOTTLE EXPOSED TO THESUN AND BOTTOM HALF IS

HUNG LIKE A BULB. IT ISWITH THE REFRACTION

AND DISPERSION OF LIGHTFROM THE SOLUTION

THAT THE BOTTLEILLUMINATES THE ROOM

LIKE A CFL BULB




e-edition

TRIBALS AGAINST

MAOISTSHIMANSHU ROY

FELLOW, NEHRU MEMORIAL MUSEUM AND LIBRARYTEEN MURTI HOUSE, NEW DELHI

(A CASE STUDY OF BASTAR)

(Editor's Note: This article is being published to give our readers an idea aboutthe challenges in the Maoists infested areas and mull over — what role CSR

can play to overcome these social and political challenges.)


1177

Bastar, the southern part ofChattisgarh, is spread over40000 sq. km of territory,largely of forest and hills. Aderivative of Halbi word,

baanstari (the land of bamboos),it isinhabited by mostly Gonds ofdifferent sub-tribes who speakdifferent dialects of Gondi. But theirlingua franca is Halbi. They areprimitive agriculturists with anaverage landholdings of 2.34 acresper peasant family and substantivelydependent on forest for theirexistence. In the formation of theirsub-tribal identity, the topography oftheir habitat and the Telugu andMarathi cultures have regulatoryroles. It is largely an egalitariansociety with no inscriptive hierarchy.Till few decades ago, many of themwere Jhum cultivators who haverecently settled down for agriculture.There is no untouchability or gendersegregation. The female equals malein almost every aspect of social life.

Bastar has separate caste villageswho are outsiders. Their linkages withthe tribes are minimal and areconfined to the exchange of utilityproducts of daily use manufacturedby the castes. The impact of themarket economy in the hinterland isbare minimum. But nonetheless, ithas gradually progressed in the pastten years in the new state ofChhattisgarh. It has also actuatedmigration from the rural to urban andrural to rural under its impact andunder the impact of conflict betweenthe Maoist and the tribals andbetween the Maoist and the staterespectively.

Maoist (CPI- Maoist) entered intoBastar in June- July 1980. The twoarmed squads, each of sevenmembers, of People's War, the earliername of the Maoist, entered into the

territory from Telangana side insearch of 'rear-areas' for long-termhideouts for party cadres to savethem from state repression, to createbase areas, guerrilla zone andPeople's Liberation Guerrilla Army[PLGA.]Since then, in the last 34 years,it has succeeded substantively. Till1987, the tribals and the Maoist hadfought together against the state ondifferent issues. But since then, thedivergence gradually began and itturned into rebellions of the tribalsagainst the Maoist which weresuppressed brutally by the party. Themain issues of divergence were theland reforms enacted by the Party,interference in the functioning of thePanchayat by the cadres andinterference in the customaryreligious practises of the tribe. In2005, this rebellion of Salwa Judumagainst Maoist regulations could notbe suppressed unlike the earlierrebellions of '91, '96; and ittranscended the boundary of Bastarto become part of national discourse.

The Left treated this tribal rebellionagainst the Maoist with disdain, asfictitious, as reactionary act of tribalelite or as state sponsored privatevigilantism for counter insurgencymeasure. Besides, it was also catalyticin a Public Interest Litigation filed in theSupreme Court in 2007 to prevent thestate and the Salwa Judum in their actsagainst human rights violations. Itsimultaneously continued with itsparallel, brutal method of killing thetribals to supress their movement.These tribal killings by the Maoist werenever protested or condemned by thecivil society on the streets. The PIL inthe meanwhile did its act for which itwas intended to. The Court, in itsjudgement in 2011 ordered theChattisgarh government to stop theuse of Special Police Officers to fightthe Maoist and to prevent themembers of the SalwaJudum andothers in resorting to the similar acts.The order suited the Maoists as itsaved them from the pincer attack ofthe state and of the SalwaJudum and

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1188

provided them breathing space toreorganize itself.

The view of the local civil society,the Chattisgarhi, the vernacular, theHindi-speaking, however, isdiametrically opposite of themetropolitan, urban- centric, English-speaking Left activists. For themSalwa Judum stood for liberaldemocracy, constitutional principles,sustainable developments, and fortribal rights. It stood with theinitial,spontaneous tribal movementagainst the Maoist, and did notsupport the anti-development, anti-state, anti- tribal acts of the Left. It,however was also dissatisfied withthe malfunctioning of the localadministration but it holds thepreceding governments responsiblefor their policies of keeping the tribalsinsulated from development whichconsequently lead to the expansion ofthe Maoist in the hinterland of Bastar.

The state's policies towards tribalscan be delineated to be of two kindsexisting in two different phases, pre-and post-2003. In the first phase, theyremained at the periphery ofdevelopment, far away from Bhopaland Delhi. In fact, as a deliberatedesign, they were kept insulated tokeep alive their culture and livelihooduntil they join the mainstreamvoluntarily. The state, therefore, waskept dormant. But ironically, thetribals were not provided the benefitsof Schedule VI either, and theirSchedule V status remained uselessfor them. In the second phase, therewere two divergent developments:first, the infrastructure works maderapid progress which was resisted bythe Maoist and its appendages, andsecondly, the state was activelyengaged in counter insurgencymeasures which was again resistedjurisdically and on the streets by a

section of civil society. The state,simultaneously, has also initiatedmeasures for tribal empowermentand their humane development, suchfor example as Public DistributionSystem, Forest Rights Act[FRA],Panchayat Extension to ScheduledAreas [PESA], National Food SecurityAct and MNREGA. Unfortunately,these acts are circumvented inapplication by elements in theadministration that denies thebenefits to the tribals which createcondition for the expansion ofMaoists in Bastar.

In the past two and a half decade,since 1987, the tribals and the Maoisthave been in conflict with each otherin different sub- regions of Bastar atdifferent times of which the lastmeasure conflagration was theeruption of Salwa Judum against theMaoist in 2005. This conflict has

become irreconciliable as the Maoistagenda of formation of liberatedzone, base areas, PLA, RevolutionaryPeople's Committee, and of its otherorgans obstruct the tribals'independent or non-politicalexistence. But,now, even the Maoist-less Bastar is no longer the panaceaas the tribals have changed in thisperiod. The entry of the state in thisconflict and the expansion of themarket have further added salt totheir injuries. The return to old idylliclife is almost irrevocable. It isdestined to be doomed forever. Theirsteady migration to new areas underthe new economic condition reflecttheir future, the Panchayat RajExtention to Scheduled Areas (PESA)and Forest Rights Act (FRA)notwithstanding.

(The author is also on thegoverning board of CFM)



1199

Hkkjr xk¡oksa dk ns”k gS vkSj;gk¡ dh vkcknh dk lcls

cM+k fgLlk xk¡oksa esa clrk gSA Hkkjr ds[kk| leL;k ds lek/kku dh Mxjxk¡oksa] [ksrksa&[kfygkuksa ls gksdjxqtjrh gSA fuLlUnsg gekjs jk’Vª dslPpsa izfrikyd d`’kd cU/kq gh gSaA

ekuo ifjokj ds “kgjh vkSjxSj&[ksrh okys lnL; ;g vPNh rjgle> ysa fd ge bl i`Foh ij lwjtdh jks”kuh vkSj gjs ikS/ksa ds esgeku gSa]lkFk gh ge mu fdlku&efgykvksavkSj iq:’kksa ds vfrfFk gSa] tks lwjt dhjks”kuh vkSj gjs ikS/kksa ds chp lekstkZ(Synergy) ls N% vjc ls vf/kd fo”odh tula[;k ds fy;s vukt iSnk

djrs gSaA ge lcdks fo”o ds vUunkrkfdlkuksa ds izfr d`rK gksuk pkfg;svkSj gesa mudh ;Fkk”kfDr lgk;rkdjuh pkfg;s rkfd fdlku la;qDrjk’Vª ds “kgL=kfCn y{;ksa esa ls izFkey{; dks iwjk djds Hkw[k ls eqDr fo”odk fuekZ.k dj ldsaA

jk’Vªh; d`f’k uhfr 2007 esalkQ&lkQ dgk x;k gS fd df’k dhizxfr dks dsoy iSnkokj ds vkadM+ksa dsukius ds <jsZ esa vewy&pwy ifjorZudjuk gksxkA blds ctk; ;g ukiktk; fd d’kdh; lef) fdruh c<+hAtSls&tSls enZ ukSdjh dh ryk”k esa xk¡oNksM+dj “kgj dh vksj iyk;u djrs tkjgs gSa] [ksrh dh ftEesnkjh vkSjrksa ds

da/kksa ij c<+rh tk jgh gS vkSj df’k dkL=hdj.k c<+ jgk gSA blfy;s df’k lslEcfU/kr fdlh ;kstuk dh iw.kZrk dsfy;s efgykvksa dh Hkkxhnkjh dksutjvankt ugha fd;k tk ldrkA

dksbZ balku tUe ls gh egku~ ughagksrk] egku~ gksrh gS pqukSfr;ksa ls yM+usdh mldh yydA pqukSfr;ksa dh Å¡phnhokj dks /oLr dj gh dksbZ balkuegku~ cu ikrk gSA ftruh cM+hpqukSfr;k¡ mruk gh fodjky mupqukSfr;ksa dks ikj djus esa O;o/kku ,oafoijhr ifjfLFkfr;k¡ ftUgsa dqpyus esavlhfer /kS;Z dh vko”;drk gksrh gSvkSj dfBu ijh{kkvksa esa lQyrk dsmijkUr gh balku egku~ cu ikrk gSA

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e-edition

llhh00,,QQ00,,ee00 && xxssyy ¼¼bbaaffMM;;kk½½ ffyy00 ddhh ^vvuuggnn xxzzkkee ;;kkssttuukk**** &&,,dd llkkFFkkZZdd iizz;;kkll

d`f"k ds ekspsZ ij fo|ekupqukSfr;ka ,oa mik;

LFkku% >kcqvk ¼e/;izns”k½

ttss iizzffrriikkyyggqq oogghh uujjssllww]]ttggkk¡¡ ccllggqq oogghh llqqUUnnjj nnssllwwAA

/kzqo dqekj “kekZ




^^vugn xzke** pqukSfr;ksa ls Hkjh ,d;kstuk dk uke gS ftUgsa nwj djus dsfy;s lh0,Q0,e0 & xsy ¼bafM;k½ fy0iz;kljr gSA

vkt fdlkuksa ds lEeq[kfuEufyf[kr pqukSfr;k¡ eq¡g ck;s [kM+hgS&■ viuh feV~Vh dks fofHkUu d`f=e

jlk;uksa ls cpkus dhA■ foyqIr gksrh tk jgh ikjEifyd

chtksa ds laj{kj.k dhA■ viuh {ksf=; Qlyksa dh fofHkUu

vPNh iztkfr;ksa dks cpkus dhA■ xq.koÙkk;qDr vius {ksf=; Qyksa dh

fofHkUu iztkfr;ksa dks cpkus dhA■ vius ns”kh eosf”k;ksa vkSj tkuojksa ds

fofHkUu uLyksa dks cpkus dhA■ vius foyqIrizk; fofHkUu iztkfr;ksa

ds if{k;ksa dks cpkus dh ¼mnkgj.kkFkZizkd`frd lQkbZdehZ&fx)] >kcqvk¼e/;izns”k½ dk dM+dukFk xkSjs;k½A

■ viuh ns”kh eNfy;ksa ¼jsgq] dryk]lha/kh] ekaxqj vkSj dobZ½ dh fofHkUuiztkfr;ksa dks cpkus dh tks mPpxq.koÙkk;qDr vkSj Lokn esa Js’B gSaA

■ vius vkS’kf/k; ikS/kksa dh fofHkUuiztkfr;ksa dks cpkus dhA

■ vius iwoZtksa }kjk [ksrh dh nh xbZfo/kkvksa dh xq.koÙkk esa lao/kZu ,oalaj{k.k dhA

■ vius tSo fofo/kkrkvksa dks cpkusvksj lajf{kr djus dhA

■ NksVs tksrksa ds dq”ky izcU/ku ijcy nsus dh & lgdkjhd`f’k@tSfod d`f’k@lnk cgkjd`f’k@ gfjr d`f’k vkfnA

e-edition




dE;qfuVh Qz s.Myh eqoesaVlh0,Q0,e0 & xsy ¼bafM;k½ fy0 dkmís”; gS ^^vugn xzke fuekZ.k**A vugndk “kkfCnd vFkZ gksrk gS& ftldhdksbZ lhek ugha gks ;kfu ,slk xzkeftlesa fdlh ckr dks ysdj ykpkjh]vleFkZrk] etcwjh ;k csolh u gks]tgk¡ dksbZ Hkh ,slh leL;k u gksftudk lek/kku laHko ughaA

dE;qfuVh Qz s.Myh eqoesaVlh0,Q0,e0 & xsy ¼bafM;k½ fy0

dk ikS/k”kkyk fodk”k] Qynkj] pkjknkj,oa fVEcjnkj ikS/ks dk jksi.k] vkS’k/kh;ikS/k jksi.k] /kj cM+h ckxokuh] ckycfx;k fodkl bR;kfn] mijksDrpqukSfr;ksa ds fo:) ,d lkFkZd iz;kl gSA

gekjk ns”k ,d Nqih Hkw[k

((HHiiddddeenn HHuunnggeerr)) dk Hkh lkeuk djjgk gS tks vkgkj esa yksgk] vk;ksfMu]tLrk] foVkfeu ,0] foVkfeu ch0 12dh deh ls iuih gSA dqiks’k.k dh le

Hkh vke gksrh tk jgh gSA iw.kZ ,oalarqfyr Hkkstu dk furkUr vHkko gksrktk jgk gSA xjhcksa vkSj vkfnokfl;ksa dschp ;k tgk¡ vf”k{kk o vKkurk gSogk¡ yksx T;knk dqiksf’kr gSaA

e-edition

dE;qfuVh Qz s.Myh eqoesaV lh0,Q0,e0 & xsy ¼bafM;k½ fy0 }kjk mik; & iz;kl



2222

ekrk,a dqiksf’kr gSa] mudh larkudqiksf’kr gSA

dqiks’k.k dh leL;k ls eqfDr dsfy;s lh0,Q0,e0 & xsy ¼bafM;k½ fy0dk iz;kl gS fd muds n~okjk izk;ksftrxzkeksa esa ?kj ckM+h esa gjh lCth] Qynkjo`{k ,oa vkS’kf/k; ikS/kksa dk jksi.k gksrkdh lgtrk ls xzkfe.kksa dks ;s lcmiyC/k gks lds vkSj muds Hkkstu esamijksDr lkjs vko”;d rRoksa dklekos”k gks ldsA

lksgtu%& ((MMoorraannggaa oolleeiiffeerraa))

mi;ksx esa yk;k tkusokykHkkx&tM+ dh Nky] Qwy] Qy vkSjchtA

mi;ksx%& ukM+h nqcZY;] vk¡r jksx]i{kk?kkr] g`n;cY;] ewNkZ nwj djus esa]vk¡[k dh detksjh esa] ;d`r vkSj Iyhgkdh o`f) jksdus esa] czksadkbfVl esa] xqnkZjksx esa ,os d`fe fxjkus esaA

bldk mi;ksx eosf”k;ksa ds fy;spkjs ds :i esa Hkh gksrk gSA blesafoVkfey ,0 foVkfeu lh0 rFkk vU;iks’kd rRoksa dh miyC/krk gksrh gS]mnkgj.kkFkZ&

lrkcj%& ((AAssppaarraagguuss rraacceemmoossuuss))

mi;ksx esa yk;k tkus okyk Hkkx &tM+saA

mi;ksx%& lkekU; nqcZY;] nqX/kc/kZd] ukenhZ] L=h ds fy;s loZ jksxuk”kd] eosf”k;ksa ds fy;s pkjs ds :iesa iz;ksx gksrk gSA

uhe%& ((MMeelliiaa aazzaaddiirraacchhttaa))

+++mi;ksx esa yk;k tkus okyk Hkkx&

iwjk ikS/kk] tM+ dh Nky /kM+ dh Nky]iRrh] Qwy] QyA

mi;ksx%& dhVuk”kd ds :i esa][kkt&[kqtyh] QQ¡wnh esaA ukhe ds rsydk mi;ksx & dq’Bjksx esa] Y;wdksMekZesa] jDr”kks/kd ds :i esa] ,UVh vYlj],UVh cSDVsfj;y] iRrh dk mi;ksx,fDtek esa] tSfod dhVuk”kd esaA

dkyes/k%&

((AAnnddrrooggrraapphhiiss ppeennnniiccuullaattaa))

mi;ksx esa yk;k tkus okyk Hkkx&lEiw.kZ ikS/kkA

mi;ksx%& lkekU; detksjh] vikP;dh fLFkfr esa] cq[kkj esa] eysfj;k esa]ihfy;k esa ¼vkfnoklh {ks=ksa esa tgk¡

ihfy;k] eysfj;k T;knk gksrk gS½] ;d`ro`f) esa] isV dh d`fe esa] fgisVkbfVlesaA xzkeh.k {ks=ksa esa tgk¡ efnjkiku dspyrs ;d`r dh chekjh ls yksx xzkflrgks tkrs gSa] bldk mi;ksx dkQhegRoiw.kZ gSA

cdjh ikyu] dqDdqV ikyu%&

cdjh ikyu] dqDDqV ikyu ls cdjhdk nw/k] cdjh dk ekal] eqxhZ dk ekal]eqxhZ dk vaMk bR;kfn dh lgt

miyC/krk ls dqiks’k.k nwj djus dklh0,Q0,e0 & xsy ¼bafM;k½ fy0 dk,d bZekunkj iz;kl gSA buds ikyuds ek/;e ls ykHkqdksa dks vkfFkZd ykHkigq¡pkuk Hkh mís”; dk ,d vax gSA

vugn xzke ;kstuk ds vUrxZr^^,tksyk dYpj** lh0,Q0,e0 & xsy

¼bafM;k½ fy0 dk ewY;oku iz;kl gSA,tksyk vkSj ,ukcsuk ds lgHkkxhlEcU/k ckxokuh esa fd;k tkrk gSA,tksyk izksVhu] vko”;d ,feuks,flM]foVkfeu ,oa feujy dk L=ksr gSA xk;]cdjh dks bldks pkjs ds :i esa f[kykusls “kkjhfjd fodkl ds lkFk nw/k esa Hkho`f) gksrh gSA eqxhZ dks f[kykus ls out,oa vaMs nsus dh {kerk esa c<+ksrjh gksrh


lksgtu%& (Moranga oleifera)

cdjh ikyu] dqDdqV ikyu


2233

gSA ,tksyk ls ePNj ds ykokZ dk Hkhfu;a=.k gksrk gSA

lh0,Q0,e0 & xsy ¼bafM;k½ fy0

dk dherh iz;kl gS& ^^tSfod [ksrh lgizek.khdj.k**A tula[;k dh o`f) dslkFk gh fdlkuksa ds tksr dh Hkwfe dkvkdkj NksVk gksrk x;kA NksVh tksrokys fdlku lewgksa ds :i esa feydjviuh vkfFkZd fLFkfr lq/kkj ldrs gSaAblds fy;s dq”ky izca/ku dhvko”;drk gksrh gSA yksxksa esa Hkzkafr Hkhfd tSfod [ksrh izek.khdj.k lsmRiknu esa gªkl gksrk gS tks fcYdqyfeF;k gSA ftu {ks=ksa esa vf/kdre mityh tkrh gS flQZ ogk¡ vkjafHkd o’kksZa esavis{kkd`r mRiknu FkksM+k de gksrk gS]ysfdu ;fn mRiknu ewY; dh x.kukdh tk; rks tSfod [ksrh rqyukRedn`f’V ls T;knk ykHknk;d gSA

jklk;fud [kkn ,oa d`f=edhVuk”kdksa dk ekuothou] eosf”k;ksa]feV~Vh ,oa i;kZoj.k ij gksus okys

dqizHkko ls ge eq¡g ugha eksM+ ldrsAgekjh feV~Vh futhZo gksrh tk jgh gS][ksrksa ls iznwf’kr mRikn izkIr gks jgh gS]ge viuh vkSj vius cPpksa dh Fkkyhesa tgj ijkslus ds fy;s ck/; gSaA Hkkohih<+h dks ge chekjh] catj tehu]iznwf’kr okrkoj.k nsus tk jgs gSaA bllscpus dk ekxZ ek= tSfod [ksrh gSA ;fnbl fn”kk esa dkjxj dne ugha mBk;sx;s rks ekuo vkSj feV~Vh nksuksa catjgks tk;sxsA

tSfod [ksrh ls eq[;r% fuEu ykHk gSa%&

● e`nk ty/kkj.k {kerk esa o`f)● e`nk lapjuk esa lq/kkj● e`nk thok.kqvksa dh la[;k esa o`f)● mRikn dh xq.koÙkk esa lq/kkj● mRikn dk egÙke ewY;● fVdkÅ ,oa i;kZoj.k fgrSf’k● y?kq ykxr iwath

oehZ dEiksLV] oehZok”k mRiknu ,oami;ksx ds ek/;e ls tSfod [ksrh dh

vksj lh0,Q0,e0 & xsy ¼bafM;k½ fy0vius dne c<+kus esa iz;kljr gSA thofofo/krk] fefJr [ksrh] {ksf=; fdLeksa]{ksf=; uLyksa] ikjaifjd [ksrh&ckM+h ,oa lw{e thok.kq laj{k.k,oa lao/kZu esa layXu gSA

/kqvk¡ jfgr tykÅ bZaV mRiknu%&

/kqvk¡ jfgr tykÅ bZaV mRiknu Hkhlh0,Q0,e0 & xsy ¼bafM;k½ fy0

ds iz;kl dh ,d dM+h gSA [kj&irokjds mi;ksx ls tykÅ bZa/ku cukdjxkscj dk mi;ksx [ksrh ckM+h esa djukdkQh vxzlksph iz;kl gS tks i;kZoj.kfgrSf’k Hkh gSAdqVhj m|ksx%&

efgykvksa ds fy;s dqVhj m|ksx dksizksRlkfgr djuk ,d lQy iz;kl gSAefgyk;sa fMVtsZaV ikoMj] elkys]ikiM+] lRrw] cslu bR;kfn rS;kj djvius lewg ds ek/;e ls cktkj esa cspjgh gSa rFkk vkfFkZd ykHk ys jgh gSA

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lrkcj%& (Asparagus racemosus) dqVhj m|ksx

^dksbZ dgrk gS ;g ;kstuk L=h fgrS”kh gS]dksbZ dgrk gS i;kZoj.k fgrS”kh gS]

xjhch mUewyu fgrS”kh rks gS gh ;g]jk”Vª gh D;ksa lp esa fo’o fgrS’kh gSA**



2244

With the onset of summer inNorth India, in the months ofMay and June set in the

phase of extreme heat. While use ofair-conditioners and escape to hills isbeing increasingly seen as the only wayto beat the heat but there are certainage-old food styles, which can keep youhealthy even if you had to go out andface the heat wave. And thisammunition is provided by who elsebut the nature, which has its arsenalready for each of the seasons. Thenature has provided us with the greenmangoes to beat the heat in early drysummer of North India. Greenmangoes can be used in drink andketchup forms as food supplement tokeep the balance of salts and nutrientsin the body to counter summer heatand consequent dehydration.

AAM PANNAIngredientsRaw green mangoes . . . .250 gmsMint paste . . . . . . . . . . . .1 tea spoonCummin powder . . . . . . .1 tea spoonBlack rock salt . . . . . . . . .1/2 tea spoonSugar . . . . . . . . . . . . . . . . .2 tea spoonSalt . . . . . . . . . . . . . . . . . . .as per tasteWater . . . . . . . . . . . . . . . .one litreMethod: Boil mangoes and peal it.Separate pulp from seed and mash itwell. Take about 50 gms of mint leavesand clean it in running water. Makethick paste of the leaves. Put the

mashed pulp in a deep container andpour water into it. Put the otheringredients in the container and stirthem all together till pulp mixes wellwith water and other ingredients.Refrigerate for about an hour.Traditionally Panna was stirred in apitcher. It's best served with basilleaves.

(The writer is a musicand culinary expert)


Green counter tosummer heat

DR DIPTI MISHRA

MANGO-MINT CHUTNEYIngredientsRaw green mangoes . .100 gmsMint . . . . . . . . . . . . . . . .200 gmsSalt . . . . . . . . . . . . . . . . .as per tasteSugar . . . . . . . . . . . . . . .1/2 tea spoonGreen chilly . . . . . . . . .one Method: Peal raw mangoes. Separatethe pulp from seed. Cut the hard pulpinto square pieces. Wash the mango

pieces. Now take mint leaves andclean it well in running water. Ensurethat there is no dirt left in the leaves.Put all the ingredients together in amixer and prepare the paste. Thechutney is ready, which could beeaten with the traditional rice andchapatti meal or even as a spreadover hot toast and base forsandwiches.


S A M U D A Y( N E W S L E T T E R O FT H E C O M M U N I T Y

F R I E N D L YM O V E M E N T )

Vol-III NNo 1(Bi-aannual)

PRESIDENTReva Nayyar

SECRETARYSaurav Ghosh

DIRECTOR/PUBLISHERJyotsna Kapur

EDITORIAL AADVISORSidharth Mishra

CONCEPT && DDESIGNSriav Creations

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OFFICE5K, 1st Floor,

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Dear Friends,

I note with satisfaction that during the intervening period between our last issue andthe current issue of Samuday, we had a very eventful time for our members. We are happyto announce the induction of two every eminent personalities from two diverse fields onour board. Professor Sudhir Gupta, head of Forensic Medicine and Toxicology from theprestigious All India Institute of Medical Sciences (AIIMS), New Delhi and Dr HimanshuRoy, National Fellow at Nehru Memorial Centre and Museum, Teen Murti House, NewDelhi joined our board and we look forward to a fruitful association with them.

The Secretary of the CFM, Saurav K Ghosh has rendered much needed service to thesocial sector by authoring a handbook on the CSR rules 2014, which would prove to be agreat reference text in the times to come. You get to know more about the book when youflip through the pages of this issue of Samuday.

We have some very readable articles this issue on the innovations our team has done,on family farms, on health benefits of going green, the role CSR may play in ending socialconflict in rural areas, on our flagship project Anhad Gram and a small little piece on localrecipes to beat summer heat.

I am happy to share with you that our editorial adviser was invited by the prestigiousSmurfit School of Business, UCD, Dublin to present a paper on our work in Jhabua, whichwas greatly appreciated.

We promise to bring more news in future of our work in alleviating miseries in lives ofpeople in the most backward areas of the country.

Happy Reading and Best Wishes,

15 June 2014REVA NAYYAR

Secretary (retired) Govt of India &President, Community Friendly Movement

Excerpted from our editorial advisor Sidharth Mishra’s paper presented onAnhad Gram at Smurfit School of Business, UCD, Dublin (Ireland)

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Vol-II No 1 (Bi-Annual) | June 2014

lemn;lemn;SAMUDAY(Newsletter of the

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The traditional dolls depicting daily chores of Jhabua people

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COVER.qxd 2/13/1950 7:25 PM Page 2 Vol-II No 1 (Bi-Annual ...cfmglobal.org/wp-content/uploads/2016/04/e-CFM-samuday-JUNE-2014.pdf · lemn; Vol-II No 1 (Bi-Annual) | June 2014 (Newsletter