DETAILED PROJECT REPORTOF PROJECT TITLED “Securing …DETAILED PROJECT REPORT a) Federating the already functional 2000 lac producers into Institutions, for value addition of lac

Head Office: Udyogini A-36, 2nd Floor, Gulmohar Park New Delhi-110049 Tele-Fax: 011 41651175 E-mail: [email protected] Web: www.udyogini.org State Office-Jharkhand Udyogini Business Development Services Centre Vimalayan, 1st Floor, 33-Saket Nagar Kanke Road,Ranchi – 834008, Jharkhand

DETAILED PROJECT REPORT OF PROJECT TITLED

“Securing the livelihood of marginalized tribal community through a self sustained

model of Lac cultivation”

mailto:[email protected]

http://www.udyogini.org/

“Securing the livelihood of marginalized tribal community through a self sustained model of Lac cultivation”

1 DETAILED PROJECT REPORT

Table of Contents

chapter-1 ............................................................................................................................................................... 4

i. Executive summary: ....................................................................................................................................... 4

A. OBJECTIVES: ................................................................................................................................................... 4

B. RATIONALE FOR INTERVENTION IN LAC: ....................................................................................................... 5

ii. project background context and project rationale: ....................................................................................... 6

C. CONTEXT OF AREA AND COMMUNITY: ............................................................................................................ 6

D. GENERAL ANALYSIS OF THE PROBLEM IN THE STATE OF JHARKHAND ........................................................... 6

I. SOCIAL: ............................................................................................................................................................................................... 6

II. ECONOMIC:........................................................................................................................................................................................ 7

III. ENVIRONMENT: ............................................................................................................................................................................... 8

IV. POLITICAL: ....................................................................................................................................................................................... 8

V. CULTURE: .......................................................................................................................................................................................... 9

E. PROBLEM ANALYSIS VIZ-A-VIZ LAC, NTFPS AND TRIBES OF JHARKHAND: ................................................... 9

I. PROBLEMS: ......................................................................................................................................................................................... 9

1. Marginalization of Tribal Communities, especially women: .................................................................................................... 9

2. Insurgency and Unrest: ................................................................................................................................................................... 9

3. Poor harvesting and production techniques: .............................................................................................................................. 9

4. Informality and Unfairness along the value chain: .................................................................................................................... 9

5. Poor entrepreneurship skills to improve returns all along the chain: ..................................................................................... 9

6. no efforts have been taken: .......................................................................................................................................................... 10

7. Absence of any institutional model: ..................................................................................................................................................... 10

II. OPPORTUNITIES: ............................................................................................................................................................................ 10

1. Our Presence: ..................................................................................................................................................................................... 10

2. Proven Model: .................................................................................................................................................................................... 10

3. The Market: ...................................................................................................................................................................................... 10

4. Cultural affinity and resource: ............................................................................................................................................................. 10

F. RATIONALE FOR SUPPORT UNDER MKSP: ..................................................................................................... 10

G. BASIC PIA INFORMATION: ............................................................................................................................ 12

H. HUMAN RESOURCE: ..................................................................................................................................... 13

CHAPTER-2 ........................................................................................................................................................ 15

I. DETAILED INTERVENTION STRATEGY & PHASING: ...................................................................... 15

A. VISION OF SUCCESS: ...................................................................................................................................... 15

B. GOALS: .......................................................................................................................................................... 15

C. KEY OUTPUTS/OUTCOMES: .......................................................................................................................... 15

I. ESSENTIAL OUTCOMES: ................................................................................................................................................................. 15

D. COMMUNITY INSTITUTIONS ARCHITECTURE: .............................................................................................. 15

E. BEST PRACTICES PROMOTED BY THE ORGANIZATION: .................................................................................. 16

F. STRATEGIES FROM PAST: ............................................................................................................................... 16

G. PROPOSED PLANS/STRATEGIES FOR PROJECT: ............................................................................................. 16

H. SYSTEMS/ PROCEDURES FOR ADOPTION OF BEST PRACTICES BY WOMEN INSTITUTIONS: ............................ 17

CHAPTER-3 ........................................................................................................................................................ 18

I. DETAILED PROGRAMME COMPONENTS: .......................................................................................... 18

A. PROMOTING WELL-BEING OF WOMEN FARMERS: .......................................................................................... 18

DETAILED PROJECT REPORT


B. STRATEGIES ADDRESSING SUSTAINABLE/EVERGREEN/REGENERATIVE AGRICULTURE PRACTICES: ............. 18

C. EQUITABLE GENDER ROLES- KEY TO ENHANCED SOCIAL STATUS: ............................................................... 19

D. DEVELOPMENT OF PRO POOR VALUE CHAIN AROUND NTFP: ..................................................................... 20

I. KEY LIVELIHOODS OF THE TRIBAL COMMUNITY IN THE PROPOSED AREA: ........................................................................ 20

II. PRIMARY ANALYSIS OF THE VALUE CHAINS OF SOME OF THESE KEY LIVELIHOODS: ....................................................... 20

III. ANALYSIS OF THE VALUE CHAIN GAPS: .................................................................................................................................... 21

1. Primary producer level: ................................................................................................................................................................ 21

2. Intermediaries: ............................................................................................................................................................................... 21

3. Factory owners:.............................................................................................................................................................................. 21

IV. PROPOSED INTERVENTIONS FOR MOVING UP IN THE VALUE CHAIN- PRODUCTION, PROCESSING AND MARKETING:

21

1. Targeting: ........................................................................................................................................................................................ 22

2. Plans for Post-project Sustainability and Scaling-up strategies: ............................................................................................ 23

3. Promotion of CRPs: ...................................................................................................................................................................... 23

4. Plans aiming at drudgery reduction for women farmers: ....................................................................................................... 23

5. Knowledge and information dissemination: ............................................................................................................................. 23

6. Access of credit to women: ......................................................................................................................................................... 23

V. SUSTAINABLE INCREMENTAL INCOME (RETURNS) TO WOMEN: ........................................................................................... 24

VI. LINKAGE WITH OTHER GOVERNMENT SCHEMES: .................................................................................................................. 24

CHAPTER 4 ....................................................................................................................................................... 25

I. IMPLEMENTATION ARRANGEMENTS: .............................................................................................. 25

A. INTERNAL STRUCTURE FOR PROJECT IMPLEMENTATION: .......................................................................... 25

B. ELEMENTS OF IMPLEMENTATION PROCESS: ................................................................................................ 26

C. GEOGRAPHY AND YEARLY DISTRIBUTION: .................................................................................................. 26

CHAPTER 5 ....................................................................................................................................................... 27

I. RESULT FRAMEWORK: ........................................................................................................................... 27

II. RESULT FRAMEWORK FOR TRAININGS: ............................................................................................ 31

CHAPTER 6 ....................................................................................................................................................... 33

I. MONITORING, EVALUATION AND LEARNING: ............................................................................... 33

A. PLANS TO ENABLE SMOOTH ACCOUNTING AND MONITORING (INTERNAL AND EXTERNAL): ..................... 33

I. ORGANISATION LEVEL MONITORING: ...................................................................................................................................... 33

II. CLUSTER BASED MONITORING BASED ON MIS : ...................................................................................................................... 33

III. COOPERATIVE LEVEL INTERNAL MONITORING: ................................................................................................................... 33

CHAPTER 7 ....................................................................................................................................................... 35

I. BUDGET NARRATIVES: ........................................................................................................................... 35

A. TABLE:1 ........................................................................................................................................................ 35

B. TABLE:2 ....................................................................................................................................................... 35

ANNEXURE-1 ................................................................................................................................................... 47

I. HOST MANAGEMENT: ................................................................................................................................. 48

I. PRUNING OF HOST PLANTS: ........................................................................................................................ 48

II. GRADING OF HOST PLANTS: .......................................................................................................................... 48

III. UTILIZATION AND RESTING OF TREES: ........................................................................................................ 48



II. BROOD MANAGEMENT: .............................................................................................................................. 48

I. SELECTION OF BROOD AND CERTAIN PRECAUTIONS: ................................................................................. 48

III. BUNDLING OF BROOD: ................................................................................................................................. 49

IV. ROTATION OF BROOD: ................................................................................................................................. 49

V. PEST MANAGEMENT: ................................................................................................................................... 49

VI. HARVEST MANAGEMENT:............................................................................................................................ 50

ANNEXURE-2 .................................................................................................................................................... 51

ANNEXURE-3 ................................................................................................................................................... 52

ANNEXURE-4 ................................................................................................................................................... 53

ANNEXURE-5 ................................................................................................................................................... 54

ANNEXURE-6 ................................................................................................................................................... 55

ANNEXURE-7 ................................................................................................................................................... 57

ANNEXURE-8 ................................................................................................................................................... 58



CHAPTER-1

I. EXECUTIVE SUMMARY:

Udyogini has an experience of working with NTFPs in states like Madhya Pradesh,

Uttrakhand and started its intervention in Jharkhand in the year 2008 as a result of a

feasibility study conducted which revealed lac to be a major source of alternative livelihood

through NTFPs amongst the natives of Jharkhand.

However, the study also revealed a dismal situation where in the communities were giving up

lac production dramatically given that the age old product was now unable to fetch them

enough returns.

When Udyogini intervened, it realized that there were several reasons for the advent of this

situation viz climate change, non-practice of scientific methods of lac cultivation suiting with

the changing climate hence leading to scarcity of brood1. The situation in these communities

was depressing, given the minimal livelihood options these people had. Most of them

worked as agriculture or daily labourers while some often migrated to other states to earn

themselves a living. They did have a rich resource base of host trees but did not know how

to exploit them optimally.

Udyogini started its intervention with the Ministry of Panchayati Raj funded programme

called as Rural Business Hub. This project was successful to bring profits to around 750

producers. Motivated by the positive results, Udyogini has been working tirelessly since then

with various donors like Intel Foundation, Misereor (Germany), European Commission,

ICCO, NABARD and the like.

In the meanwhile, Udyogini carried out its integral activity of forming Women Enterprise

Groups (WEGs) with individuals having the resource or potential to start small enterprises.

This was followed by developing a Package for Scientific cultivation of Lac (with the support

of technical experts like Indian Institute of Natural Resins and Gums, IINRG), training

materials for goat rearing, poultry, small enterprises etc, promotion of Community Resource

Persons for training and monitoring and establishing proper financial and forward and

backward market linkages for the enterprise. However, some of the lac producers presently

are also individuals who will get included into WEGs in due course.

In tenure of 4 years, Udyogini has been able to reach to a scale of 5500 lac producers in

three blocks of Ranchi and one block of Khunti district. Of these producers, 3500 have

already successfully demonstrated the practice and earned profits in Angara and Bundu

blocks of Ranchi and Khunti Block of Khunti district respectively. In Namkum block of

Ranchi district, 2000 additional producers have joined in April’12 with whom successful

demonstration of lac cultivation is yet to be achieved. Though this project presently

targets working with 4000 producers in Ranchi district, we plan to scale up during

the implementation of project (depending upon the success) replicate it in nearby

district, khunti with another set of 5000 producers.

a. Objectives:

Under the proposed project focusing on lac cultivation, Udyogini aims to achieve two major

objectives with the support of MKSP:

1 Brood is the seed of lac required for inoculation on host trees for its propagation.



a) Federating the already functional 2000 lac producers into Institutions, for value addition of lac with 2000 producers, already into production to achieve sustainability and enhancement of income for the producers at the village level.

b) Promoting producers’ profits with 2000 new producers and federating them into Institution.

b. Rationale for Intervention in Lac:

It is being felt by Udyogini now that since the producers have already started earning enough

profit, the community should come forward to take greater ownership. Hence, a community

owned producers’ Institution will help the producers to sustain in the long run and take

ownership of the activities. Also, now that brood sufficiency has been achieved by the

existing 2000 producers, a large amount of scrapped lac is available from these areas along

with the scrap that will come from the new 2000 producers, hence a processing unit for

initial level value addition to lac should be established here. The institution in the form of

Cooperatives would be established at the Block level, that is one cooperative per block

having all the members of WEGs (having a common interest in lac cultivation) as members

of the cooperative. The members of the cooperative would consist of producers from

villages per block. The cooperative would function in a rented storehouse. It would perform

the functions of Bulk purchase and sale of brood lac, Market negotiations, loan provision to

producers etc. The cooperative would receive revenue for post project sustainability from

2% Commission per Kg of transaction of brood or scrapped lac, annual membership fee

from members and interest from the soft loans provided to the producers.

Producers’ profit for new 2000 producers would be promoted through the provision of

training, handholding, financial and market linkages and ultimately federating them into a

cooperative as well. At the end of the project duration, producers will have 100% increased

production from the baseline and earn an average profit of INR 29175 annualy. The value

addition to lac at the Processing units with the existing farmers will also help them gain small

profits INR (1500-2000) initially which will increase as the production and stages of value

addition further increase with time.

The per farmer cost comes to INR 6268 while 25% of the project cost has already been

committed through a sanction letter from Ford Foundation, the rest 75% is requested from

MKSP. Total project cost is INR 25070000 for 3 years.



II. PROJECT BACKGROUND CONTEXT AND PROJECT RATIONALE:

c. Context of area and community:

The historical oppression of people belonging to Scheduled Tribe, Schedule Caste and Other

Backward Castes in India has no parallel in any part of world, wherein a person is not only

discriminated because of the caste he was born into, but also is forced into a predetermined

life and occupation. Any attempt to defy this meets severe consequences and further

subjugation. Although, this problem exists in most parts of India but nowhere is it so

predominant and blatant as it is in rural areas of BIMARU states including Jharkhand.

Ranchi district that we have selected to intervene with our model of Lac is considered as

most backward and naxal affected areas among the 24 districts of Jharkhand. 94% and above

community members to be addressed through this project are from tribal community. These

areas are far away from development and people here are forced to live in the extreme

poverty. People belonging to Scheduled Tribes have to face discrimination. The only

opportunity for employment is menial work in the field; that too at rates which are highly

exploitative. Often women are subjected to physical and sexual harassment at their work

place because of their extreme vulnerability and poverty. Although they have accessed credit

facilities with the help of WEGs their chances for economic improvement is limited because

of lack of market access, enterprise skills, skills to aggregate and add value to their products

and lack of access to agricultural services to improve productivity so that they can earn more

profit. All these factors form a vicious cycle of poverty, and there is need of immediate

intervention to break this. This condition has remained there for a very long time, and it may

remain same until interventions enable change.

Proposed project will be implemented in three blocks of Ranchi district namely Angara,

Bundu and Namkom. All the blocks are of same topology and climate condition is favorable

for Lac cultivation.

d. General analysis of the problem in the State of Jharkhand

i. Social:

The Government development agencies like district development office, block

development office and other departments related to rural reconstruction and

development have become the center of misappropriation of resources. A

section of vested interest group like government officials, political leaders,

contractors etc are dominating the social, political and economical subsystems

and people have been isolated from the mainstream. As a consequence people

have little access on the survival opportunities. Gradually social aggression is

increasing against such vested interests group. Youths have become more

volatile and aggressive in nature. The naxal groups take advantage of such

situation and invite them to join the naxalites and in reality youths are joining

such groups.

In order to avail any government facilities, bribes have become essential norm

and ultimately poor left with very minimum opportunities because they cannot

bribe such officers. Such instances where work is done only on paper and

money allocated for the purpose is grabbed are increasing. This type of

experience of the people increases the frustration; as a consequence the social

unrest is frequently taking place with more intensity among the peace loving

tribal community.



The quality of educational system is degrading day by day because of indifferent

attitude of Government and its officials/teachers towards primary and

secondary education. Majority of the Government schools are defunct and have

largely failed to provide standard quality of education in rural Jharkhand. Rural

people cannot afford to send their children to private schools because of acute

poverty and lack of awareness. The children of poor family are still illiterate in

large scale

Superstition is very common among the tribal communities because of illiteracy

and lack of awareness. Torture, rape, killing and clashes on the ground of

suspicion to be a Dain (witch) is common in the rural areas.

Rural tribal people suffer from various types of diseases like malaria,

tuberculosis, asthma, water born diseases like diarrhea etc besides several other

seasonal diseases and health centers in Jharkhand is nearly defunct. Altogether

the rural environment becomes very troublesome for the villagers. This happens

because people are not aware about their legitimate rights.

Migration of tribal men and women in search of livelihood is increasing rapidly

because of resource crisis at genesis. This migration affects the social, cultural

and economic rights in many ways. Women and children are the worst victim of

the migration.

Malnutrition and poor health status is very much common among the tribal

women and children due to poverty. Maternal mortality rate in Jharkhand is also

more than the national rate. Child mortality rate in Jharkhand is 72, which is

higher than other developed Indian states.

ii. Economic:

Jharkhand is highly resourceful state, because 40% of the total minerals of India

is obtained from this state that is equivalent to Rs.5000 million but more than

70% of the rural tribal people are still below poverty line. Indigenous people of

Jharkhand have less access over employment opportunities in different service

sectors, because they are not organized and empowered to raise voices for

restoration of such rights. As a consequence the gap between rich and poor is

very wide in the state and poor people are struggling for their survival.

The tribal welfare schemes are yet to benefit the people at large because of the

dominance of the vested interests. The Government officers, politicians,

contractors, middleman other opportunist people etc are the major and the only

beneficiary of the welfare schemes.

The crisis of opportunities and resources in the villages, due to lack of proper

development plan and implementation by the Government is affecting the

people’s survival in Jharkhand. Such crisis at the village level encourages the

rural youths to join the Naxalite groups and involve in unsocial works.

The Government has failed to provide employment to the rural people in one

hand due to various reasons and at the other hand it is adopting such policies,

which are not in favor of new employment generation. Collectively, problem of

unemployment is not being responded adequately, and the issue of

unemployment has been intensified in manifold.

The survival of the tribal people are centered towards the locally available

natural resources but deforestation and large scale depletion of such resources

has left the people with minimum option for survival and as a consequence



people migrate from the mentioned seven districts to various part of the country

for employment and suffers from various other problems related to migration.

Though the traditional tribal culture gives more freedom and liberty to the

women folk but the economic power still lies in the hands of male. Women

have no rights to inherit ancestral property or any part of it.

iii. Environment:

According to National forest policy of 1986 there should be 60% of forest

coverage of the total land for a healthy environment and it was true till 1950 in

Jharkhand, but at present there is only 27% (or even less) forest area of total

land at present. Till 1950s Jharkhand was known as a “Land of Forest” but

situation is very grim at present. There is nearly 35% of reduction in the forest

area during last 50 years.

Deforestation at large scale has decreased the water holding capacity of land on

the one hand and has increased the soil erosion on the other hand. Fertility of

soil is gradually decreasing and marginal farmers are suffering at large due to soil

erosion and poor rain.

River and ground water is the main source of drinking water in rural Jharkhand

but the level of underground water is alarmingly going down and water crisis is

emerging as a very serious problem. The river water is highly polluted due to

waste flow of cities and industries in the river and not suitable for human

consumption.

Illegal cutting of trees at large scale by contractors and a section of government

officers involving poor villagers is rapidly decreasing the forest coverage in

Jharkhand. It happens frequently because people are not aware and organized.

Some time poverty also compels them to cooperate with the contractors in

illegal cutting.

The water of 2 main rivers i.e. Damodar and Swarnarekha have been declared

not consumable for human as well as animals due to harmful industrial waste

contents. As it is known that there are many industries e.g. Thermal power

plant, coal washery, refractory, explosive industries, lead and iron industries and

uranium corporation in the area which dump nearly 25 lac tons of waste in these

rivers per year.

iv. Political:

People are indifferent to present representative democratic political system

because they believe in direct democracy. This indifference of tribal

community leads towards a stagnant state political system, which is not

adequately accountable to the people.

People are highly inclined towards the traditional political system but orientation

and awareness is required for the proper implementation of village

developmental activities and Panchayati Raj Adhiniuam-2000 in Jharkhand and

ensure the better resource mobilization at village level for development

activities.

Jharkhand is a newly created state but due to historical reasons culture of the

majority of political parties are similar to that of Bihar, even after the separation

and they are more concerned to their interests rather than people’s cause.



v. Culture:

The culture has been the main survival need of the tribal people from thousands

of year besides food in Jharkhand. Their life is mainly centered towards the

culture, which is major source of their strength. In course of time deforestation,

migration and intervention of external people from different parts of the

country in Jharkhand have affected the rich cultural heritage of the tribal people.

Sustainability of any development endeavor among the tribal communities

largely depends on its integration with their cultural realities.

e. Problem Analysis viz-a-viz Lac, NTFPs and Tribes of Jharkhand:

The following problems during the feasibility study conducted by Udyogini and from our

previous experiences were glaring enough to motivate Udyogini into working with the

communities in Jharkhand on lac cultivation:

i. Problems:

1. Marginalization of Tribal Communities, especially women: The incomes of

tribal people are largely dependent on natural resources - forests and land. Population led

pressures lead to several problems in both these two sectors - depletion of forests and loss

of bio-diversity; and low productivity of land. Tribals own land but it provides income for

barely 3 months in the year. They have to migrate out of the area in large numbers for work

into exploitative conditions in industries such as construction etc. This disrupts family life,

especially the lives of children in the family.

2. Insurgency and Unrest: Forty per cent of India's top 50 mineral-rich districts, many of

them in Jharkhand, are insurgency-affected, according to the Centre for Science and

Environment (CSE). They are also the hubs of tribal discontent. Though Jharkhand, because

of its mineral wealth, should be able to provide sustainable livelihoods to its poor people, it

is one of the 13 states in the country hit by Maoist insurgency that prevents government and

private services from reaching its people in the affected districts.

3. Poor harvesting and production techniques: There is a paradoxical situation of

underutilized capacity of forests to generate income on the one hand and destruction of

entire trees to extract a part of the resource from them. In the production of a traditional

product lac, poor harvesting and systems of production are majorly due to reasons like lack

of awareness, motivation, extension services, and unavailability of working capital,

insufficient and untreated brood lac (insect brood), lack of strong producers associations and

lack of marketing institutions have constrained this sector.

4. Informality and Unfairness along the value chain: One of the reasons for

unsustainable harvesting is intermittent market access. Tribal communities, being in interior

areas and having little access to the market due to poor road connectivity and awareness of

market demand and prices, heavily depend on traders to come to their locations to procure

the forest products.

5. Poor entrepreneurship skills to improve returns all along the chain:

Udyogini’s experience of working with women in order to move them up the value chains

has shown that most women are constrained in motivation, skills and infrastructure to be



able to become entrepreneurs in the professional sense, i.e. able to think and act

innovatively, and be managers and leaders that can make their businesses grow.

6. No efforts have been taken: in past to engage producers for round the year in lac

cultivation so as to maintain their interest in the activity and also fetch handsome income.

7. Absence of any institutional model: One of the major lacunas is absence of any

institutional model in the state to sustain lac cultivation and ensure community ownership to

take forward the theme.

ii. Opportunities:

1. Our Presence: The greatest advantage for Udyogini is its presence in these communities

since duration of 4 years and the demonstration of success with the lac producers already

made. This has helped us gain the confidence of the communities and even gives us a buffer

against the much feared insurgency issues since the community now realizes the worth of

this activity. In the duration of our work with the common interest SHGs, it becomes easy

to identify Community resource persons from within the groups with which there is

constant interaction of the staffs. Such Community Resource Persons (CRP) chosen so far

have proved to be highly motivated cadres of people who have contributed significantly in

making the community achieve its goals. The ratio of Community Resource Person to

Producers is 1:50. In the present project, it should thus be equally easy to identify these

CRPs from amongst the SHGs.

2. Proven Model: Udyogini has already proven a model successfully with 3500 producers in

Ranchi and Khunti district whereby the producers have already attained brood sufficiency,

are engaged in year round production and also earn profits.

3. The Market: Jharkhand is the largest Lac producing state (Data source: Lac statistics

2010, IINRG, http://ilri.ernet.in). It accounts for nearly 42% (6925 tonnes out of 16495

tonnes) of all India’s production of lac. Export of lac from Jharkhand, estimated at Rs.50

crore annually, accounts for about 53 per cent of lac exports from India. There is a major lac

exporter in Jharkhand, Shellac Industries, who is willing to take as much lac as is possible to

produce. The owner says his problem is supply not demand. Besides, Shellac, there are a

number of others in the neighboring state of W. Bengal which is even a bigger market for lac

than industries in Jharkhand. An interview with one of the local traders by Udyogini revealed

that he was willing to purchase as much lac as can be produced in the market.

4. Cultural affinity and resource: The tribal community in Jharkhand has been

cultivating lac traditionally since time immemorial. The cultivation practices are traditional

and are passed on from generation to generation. The producers in areas of the country

which have lac have an average of 20-50 host trees though due to lack of finance and

understanding of practices they don’t even practice lac in 50% of their trees. In the case of

the area in which Udyogini is working with lac producers, 20% of producers had completely

stopped doing lac because of infestation problems and they did not know the solution for it.

f. Rationale for support under MKSP:

Integration of the tribal communities with nature is the main basis of their livelihood. They

mainly depend on agriculture, minor forest produces and most of them work as labourer.

71% of the tribal people are dependent on Agriculture but low soil fertility and water

holding capacity, lack of irrigation facilities, old methods of cultivation and lack of

knowledge about scientific agricultural practices force them into mono cropping (only



paddy, in the rainy season). Agricultural and other daily wages labourer get only three to four

months survival opportunities in the rural areas. Indiscriminate exploitation of natural

resources over the years by vested interests group has widen the gap between availability of

resources and need of the people. The poverty of the people is also an important cause of

rapid depletion of certain natural resources like firewood, timber, and other minor forest

products etc. During last 50 years the forest coverage has decreased from 50% to 27% of the

total area thereby making the minor forest produces scarce. Jharkhand is still a fertile ground

for a section of government officials, middleman, contractors, political leaders and other

vested interests groups to reap a good harvest of personal gains due to lamentable lack of

awareness among the tribal people about their rights on resources. Intervention of such

powerful lobby has encouraged the over exploitation of resources which has contributed to

resource crisis and gradually people have been losing their access to resources like forest,

land, water and other locally available natural wealth. Interventions of middleman in

marketing of minor forest produces also compel the poor tribal people to sell the forest

produces at a lower rate. They easily yield to distress sale as they are not well acquainted with

the mainstream marketing system and they are not very much aware about the rates and

importance of the MFPs. In one hand fortune seekers are exploiting those resources and

making huge profit out of it and in other hand the tribal people are becoming poorer. In

spite of several efforts for tribal development by Government under tribal sub plan, more

than 70% of the tribal people are still below poverty line.

Increasing gap between resources and need of the common people forces them to migrate to

other cities and states (West Bengal, Punjab, Assam, Uttar Pradesh, Himanchal Pradesh and

North Eastern states) to meet their basic needs. This breeds other problems like cultural

degradation, ill health, sexual harassment of women at work place, malnutrition, lack of

educational and health facilities for the children of migrants etc. The migration rate is very

high in the proposed seven districts. Women and children are the worst victim of all sorts of

external exploitation and migration. They are also the victims of various social prejudices and

taboos. Therefore, unless the natural resources are again promoted, protected and owned by

the community along with their capacity enhancement, no other support will help the people

to come out of this vicious circle of poverty, neglect and deprivation.

Frequent denial of rights and social justice to tribal people has largely contributed in

increasing aggression and unrest among these peace-loving communities. Vested interests

groups often exploit such social anomalies. They can hardly take any mileage from the

proposed Panchayati Raj in Jharkhand due to their inertia and lack of awareness. People may

meaningfully involve themselves in the present Panchayati Raj system if they are made aware

of the roles and responsibilities of Panchayati Raj and their legitimate constitutional rights.

Although there is traditional organisation in the tribal areas, they are practically more

involved in the social and cultural events. Due to lack of present development orientation,

the people are not able to utilize the benefits and opportunities provided to them by the

Government and other agencies.

So, the project area in the Ranchi districts of Jharkhand state is now expecting a change in

respect of the social, political, economic and environmental conditions in order to provide

better life to most deprived community.



g. Basic PIA information:

1 Name of PIA Udyogini

2 Legal Status (NGO / Network NGO / CBO / Producer Co.

/ Section-25 Co. / Pvt. Co/ Other – Please specify)

NGO registered under “Societies

Registration Act”

3 If Network NGO, number of partners being supported? No

4 Registration No. & Date of Registration No.: S-23137, Date of registration: 09-07-1992

5 Name of Donors in the past 3 years, if any (give max3) 1. Ministry of Panchayati Raj.

2. Misereor

3. INTEL Foundation

6 Name with Size (Budget in INR) of relevant projects

handled in the past 3 years (give max 3) in the proposed

area

1. Rural Business Hub(Ministry of

Panchayati Raj, Government

of India) – INR 9,50,000.00;

2. Sustainable Livelihoods for

Tribal Women Producers

through

Enterprise Promotion and

Entrepreneurship Training( Intel

Foundation) – INR

55,00,000.00

3. Market Development and

Enterprise Promotion for Poor

Women( Misereor) – INR

36,00,000

7 Annual Revenue of PIA for the most recent audited

financial year

Rs. 3,04,70,332

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

the proposed area

1. Rural Innovation Fund for Kusmi Lac Cultivation on Ber host by NABARD of Rs. 9,85,000.00.

2. Vocational education and training for vulnerable and marginalised groups by European Commission of Rs. 75,00,000.00

9 Completion of last project (MM/YY) March/ 2012

10 Total value of assets available with the PIA in the

proposed area?

Nil

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)

(i) Yes

(ii) Yes



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 - 65%

External - 35%

h. Human Resource:

Name Gender Position and current

place of work

Educational

qualification

Experience

in Lac

cultivation(

Yes /No)

Experience in years

In lac

cultivation

Total

Nikhil

Ritesh

Sanga

M State Head, Placed at

BDS Ranchi.

Post Graduate Diploma

in Rural Development

from XISS

Yes 6 years 10

years

Bharat

Kumar

Rathor

M Operation Manager Lac Master in social work Yes 4 years 8

years

Chaitanya

Kumar

Ganjhu

M Entrepreneur and

Subject matter

Specialist, Placed at

Ranchi

Graduate and Lac

entrepreneur

Yes 12 years 12

years

Ritika Sah F Placed at BDS

Jharkhand

Post Graduate from

Ajim Premjee

University

Yes 1 Year

Benedict

Naurangi

M Placed at Khunti( Field

assistant)

Graduate Yes 4 years 6

years

Rakesh

Ranjan

M Placed at Bundu( field

assistant)

Masters in Rural

Development from

IGNOU

Yes 8 years 8

years

Magan Say

Mahto


assistant)


years

Suberdhan

Mahto


assistant)


years

Dev

Narayan

Mahto


assistant)


years



Shankar

Bedia

M Placed at Angara( field

assistant)


years

Amar

Singh

Munda

M Placed at Angara( field

assistant)

Intermediate Yes 6 years 6

years



CHAPTER-2

I. DETAILED INTERVENTION STRATEGY & PHASING:

a. Vision of Success:

Aspired vision of the project is to meet brood sufficiency in the lac production sector

through scientific techniques of lac cultivation and proper market linkages.

b. Goals:

The Project Goal is to establish Lac as a key product for supplementing the income of rural

poor through creation of a sustainable model and hence bringing them one step forward

towards becoming key players in an important growth-oriented product.

c. Key Outputs/outcomes:

i. Essential Outcomes:

120 new WEGs formed with new 2000 producers.

At least 3 Cooperatives are functional and efficient by the end of project period.

At least 4000 producers practicing scientific cultivation of lac and earning

additional income of Rs. 25000 from their baseline income.

Exposure visits conducted for CRPs and Producers.

At least 80 CRPs (1 per 50 producers) created and functional.

Brood sufficiency achieved for 4000 producers of lac.

Plantation of semialata plant done in 150 acres of land successfully.

Market linkages established with MoU done for the produce (brood and value

added lac) to get sold at fair price in the market.

Social Audits done on half yearly basis to maintain transparency in dealings.

d. Community Institutions Architecture:

Past Experience of PIA in the proposed area: Udyogini as the name suggests works to

promote women entrepreneurs majorly to ascertain that women in rural areas get an

opportunity to earn their own livelihood and hence prosper socio-economically through

small enterprises. For this purpose Udyogini works with Women Enterprise Group (WEGs)

consisting of 12-15 members each in the intervention area/clusters. These Groups are

formed with individuals having involved in enterprises like lac cultivation, goat rearing,

poultry, rural kiosks etc.

There are presently 520 WEGs working with Udyogini in Jharkhand only of which 217 have

been bank linked. These WEGs majorly:

Engage themselves in lac production

Establish Small enterprises

Build their own corpus

Udyogini as an resource agency provides them entrepreneurial trainings in the

form of Grassroots management training (GMT) and Enterprise management

training (EMT) to strengthen their enterprise and cope up with the market

fluctuations.



e. Best practices promoted by the organization:

Udyogini helped the producers internalize some ideas through practice which have now

emerged as the best practices of these groups:

Proper maintenance of meeting minutes in group registers provided to them by

Udyogini.

Reading out group norms in every meeting as mentioned in the printed Group

register to compel members to abide by the norms.

Weekly meetings by WEGs to make them resilient to collapse.

Conducting Functional Literacy classes for the Group members.

Conducting Group motivational activities (Through Udyogini’s Women

enterprise Motivation module)

In case of women not having access to own host trees, share cropping is

promoted amongst the group.

Maintenance and checking of data card of each producer to keep track of lac

production quantity and quality by the WEGs.

f. Strategies from past:

Enabling Access to Credit: These are the key aspects for lac cultivation. Initially

Udyogini sensitized its producers to take small credit support from their own

WEGs to start lac cultivation. This has not only made the things easier for the

producers but also created a road for the WEGs to earn interest and rotate their

corpus for a very short span of time i.e. for 6 months. In the later stage the

beneficiaries were motivated to save and open bank accounts for meeting their

capital requirement related to Lac cultivation. Bank Linkages have been done to

provide seed capital to the corpus of the WEGs.

Enabling Access to Market: The backward and forward linkages have both been

secured by Udyogini for the producers. Agreements with two market players viz

Tajna Shellac and Gopal Shellac Pvt Ltd has been made to ensure the forward

linkage of the product. The idea was to leverage suitable price for the producers

and also to break the vicious cycle of middleman and small traders who cheated

in price and weights measurement. While this provided the forward linkage, it

was also critical to meet brood supply for propagation of lac cultivation in a

given situation where there is acute brood scarcity in the country. This is done

through the establishment of brood farms and exchange of brood within

clusters of Udyogini.

g. Proposed Plans/Strategies for Project:

Proposed strategies to ensure implementation of the project community

processes including use of community resource persons -Lac Business

Development Service Providers (BDSPs): Udyogini has already created in other

lac producing areas it has worked in, a cadre of women which is called as Lac

BDSPs by Udyogini which are actually Community Resource Persons (CRP)

who use PSCL for outreach to larger numbers of producers on a fee-basis from

the cooperatives, thus creating an income source for themselves. These CRPs

are well equipped with various other training curriculums of Udyogini which

were specially meant for people who are directly engaged in livelihood and

enterprise related works such as PSCL; Training for Enterprise support Team

(TEST) for gender-sensitive entrepreneurship; Grassroots Management



Training (GMT) for motivating and orientation of producers to undertake

enterprise and livelihood activities.

Being from the community, these CRPs have the advantage of being more

acceptable and ensuring better learning processes in the community.

Systems and checks put in place to ensure that the local resource persons are

accountable to / managed by the women institutions: Cooperatives pay CRPs:

This is an in-built accountability mechanism as only if the Cooperative is

satisfied with the quality of service, after giving training to the CRPs, a

certificate would be issued to the CRPs confirming their capacity to train. The

CRP’s payment would be performance based.

CRPs selected from WEGs: Since the cadre of CRPs will be selected from

within the WEGs established by the village women, these CRPs would already

have been ‘incubated’ in the WEGs which are involved in lac production.

Sustainability model of CRP’s: CRP’s will be provided with social security

through cooperatives. Cooperatives will utilize CRP’s in other assignments as

and when required on payment basis. CRP’s will get paid by the cooperative for

supplying pesticides, insecticides and brood to the producers.

h. Systems/ procedures for adoption of best practices by women

institutions:

Since 1995, Udyogini promotes Anita Sen Memorial Award (ASMA) as an incentive for the

best performing group across all its states. This serves as a motivation for the group to work

harder as the group receives a sum of Rs. 50000 award money. Other groups following the

best practices are motivated through minor incentives like shields on the annual day

celebration function of Udyogini and an opportunity to address the masses about the

group’s experiences. Inter cluster and interstate exposure visits are also conducted to give

them an exposure of the best practices being followed across all the states of Udyogini. Self

analysis of the group achievement is promoted in within the best group by stimulating the

members to analyze what practices have helped them to excel while stimulating the members

of the bad performing groups to analyze what are the factors affecting their poor

performance.

The above activities would also be ensured in the present project to promote adoption of

best practices by the groups.



CHAPTER-3

I. DETAILED PROGRAMME COMPONENTS:

a. Promoting well-Being of women farmers:

Udyogini has already established 51 crèches facilities for the children of the lac

producing women in the project area to be covered under MKSP with the

support of the Central government funds under Rajiv Gandhi National Crèche

Scheme. These centers not just provide care to the children of the lac producing

women, affecting their productivity positively but also provide supplementary

nutrition to their children everyday along with monthly health check-ups and

ensuring routine immunization.

Moreover, in every monthly meeting held with the mothers at these crèches, the

topics like importance of nutrition during adolescence and pregnancy for the

female is especially emphasized while special days and weeks like breast-feeding

week etc are celebrated to enhance the awareness levels. Udyogini would try to

increase the number of crèches to atleast one per project village and train the

crèche teachers to carry out trainings of mothers.

Areas where crèche facility would not be implementable, the BDSPs to be

selected per village would facilitate the women producers to understand the

need for adequate nutrition to enhance their own productivity as well as the

family’s overall well-being and plan how to set aside a part of their increased

income for availing better nutritional facilities.

The BDSPs and crèche teachers would be given training on half-yearly basis on

specific topics like cost-effective nutritional food planning, nutritional need of

children and adolescents, gender and the role of nutrition in growth etc.

Cost-effective and easy to grow nutritional crops would be promoted through

kitchen gardens with atleast 50 kitchen gardes (20 in 1st year of project period

and 30 in 2nd year of project period) which will act as model for replication by

each and every producer by the end of the project period.

b. Strategies addressing sustainable/evergreen/regenerative agriculture

practices:

Following are the strategies proposed for regenerative and sustainable lac cultivation

practices:

Host Plant Management: Proper host management practices will be

incorporated which will give optimal rest to the host plants for getting

maximum production.

Seed Management: Producers will be

mobilized to rotate their brood (seed) among the other

producer rather than scraping and selling it to the factory

in order to meet the brood requirement.

Kusmi on Ber

(July – Jan)

Kusmi on

Kusum (Jan-

July)

Kusmi on

Semiylata

(July- Jan)

Brood rotation strategy for kusumi lac

cultivation



Bio-diversity enhancement: Protection

and plantation of new host plants in the project area will help in conservation of

bio-diversity. Lac cultivation on semialata is done in inter-cropping mode which

again adds to it.

Low cost sustainable practices: In scientific cultivation practices producers

are taught to use the brood as per the requirement of the twigs. This practice

will help producers to low down their input cost and get more return of the

investment.

Resilience to climate change: Timely spray of fungicides and insecticides is

important to fight climate change. Climate change is a big threat noticed during

past 8-10 years influencing the lac production. Huge fluctuation in temperature

leads to activation of various parasites on the produce.

c. Equitable Gender roles- key to enhanced social Status:

The following table below shows different roles of women and men with regard to Lac

cultivation:

Gender based role classification in Lac cultivation

Sl. No. Activity Sub

activity/Host

Involvement

of Women

Involvement

of Men

1 Host plant

management

Plantation √ √

Pruning √

Selection √

Grading √

2 Bundling of Brood √

3

Inoculation of Brood

On Ber √ √

On Kusum √

On Semialata √

On Palas √ √

4 Funki Removal On Ber √ √

Rangini on Palas

(June-Oct)

Rangini on Palas

(Oct- June)

Rangini on Ber

(June- Oct)

Rangini on Ber

(Oct- June)

Brood rotation strategy in Rangini crop



On Kusum √

On Semialata √

On Palas √ √

5 Spraying √ √

6 Harvesting On Ber √ √

On Kusum √

On Semialata √

On Palash √ √

7 Scraping Of Phoonki √

Of rejected

brood

√

8 Sorting √

9 Packaging √ √

d. Development of pro poor value chain around NTFP:

i. Key livelihoods of the tribal community in the proposed area:

The key livelihood options for the tribal in the proposed area are:

Agriculture (seasonal)

Agri –allied activities like goat rearing, poultry, pig rearing etc

NTFP collection and sale

Small trading

Group or individual micro enterprises

Agricultural and wage laborer

Service like blacksmith, hair cutting, carpentry, small shops

ii. Primary analysis of the value chains of some of these key livelihoods:

Since Udyogini in Jharkhand is concentrating upon lac value chain only, the analysis of it is

as follows:

The pyramidal structure of the

value chain involves the

producers/villagers at the lowest

rung, from where the village

produce directly goes to the village

level traders and then to the Block

Level traders, ultimately reaching

the producers in a much adulterated

manner. The worst irony is the

profit distribution chain where in

spite of the tedious efforts, 30% of

the profit margin goes to the



intermediaries while the producers have to suffice with a mere 70% only because the

producers neither have bargaining power nor do they have sufficient market knowledge or

access.

iii. Analysis of the value chain gaps:

As far as Lac as a product is concerned the gaps are found in each level which are cited

below;

1. Primary producer level:

The farmers use unsophisticated inoculation and harvesting techniques. Despite

their proximity to IINRG, they lack knowledge of basic information such as

what length they need to cut and what is the best way of pruning the plants.

Drying is done anywhere in the fields, rather than in clean platforms, leading to

reduction in quality of lac.

Standard measurement practices are not followed. Measurement tools are in fact

not used at all in many cases.

There is no concept of aggregation of lac at the village level. All the produce is

aggregated by the intermediaries.

2. Intermediaries:

It was difficult to get exact price information from intermediaries and they are

not trusted entirely by producers or by the factory owners.

Adulteration at the intermediary level is a widespread and common practice.

This brings down the price of lac and is detrimental to sustainable supplies in

the long run.

Intermediaries try to work on scale. However, they too lack adequate funds to

store the purchase, and hence try to sell their produce the same day, leading to

increased transportation costs. This reduces even their scale potential.

3. Factory owners:

Factory owners find it difficult to give an accurate price of lac due to widespread

adulteration by intermediaries.

Since the supply of lac has been sporadic, it is difficult for them to maintain a

stable price even during a season.

Other ecosystem factors such as threat of naxals, that disrupts supply, also make

it difficult for the owners to operate fairly themselves on assessing lac quality

and price.

iv. Proposed interventions for moving up in the value chain- production,

processing and marketing:

To ensure better market access to the producer Udyogini has created a supply chain model

for its intervention areas. Earlier the producer was primarily responsible for the production,

harvesting and sale of the Lac crop. The value chain established by Udyogini then performs

the function of accumulation and transportation of the crop. The traders or factories then

buy and process the Lac into various products in order to market and sell them in both

national and international markets.



Udyogini has created a social enterprise through community participation making the idea

unique as it ensures a higher ownership & social capital along with financial gains unlike the

conventional approach. The enterprise operates on a supply chain model where few

community anchors like Women Enterprise Group members or Business Development

Service Providers take up entrepreneurship roles at village level service centres and help in

aggregation of produce at each village from where it gets aggregated at a larger volume and

gets sold directly to the processing units , hence accruing greater margins for the produce to

the producers. (see figure).

This whole Supply chain model is backed by resource agencies, CBOs, Community resource

persons, PRI etc.

1. Targeting: Approach and Details of landless, small and marginal farmers as project

participants: This activity is only taken up with poor farmers, 85-90% tribal residing near

forest fringes. These farmers are generally small or marginal with minimal capacity to

produce food grains but resources in the form of host trees for lac cultivation. However, it

will still be ensured that the farmers chosen for this activity should belong to the poorest of

the families in from the community.



2. Plans for Post-project Sustainability and Scaling-up strategies: At Udyogini

we believe in community ownership of the project and a proper withdrawal strategy by

forming institutions (Cooperatives at every Block)owned and operated by the member lac

producers from the community. The focus is thus on capacity building of the members of

these institutions to take forward the theme in a sustainable manner.

3. Promotion of CRPs: CRP’s promoted through this project will be key to the

sustainability. Capacity of these CRP’s will be built in such a manner that they will be able to

deliver to the community on all the fronts and get their honorarium from the cooperatives

based on their performance. Capacity of community will be enhanced to deal with the credit

needs and other requirement of the community.

4. Plans aiming at drudgery reduction for women farmers:

Equipments: Earlier, women could not participate in pruning because the

implement used was heavy and blunt and more a traditional axe. Udyogini is

providing and encouraging the wider use of secaturs to replace the traditional

implements. Secaturs are medium-size scissors for easy use by women.

Fleminga Semialata host plant: This plant is women-friendly because it is shorter

in height than the traditional Ber and Kusum. This is going to be wide

promoted and used by Udyogini its project areas for brood development and

increasing women’s labor force participation in lac value chain for creating

brood. This can also be promoted in kitchen gardens reducing the burden of

headloading for carrying equipments, inoculation of trees and aggregation.

Creches: UJAS Society (a sister concern of Udyogini) is running crèches for lac

producers where we are currently working. These provide needed drudgery

reduction as while working, women have a place for leaving their children for

quality care and nutrition.

Helmets for security: Helmets will be provided to each producer to ensure their

safety during pruning of trees and harvesting of Lac from tree.

5. Knowledge and information dissemination:

Documentation: Best practices by farmers in this area will be recorded,

published & circulated in the community.

Workshops: Udyogini will produce the documentation in the above form and

disseminate at the workshops planned under this project. The workshops will

bring cooperative members, CRPs, entrepreneurs, other stakeholders and

experts to share lac practices and promote it for scale in the future.

Display boards: Display boards will be placed at the entry point of each of the

target villages which will contain information about the project physical and

financial targets and amount of money to be spent on it. We will also place

boards at each of the plantation sites.

Use of Community Radio: Community Radio will be used to disseminate

knowledge and information about the project.

6. Access of credit to women:

WEGs-bank linkage: Since WEGs are being promoted; Udyogini will facilitate

the groups to be linked to banks under the WEG-Bank Linkage program.



Special Bank Scheme: The State Bank of India is preparing a special scheme

(with Udyogini) for Lac producers under which loans of Rs. 50,000 are offered

to groups and individuals without collateral. If it is found workable, lac

producers supported under MKSP will be linked to this scheme.

v. Sustainable Incremental income (returns) to women:

There would be an incremental income to existing producers of INR 1350 through the initial

value addition work proposed at the lac processing unit. Although the incremental income is

not very significant, this will however help to build sustainability into the institution (analysis

attached in annexure) as this will also be one of its sources of revenue. The incremental

income of the producers will however, also increase with the increase in their production

capacity of lac. Hence, in the following years, their income would further increase.

The new 2000 producers would have an income of INR 29,175 (details attached in

annexure) from baseline through lac cultivation.

vi. Linkage with other government schemes:

On the basis of the proposed project, Udyogini will mobilize other government projects as

per the need and demand of the community. We are already well ahead in dialogue with

JASCOLAMPF(An apex Co-operative institution sponsored by government of Jharkhand)

in providing infrastructure and financial support to our groups.



CHAPTER 4

I. IMPLEMENTATION ARRANGEMENTS:

a. Internal Structure for Project Implementation:

Head of Operations

State Head

Operation Manager

SMS Cluster

Coordinator

CEO – Cooperatives

CRPs Self Help Groups

Accounts and Admin



b. Elements of Implementation process:

Following are the part of project implementation strategy:-

First year of implementation would mainly focus on building the capacity of

producers on scientific method of lac cultivation as well as organizing them in

groups

Focus of the project is to build a self sustainable institutional model of

replication so we will build a Cooperative which will then act to keep the

process going.

Each and every producer will be provided with the equipments required for

scientific method of Lac cultivation.

Creating an enabling environment through forward & backward linkages to

achieve economies of scale to bargain with market.

Recording the best practices & knowledge dissemination through organizing

kisan melas on yearly basis.

Monitoring & evaluation of project by conducting internal/external audits, half

yearly social audits.

Funds required for purchasing of brood and equipments will be routed through

the institution along with the support to the CRP’s.

c. Geography and Yearly Distribution:

Proposed project will be implemented in Ranchi districts of Jharkhand state. Yearly

distribution will be as follows:-

This project will be implemented in 3 years as per the below time line:-

Physical targets of existing producers

Sl.

No. Year

No. of

Producers to be

covered

1 1st Year 2500

2 2nd Year 1500

3 3rd Year

TOTAL 4000



CHAPTER 5

I. RESULT FRAMEWORK: Activities Purpose/Objectives Output/Outcome

Project Inception

Mahila Kisan profiling To understand the current socio-

economic conditions and capacity

building needs of the women

producers.

Ability to select the most

needy women producers

and design capacity

building trainings

accordingly.

Value-chain Studies

(On value addition processing at institution

level)

To understand the present value

chain, identify its gaps and

determine gap filling strategies.

A re-defined value chain

with better returns at the

producer levels along

with value addition.

Institution Building

Mobilisation & Promotion of producer

groups

To organize producers into groups

and hence reap benefits of collective

production.

Producer group becomes

organized and realizes the

benefits of federating.

Promotion of producer group federation

(Registration and legal procedures)

To provide legal entity to collective

and hence build their capacity.

The Producer federation

becomes stable and

sustainable in the long

run.

Management support to producer

federation

(Salary support to CEO and Accountant

cum data entry operator for 2 instituion in

one year and three from second year

onwards)

To facilitate the federation in self-

management and hence run

independently.

The federation becomes a

self-managed producer’s

organization for the

maximum benefit of its

producer members.

Capacity Building

Printing of existing training materials for

circulation to CRPs

To train CRPs on the PSCL

(Package on Scientific Lac

Cultivation)

The CRPs become

trained individuals

spreading the knowledge

of lac cultivation fast and

wide which reduces the

training cost of the

producer federation in the

long run as the CRPs

become agents working

on commission.

Training module development : audio-

visual

To enable producers to learn

techniques of lac production easily

and CRPs demonstrate to the

Community learned and

practicing PSCL.



community more comfortably.

Training equipment & material

(Purchase of secutier and sprayer for CRPs

demonstration)

To enable CRPPs demonstrate

PSCL

Community learned and

practicing PSCL.

6 day residential Training to CRP in IINRG

on PSCL every year

To orient CRPs on PSCL by expert

trainers of IINRG.

CRPs become trained

individuals for further

training dissemination in

the community.

One day training in three block to the

producers by Block Cooperative Officer on

importance and functioning of

Cooperatives

To orient producers on the benefits

of cooperative

Producers organize

themselves into

cooperatives and hence

get better returns for their

production.

One day training to executive

committee(EC) of cooperative on

cooperative management

To train the core management group

on better management of the

cooperative

The management group

becomes capable of

managing the activities of

the cooperative.

Exposure visit of Executive Committee to

any successfully functional cooperative

within state

To train the core management group

on better management of the

cooperative

The management group

becomes capable of

managing the activities of

the cooperative.

Training to CRP on Semia-Lata Plantation

by IINRG

To orient CRPs on semialata

plantation for further promotion of

the host plant.

Semialata plantation and

cultivation of lac on it

leads to reduced drudgery

of women producers and

better produce due to

better management of

host plants.

Training on PSCL(4 modules) to 2000 new

producers carried out in phases

To increase producer base on lines

with scientific techniques of lac

cultivation.

Producer base increased

by 2000 new producers

practicing lac cultivation

by scientific techniques.

Training to leaders & PRI on Social Audit To orient the local natural leaders,

other stakeholders and PRI

functionaries to carry out social

audit of the programme.

Transparency of the

proramme is maintained

and hence the community

and all other stakeholders

extend maximum

cooperation.

Exposure visits of CRPs to immersion sites

(Inter state exposure to other areas of Lac

production in India)

To train CRPs in best practices

being followed in other states.

CRPs able to combine

best practices from

different areas and

provide better training

and handholding support

to the producers.



Exposure visit of selected community

members (50 every year) to IINRG field

To help producers gain firsthand

experience of lac production in field.

Selected producers gain

more than 100%

increased production

from baseline.

Exposure visit of Community to immersion

sites

(7 producers from each block (total 21)will

visit MP to see Lac production by Mr.

Moni Thomas)

To help producers gain experience

in best practices of lac production

being followed in other states.

Producers get better

returns from investment

on their produce.

Service charge to CRP (Excluding the

resource fee received by them as trainers)

To provide remuneration to CRPs CRPs get remunerated

initially from the project

and at the end of project

period become capable

enough to earn

commission from

community.

Service charge to para-professionals

(Excluding the resource fee received by

them as trainers)

Community Investment Support

Community Infrastructure

(Store house for 3 institutions on rent)

To store produce at common place

for the purpose of running a

cooperative

The producers get better

economies of scale

through aggregation and

sale from a common

point.

Inputs to the mahila kisan (grant)

Purchase of Sprayer@1 per 5 producer

To facilitate production process by

provision of equipments

All Women producers

produce lac by scientific

means.

Purchase of Secutier @1 per farmer for

new farmers

To facilitate production process by

provision of equipments

All Women producers

produce lac by scientific

means.

Purchase of brood @ 10kg/farmer for new

farmers for 1 cycle as loan by producer

group

To facilitate lac production for

farmers not yet involved in the

production process

All producers have

enough brood to sustain

their production process

by the end of the project

period.

Operational Fund of Producer federation

Helmet to each producer

(For drudgery reduction)

To provide women producers with

safety in the process of production

and hence reduce their drudgery in

lac cultivation.

There is no casualty in

case of any accident

related to lac cultivation.



Semia lata plantation in 150 acres To provide women producers with

more accessible host plants leading

to their enhanced involvement in the

production process

Women producers carry

out 100% of the lac

producing activities

without support from

men and have enhanced

socio-economic status in

their community.

Knowledge Management

Identification of best practices

(Through cross learning visits)

To help in exchange of knowledge

and experiences for better learning

between producers of different

clusters.

Producers gain better

experiences through

sharing and also become

inspired through positive

competitiveness.

Documentation of best practices

(Through print and electronic media)

To create documents for further

research and enrichment of training

resources through required

customization.

Producers beyond the

coverage of this project

would benefit through the

gathered knowledge in

the long run.

Dissemination of best practices

(Through kisan Mela and Award ceremony)

To encourage positive competition

and share best practices of

production to disseminate it further.

Producers would enter

into a healthy competition

and hence become

motivated to practice

better.

Yearly workshop at state level with

different stakeholders

To involve stakeholders at different

levels to understand the potentials of

the product.

In the long run

stakeholders would

influence policy level

changes for better

regulated market for the

produce.

Monitoring & Evaluation

Baseline survey

(At the beginning of project period)

To understand the current situation

of the product viz- a-viz producers.

After the completion of

the project, a comparison

between the baseline and

the end line will reveal the

true potential of the

produce and the model

being implemented.

Endline survey

(At the end of project period)

To understand the situation of the

product viz- a-viz producers after

the completion of the project.

After the completion of

the project, a comparison

between the baseline and



the end line will reveal the

true potential of the

produce and the model

being implemented.

Independent evaluation studies

(Hiring external consultant for mid term

and end term evaluation)

To understand the progress and

achievement of the model and

deviations if any from the planned

course of action through an

independent authority.

The results of the study

will yield directions at the

mid-term level for further

course of action and the

total positive outcome

from the project at its

end.

Public information disclosure

(display boards)

To maintain transparency and

provide visibility to the project.

The community and

various stakeholders

would have a clear picture

of the processes of the

project and hence gain

faith in it for better

participation.

Social Audit To maintain transparency and

provide visibility to the project.

The community and

various stakeholders

would have a clear picture

of the processes of the

project and hence gain

faith in it for better

participation.

II. RESULT FRAMEWORK FOR TRAININGS:

Training Heads Sub-activities Purpose/Objective Output/Outcome

Technical protocols

6 day residential

Training to CRP in

IINRG on PSCL

every year

To orient CRPs on

PSCL by expert

trainers of IINRG.

CRPs become

trained individuals

for further training

dissemination in

the community.

Training to CRP on

Semia-lata Plantation

by IINRG

To orient CRPs on

semialata plantation

for further

promotion of the

host plant.

Semialata

plantation and

cultivation of lac

on it leads to

reduced drudgery

of women

producers.

Training on PSCL(4

modules) to 2000

new producers

carried out in phases

To increase producer

base on lines with

scientific techniques

of lac cultivation.

Producer base

increased by 2000

new producers

practicing lac

cultivation by



scientific

techniques.

Livelihood Institution

Building

One day training in

three block to the

producers by Block

Cooperative Officer

on importance and

functioning of

Cooperatives

To orient producers

on the benefits of

cooperative

Producers organize

themselves into

cooperatives and

hence get better

returns for their

production.

One day training to

executive

committee(EC) of

cooperative on

cooperative

management

To train the core

management group

on better

management of the

cooperative

The management

group becomes

capable of

managing the

activities of the

cooperative.

Others (Specify) Training to leaders

& PRI on Social

Audit

To orient the local

natural leaders, other

stakeholders and PRI

functionaries to carry

out social audit of the

programme.

Transparency of

the programme is

maintained and

hence the

community and all

other stakeholders

extend maximum

cooperation.



CHAPTER 6

I. MONITORING, EVALUATION AND LEARNING:

a. Plans to enable Smooth Accounting and Monitoring (internal and

external):

Udyogini would follow a community owned initiative to channelize the Community

Investment Support to the producers. This would be done by transferring the total amount

received by Udyogini for brood purchase to the account of the Producer Cooperatives

through cheque only. The Cooperatives in turn would purchase brood and provide them to

the producers on a revolving loan basis that is the producers would have to return the

amount of brood received by them in one cycle to the cooperative in the next cycle for

benefiting another round of producers. This would also ensure brood sufficiency and help in

meeting the huge amount of brood constraint presently prevailing in the market. The

producers would also be helped with the purchase of equipments by the cooperatives only

such as sprayers and secateurs with preference to the poorest of the producers.

The monitoring plan for the project is an in-built approach to enrich the project operations

and take timely corrective measures in case of negative deviations from project objectives.

To ensure focussed application of the monitoring process it has been divided at following

levels –

i. Organization Level Monitoring: by the Project Coordinator for project progress. This

will be based on –

Tracking of Annual Plan of Operations( both physical and financial in monthly

basis);

Field visits, observation and interaction with beneficiaries;

Tracking of field and office record;

Quarterly staff review meetings at HO and monthly at state level;

Periodic physical and financial progress reports in terms of tracking sheets.

ii. Cluster based monitoring:

The overall monitoring of the activities of the team is evaluated through a structured and

scientific monitoring. It will help the Head office as well as the State Office to keep a track

of the progress of the project activities. This is an excellent way of tracking the progress of

every project based on the project activities and their indicators and thus evaluating the

overall health of the organization.. It helps the Head Office as well as the State Offices to

keep a track of the progress of the project activities thus, evaluating the overall work-status

of the organization. Cooperative level Internal Monitoring:

Cooperative Review Meetings: Quarterly meetings to review progress will be

conducted convened by the board of the cooperative.

Inter-cooperative Review: Udyogini will institute an inter-cooperative-review

system where one cooperative will review the work of another cooperative and

report the findings to the Federation. This will be cross-checked against the

cooperatives self-assessment to create a robust Federation of cooperatives

around lac outcomes.

Producer Card: Each lac producer maintains a card in which details like the

quantity of brood inoculated, the due date for spraying of insecticides,



pesticides, removal of phoonki etc. This card helps the CRPs monitor the

standing crop and handhold the lac producers accordingly.



CHAPTER 7

I. BUDGET NARRATIVES:

The table below shows the budget summary for different Components of the project to be achieved.

a. Table:1

Udyogini-MKSP Budget Summary Sheet

Sr.No Components Amount (INR)

A Project Inception 350000

B Institution Building 1812000

C Capacity Building 4634900

D Community Institution

Support

14850000

E Knowledge Management 870000

F Monitoring & Evaluation 1300300

G Administrative Expenses 1252800

Total 25070000

The Table 2 below shows the budget summary in form of contribution from various sources

for the project. The total project cost is INR 25070000, of which 5% is administrative

expenses while 95% is the total program cost. Of the total amount, 75% contribution is

being proposed to Ministry of Rural Development through Mahila Kisaan Sashaktikaran

Pariyojna amounting to INR 18802500, while rest 25% has been agreed upon by FORD

FOUNDATION amounting to INR 6267500 through its sanction letter2 over the three year

duration of the project.

b. Table:2

Budget Summary (Contribution %)

Total project Cost 25070000

% of Administrative Expenses 5%

Program cost 95%

Contribution Requested From

MoRD

18802500



% Support required from MoRD 75%

Contribution from Ford Foundation 6267500

% Support from Ford Foundation 25%

Budget:

MKSP Standard Budget Template

Details Yr1 Yr2 Yr3

Total

No.of mahila kisan/NTFP collectors

2500 1500 4000

No.of producer groups 167 102 269

No.of villages 28 34 62

No.of Blocks 2 1 3

No.of Districts 1 1

S.No

Component

Unit Description

Physical Outlay (No.of units planned)

Unit Cost

Financial Outlay

Project Cost

Yr1 Yr2 Total

Yr1 Yr2 Yr3

Total (Rs)

Central Share (Rs)

State/PIA Share/ Other funding agency (Rs)

1 Project Inception

1.1 Mahila Kisan profiling

No.of mahila kisan

2500 1500 50 125000

75000 200000

262500 87500

1.2 DPR Preparation

lumpsum

1 25000 25000 25000

1.3

Technical protocols documentation

lumpsum

1 25000 25000 25000

1.4

Value-chain

Studies(On value

addition processing

at institution

level)

lumpsum

1 100000

100000

A Subtotal 350000 262500 87500



2 Institution Building

2.1

Mobilisation & Promotion of producer groups

No.of producer groups

167 102 3000 501000

306000

807000

1359000 453000

2.2

Promotion of producer group federation

No.of producer federations

2 1 15000 30000 15000 45000 (Registration and legal procedures)

2.3

Management support

to producer federation(

Salary support to CEO and

Accountant cum data

entry operator

for 2 instituion

in one year and three

from second

year onwards)

Months

24 36 10000 240000

360000

360000

960000

B Sub total 1812000 1359000 453000

3 Capacity Building

3.1

Printing of existing training materials for circulation to CRPs

No. of copies

80 500 40000 0 0 40000

3476175 1158725

3.2

Training module development : audio-visual

No.of training modules

1 74900 74900 0 0 74900

3.3 Training Nos 20 4000 80000 0 0 80000



equipment &

material(Purchase of

secutier and sprayer

for CRPs demonstrat

ion)

3.4

6 day residential Training to CRP in IINRG on PSCL every year

No.of CRP

40 80 3000 120000

240000

240000

600000

3.5

One day training in three block to the producers by Block Cooperative Officer on importance and functioning of Cooperatives

No. of trainings

3 3 10000 30000 30000 60000

3.6

One day training to executive committee(EC) of cooperative on cooperative management

No. of EC members

22 33 1500 33000 49500 49500

132000

3.7

Exposure visit of Executive Committee to any successfully functional cooperative within state

No. of EC members

22 33 2000 44000 66000 66000

176000

3.8

Training to CRP on Semia-Lata Plantation by IINRG

No. of CRP

40 80 500 20000 40000 40000

100000



3.9

Training on PSCL(4 modules) to 2000 new producers carried out in phases

No.of community members

500 1500 600 300000

900000

1200000

3.1

Training to leaders & PRI on Social Audit

No.of leaders

60 120 200 12000 24000 24000

60000

3.1

Exposure visits of CRPs to

immersion sites(Inter

state exposure to other areas

of Lac production in India)

No.of CRPs

40 80 2500 100000

200000

100000

400000

3.1

Exposure visit of selected community members (50 every year) to IINRG field

No. of Mahila kisan

50 50 200 10000 10000 10000

30000

3.1

Exposure visit of

Community to

immersion sites(7

producers from each

block (total 21)will visit MP to see

Lac production

by Mr. Moni

Thomas)

No.of mahila kisan

21 2000 42000 42000

3.1

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

No.of CRPs

40 80 1000 480000

960000

0 1440000



trainers)

3.2

Traning of creche teachers and BDSPs on food security and nutriotional need of family

No. of Creche teachers/BDSPs

2 2 6 25000 50000 50000 50000

150000

3.2 Promotion of Kitchen Garden

Nos 20 30 50 1000 20000 30000 0 50000

C Sub total 4634900

3476175 1158725

4

Community Investment Support

4.1

Community Infrastructure

No.of Infrastructure units

2 3 1000 24000 36000 36000

96000

11137500 3712500

(Store house for 3 institutions on rent)

4.2

Inputs to the mahila

kisan (grant)Purc

hase of Sprayer@1

per 5 producer

No. of units

100 300 2800 280000

840000

1120000

4.3

Purchase of Seceteurr @1 per farmer for new farmers

500 1500 250 125000

375000

500000

4.3

Purchase of brood @ 7kg/farmer for new farmers for 1 cycle as loan by producer group

Number of farmer

700 1300 3400 2380000

4420000

6800000



4.4

Operational Fund of Producer federation

No.of producer federations

2 3 48000 96000 144000

144000

384000

4.5

Helmet to each

producer(For drudgery reduction)

No. of producer

2500 1500 250 625000

375000

1000000

4.6 Semia lata plantation in 150 acres

Acres 75 75 33000 2475000

2475000

4950000

D Sub total 14850000

11137500 3712500

5 Knowledge Management

5.1

Identification of best

practices(Through cross

learning visits)

Lumpsum

3 3 5000 15000 15000 15000

45000

652500 217500

5.2

Documentation of

best practices(T

hrough print and electronic

media)

Lumpsum

1 1 100000

100000

100000

100000

300000

5.3

Dissemination of best practices(T

hrough kisan Mela and Award ceremony)

Lumpsum

2 2 50000 100000

100000

100000

300000

5.4

Yearly workshop at state level with different stakeholders

lumpsum

1 1 75000 75000 75000 75000

225000

E Subtotal 870000 652500 217500

6 Monitoring & Evaluation

6.1

Baseline survey(At

the beginning

No. of HH to be

4000 75 300000

300000 975225 325075



of project period)

covered

6.2

Endline survey(At the end of

project period)

No. of HH to be covered

100 400000

400000

6.3

Independent

evaluation studies(Hir

ing external

consultant for mid

term and end term

evaluation)

No. of Studies

1 150000

150000

150000

300000

6.4

Public informatio

n disclosure(

display boards)

No.of information disclosure sites/places

65 50 1220 79300 61000 140300

6.5 Social Audit

No.of social audits

4 6 10000 40000 60000 60000

160000

F Sub total 1300300 975225 325075

7

Administration Expenditure (Maximum 5% of total project cost)

7.1 Staff salaries

Monthly

24 24 14000 336000

336000

336000

1008000

939600 313200

7.2 Travel & conveyance

Monthly

12 12 5000 60000 60000 60000

180000

7.3 Stationary Monthly

12 12 800 9600 9600 9600

28800

7.4 Communication

Monthly

12 12 1000 12000 12000 12000

36000

G Sub total 1252800 939600 313200

H

Grand Total (A+B+C+D+E+F+G)

25070000

18802500 6267500



Budget Summary:

S.No

Theme

Nam

e &

Desc

rip

tio

n o

f tr

ain

ing

mo

du

le (

Bo

ok

keep

ing

/

foo

d s

ecu

rity

/m

ark

etin

g e

tc.,

)

Lo

cati

on

of

train

ing

(If

vil

lag

e /

clu

ster

/ b

lock

/ d

istr

ict

/o

ut-

stati

on

)

Typ

e o

f T

rain

ee (

Co

mm

uit

y/

CR

P/

Para

-pro

fess

ion

al)

Typ

e o

f T

rain

er (

Ex

tern

al

ex

pert

/P

roje

ct s

taff

/P

ara

-

pro

fess

ion

al/

CR

P)

No.of batches

No

.of

train

ing

-days/

batc

h

Op

tim

um

No

.of

tra

inees

for

each

batc

h

Un

it c

ost

fo

r d

eli

veri

ng

th

e t

rain

ing

mo

du

le (

Co

st P

er

batc

h)

Co

st o

f tr

ain

ing

(R

s)

To

tal

No

.of

train

ees

Co

st p

er

part

icip

an

t p

er

day

Year

1

Year

2

Year

3

To

tal

Year

1

Year

2

Year

3

To

tal

A

B

C

D

E

F

G

H

I J=(G

)+(H

)

+(I

)

K

L

M

N=

(G)x

(M)

O=

(H)x

(M)

P=

(I)

x(M

)

Q=

(N)+

(O)+

(

P)

R=

(J)x

(L)

S=

(Q

)/®

1

Technical protocols

6 d

ay r

esid

enti

al T

rain

ing

to C

RP

in

IIN

RG

on

PSC

L e

ver

y ye

ar

District

CR

P

External Expert

1 2 2 5 6 40

120,0

00

120000

240000

240000

600000

200

3000

2.1

Tra

inin

g to

CR

P o

n S

emia

-

Lat

a P

lan

tati

on

by

IIN

RG

District

CR

P

External Expert

1 2 2 5 2 40

20000

20000

40000

40000

100000

200

500



2.2

Tra

inin

g o

n P

SC

L(4

mo

dule

s) t

o 2

000 n

ew

pro

duce

rs c

arri

ed o

ut

in p

has

es

Village

Co

mm

un

ity

CRP 20 60 0 80 4 25

15000

300000

900000

0

1200000

2000

600

3.3

Livelihood Institution Building

On

e day

tra

inin

g in

th

ree

blo

ck t

o t

he

pro

duce

rs b

y B

lock

Co

op

erat

ive

Off

icer

on

im

po

rtan

ce a

nd f

un

ctio

nin

g o

f C

oo

per

ativ

es

Block

Co

mm

un

ity

External Expert

3 3 0 6 1 200

10000

30000

30000

0

60000

1200

50

On

e d

ay t

rain

ing

to e

xecu

tive

co

mm

itte

e(E

C)

of

coo

per

ativ

e o

n c

oop

erat

ive

man

agem

ent

District

Exe

cuti

ve

mem

ber

s o

f co

op

erat

ive

External Expert

2 3 3 8 1 11

16500

33000

49500

49500

132000

88

1500



3.1 Others (Specify)

Tra

inin

g to

lea

der

s &

PR

I on

So

cial

Aud

it

Block

Nat

ura

l le

ader

s &

PR

I m

emb

ers

External Expert

2 4 4 10 1 30

6000

12000

24000

24000

60000

300

200

3.2 Others (Specify)

Tra

inin

g to

lea

der

s &

PR

I on

So

cial

Aud

it

Block

Nat

ura

l le

ader

s &

PR

I m

emb

ers

External Expert

2 4 4 10 30 6000

12000

24000

24000

60000

300

200

3 Others (Specify)

Tra

inin

g to

Cre

che

teac

her

s/B

DSP

s o

n f

oo

d s

ecuri

ty

enh

ance

men

t an

d n

utr

itio

nal

nee

d m

anag

emen

t.

District

Cre

che

Tea

cher

s/B

DSP

s

Ext

ern

al E

xper

t

2 2 2 6 1 32

25000

50000

50000

50000

150000

192

781.2

5





ANNEXURE-1

Package of Practices

For

Lac farming



I. Host Management:

i. Pruning of host plants:

Pruning of host plant is essential for any strain of Lac since this is directly involved with the

productivity of the particular host plant.

ii. Grading of host plants:

Estimation of quantum of brood required in a particular tree is a very crutial aspect because

if it is not done prior to inoculation then producer can over or less inoculate. Depending

upon the emergence of new shoots after pruning, the host plant use to be graded as “1”, “2”

and “3”. In case of Ber and Palash trees the significance of the these numbers are as follows;

“3” – brood requirement of the tree varies between 0-2 kg;

“2” – brood requirement of the tree varies between 2-4 kg;

“1” - brood requirement of the tree is 4 kg and above.

iii. Utilization and resting of trees:

Excess of everything is bad. Same theory is applicable in Lac cultivation also. If one tree is

used continuously for taking up cultivation then the production will go down.

II. Brood Management:

i. Selection of Brood and certain précautions:

Brood is the critical factor in lac cultivation. Good quality of brood together with good care

results in maximum production of lac. Part of our SoP we have trained people on the

selection and other precautions such as:-

Fully matured and healthy broodlac– free from enemy insects – should be used. This will

ensure maximum infection of the trees and also reduce enemy infestation of the ensuing

crop. Broodlac meant for inoculation cannot be kept long and should preferably be used

immediately after cutting. Usually most of the Lac larvae emerge from the brood within a

week or ten days from the time of first emergence and to get best result inoculation should

not be delayed beyond 2-3 days of noting larval emergence from the broodlac. Self-infection

as far as possible should be avoided unless forced by circumstances. For instance, in

localities where labour is scarce in June-July, or in very hot localities where artificial infection

may not be quite successful in June-July, self-infection of trees may be found inevitable.



III. Bundling of Brood:

Earlier during traditional way of Lac cultivation, brood was just thrown over the host plant.

This kind of practice used to hamper the production as due to wind or due to other climatic

condition brood used to fall down from the tree and settling of insect was not proper.

In our Package of Practices we will train producers to cut brood into pieces and tie them

together with the twigs of the plant. This not only ensures proper settling of plant but also

rational and proportional utilization of brood. Correct amount of brood lac, neither less nor

more, should be used for infection. Ordinarily a well covered healthy brood lac stick gives

adequate larval settlement over 15 to 20 times its length, on the twigs of the tree to be

infected and hence, brood lac at this rate should be used for infection. Selected brood lac in

lengths of about 6 to 12 inches should be first tied into bundles of 2 to 3 sticks and then

such bundles tied on to the branches of the trees at such places that the twigs above (with 15

to 20 times the total length of brood sticks used in the bundle) get full infection. This will

ensure full and uniform distribution of the brood and consequently full and uniform

infection of the tree. While tying brood bundles, care should be taken to tie them securely on

to the upper surface of

branches and in such a way as

to give maximum contact of

the bundles with the branch.

This prevents sagging or

falling of brood bundles from

the trees and allows the lac

larvae to crawl to the tree

easily. While infection goes on,

it is likely that brood bundles

will fall to the ground due to a

variety of causes such as the

activity of squirrels and rats,

and therefore, one should go

round the infected trees now

and then and put such fallen bundles back on the tree. Further it will also be found necessary

to rotate brood bundles on the trees, so that they are shifted from places where larval

settlement has taken place, to places still to be infected. The quantity of broodlac used

usually depends on the size of the tree. In case of Palash trees, the amount would be 300 gm.

In cases of small trees and up to about 1 Kg. For large trees may be used.

IV. Rotation of Brood:

Brood rotation is a part of SoP where producers have been

trained to see the setteling of insects from the brood over the

twigs and if the settling if proper then rotating the brood on

other twigs. This is a very handy practice to save producers

money and ensures heavy return in less investment.

V. Pest Management:

With the change of climatic condition it has been noticed that lac insects are attacked by

several parasites. These parasites settles over the twigs and kills the lac insect and harms the

production. To ensure maximum production through the standing crop need timely



application of fungicides and pesticide. The tentative schedule for applying these pesticides

and fungicides are as follows:

Name of

the strain

Schedule

for 1st spray

Pesticides/fungicides

to be used

Schedule

for 2nd

spray

Pesticides/fungicides

to be used

Kusmi on

Kusum

Within 30-

35 days after

inoculation

Nukil liquid and Bavistin

powder

Within 60 -

65 days after

inoculation

Nuwan Liquid and

Bavistin powder

Kusmi on

Ber

Within 30-

35 days after

inoculation


powder

After 30- 35

days of first

spray

Nuwan Liquid and

Bavistin powder

Rangeeni

on Palash

Within 30-

40 days after

inoculation


powder

After 30-40

days of first

spray

Nuwan Liquid and

Bavistin powder

Rangeeni

on Ber

Within 30-

35 days after

inoculation


powder

After 30-35

days of first

spray

Nuwan Liquid and

Bavistin powder

VI. Harvest Management:

Sustainable cultivation includes proper harvest of the

crop. During earlier time harvest was done in improper

manner which resulted in lose to the tree as well as in the

crop return.

As a part of SoP, we will trained producers on the

importance of proper harvesting through proper

equipments. Time of harvest is also a critical factor as if

the harvest is not done on proper time then either the

insects will die or remain immature to multiply. We have

trained producers to judge the exact time by seeing the

colour of the brood. It is already in practice by the producers.



ANNEXURE-2

Ranchi District Absract (Census 2011 Prov.)

Population(Total) 2912022

Population(Males) 1493363

Population(Females) 1418646

Population(Others) 13

Population Rural(Total) 1654682

Population Rural(Males) 838715

Population Rural(Females) 815961

Population Rural(Others) 6

Population Urban(Total) 1257340

Population Urban(Males) 654648

Population Urban(Females) 602685

Population Urban(Others) 7

0-6 Yrs. Population(Total) 388052

Rate 0-6 Yrs. Population(Total)

13.33

0-6 Yrs. Population(Males) 200327

Rate 0-6 Yrs. Population(Males)

13.41

0-6 Yrs. Population(Females) 187725

Rate 0-6 Yrs. Population(Females)

13.23

0-6 Yrs. Population(Others) 1

Literates(Total) 1946599

Rate Literates(Total) 77.13

Literates(Males) 1107124

Rate Literates(Males) 85.63

Literates(Females) 839465

Rate Literates(Females) 68.2

Literates(Others) 10

Sex Ratio (Females Per 1000 Males)

950

Total no. of Households 358828

Population(Ranchi M Corp) 1056724



ANNEXURE-3

Profile of Angara Block

Total Area(in sq km) 444.91

Total Households(in nos) 22545

Total Population(in nos) 112596

Total Male Population(in nos) 56809

Total Female Population(in nos) 55787

Total Population below 7 yrs(in nos) 17380

Total Male Population below 7 yrs(in nos) 8869

Total Female Population below 7 yrs(in nos) 8511

Total Literates(in nos) 63164

Total Male Literates(in nos) 37739

Total Female Literates(in nos) 25425

Important rivers Swarnrekha and Radhu

Industries(in circle) Stone Crusher

Important Crops Paddy,Maize



ANNEXURE-4

Profile of Bundu block


Total Urban Area(in sq km) 18











Important rivers Kanchi and Raisa

Industries(in circle) Rice Mill

Important Crops Paddy, Urad, Macca



ANNEXURE-5

Profile of Namkum Block


Total Urban Area(in sq km) 81.48

Total Rural Area(in sq km) 415.57











Important rivers Swarnrekha

Industries(in circle) Usha Martin Ltd.

Important Crops Paddy,Wheat

Average annual rainfall(in mm) 1300



ANNEXURE-6

Estimated Income of CRP's through services ( 1:50 producers)

Brood Procurement

Average Inoculatio

n in kg/family

Number of families involved

Total inoculation in

kg

Revenue/kg

Total Revenue (inoculation*R

evenue/kg)

Kusumi on Kusum 20 20 400 2 800

Kusumi on Ber 15 25 375 2 750

Kusumi on Semialata

7 5 35 2 70

Rangini on Ber 10 15 150 2 300

Rangini on Palas 5 12 60 2 120

Total

77 1020

2040

Phoonki Sale

(25% of inoculation)

Total Inoculation(

In Kg)

Estimated phoonki obtained

Revenue/kg

Total Revenu

e

1020 255 2 510

Fungicides

arrangement

Total number of family(including

repetition)

Revenue/family in

Rs.

Total Revenue

77 5 385

Brood Sale

Total brood

inoculated (in kg)

Expected output in terms of

brood(Average 3 time

of inoculatio

n)

Revenue/kg

Total Revenu

e

1020 3060 2 6120

Scrap Sale Expected output in terms of brood (In

kg)

Estimated scrap in kg

(5% of expected

production of brood)

Revenue/kg in Rs.

Total Revenu

e

3060 153 2 306



Total Revenue

from all sources (Brood

procurement,funki sale,fungicides arrangement,bro

od sale, Scrap Sale)

Rs.(2040 + 510 + 385 + 6120 + 306) = Rs. 9361

Revenue/month (Rs. 9361/12)

Rs. 780 (This will increase on yearly basis as the producers gain interest in lac cultivation.



ANNEXURE-7

Proposed area under MKSP project - Map



ANNEXURE-8

Proposed Community architecture

Community

[ Bundu ]

Community

[ Namkum ]

Federation

Cooperative Cooperative Cooperative

WEG WEG WEG WEG WEG WEG

Community

[ Angara ]

Documents

DETAILED PROJECT REPORTOF PROJECT TITLED “Securing …DETAILED PROJECT REPORT a) Federating the already functional 2000 lac producers into Institutions, for value addition of lac