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Strategic Support to DPIP Rajasthan for Livelihoods Promotion & Marketing

Strategic Support to DPIP Rajasthan for Livelihoods Promotion & Marketing. What Worked? What Didn ’ t? What Next?. 30 th November, 2006 IGPRS, Jaipur Presentation by: Sanjay Gupta, State Coordinator, MART. MART Support to DPIP Rajasthan.

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Strategic Support to DPIP Rajasthan for Livelihoods Promotion & Marketing

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  1. Strategic Support to DPIP Rajasthan for Livelihoods Promotion & Marketing What Worked? What Didn’t? What Next? 30th November, 2006 IGPRS, Jaipur Presentation by: Sanjay Gupta, State Coordinator, MART

  2. MART Support to DPIP Rajasthan • MART working as a Strategic Service Provider & Knowledge Partner • Districts allotted : Jhalawar & Tonk • Support from : 5th October 2005 • Support till : 4th October 2007 • MART team : One State Coordinator & 2 District Coordinators

  3. Tasks to Perform • Task 1. Livelihoods Analysis Survey in both districts • Task 2. Capacity Building of NGOs/DPMU staffs • Livelihoods & Marketing • Vision Building • Cross learning/best practices • Task 3. Capacity building of CIGs on Livelihoods Promotion & Marketing • Task 4. Backward & forward linkages to CIGs (for major activities • Task 5. Promotion of weekly rural haats

  4. Progress Summary (Oct. 05 to Nov. 06)

  5. Progress Summary (Oct. 05 to Nov. 06)

  6. MART Approach in DPIP Task 1 Task 2 Task 3 Strategies formulation & Action Plan Livelihoods Analysis Survey Capacity Building of NGOs/DPMU Capacity Building of CIGs Convergence with line agencies i.e KVK, Agri, AH etc. Intervention in major Activities Weekly Haat Promotion Handholding Services & follow up Task 5 Task 4

  7. Tonk District Goatry/Sheep Tailoring Stone cutting and polishing Galicha making Agriculture Leather work (shoe/chappal) Camel Cart Tent House Jhalawar District Goatary Tailoring Weaving Agriculture Tent House Leather Flour Mill Support to Major Activities Major Activities constitutes around 75% of sub projects

  8. Strategy adopted for Major activities • Productivity enhancement • Value additions • Supplementary activities • Convergence with govt. schemes/resource agencies • Market linkage • Collectivism • Local markets, traders and wholesalers • Linkage/buy back with exporters/bulk buyers/institutions • Exit Plan (DART, DLRT and DMERT formation)

  9. Support to Major Activities • Agriculture sub-sector(45% CIGs) • Intervention with 139 CIGs(1200 families) in kharif 2006. • Farmers given information, trainings, inputs and marketing support, and cluster formation • Productivity enhanced by 20-40% and crop value by 10-35% • Goatery sub sector(30% CIGs) • Livelihoods promotion/marketing training, vaccination, de-worming and castration camps, & Identified traders for linkage, and cluster formation • Non farm sector(25% CIGs) • Livelihoods promotion/marketing training, business plans, traders identified and cluster formation

  10. Role of different Stakeholders MART takes role of a Lead Facilitator

  11. Implementation Strategy State MART as part of SPMU DART (DPMU, MART, NGO, KVK, Agri dept.) MART NGOs DPMU District Support Services Kisan Mitra CIGn CIG3 CIG2 CIG1 Village

  12. Promote Weekly Rural Haats • Promoted 2 haats in Tonk and 1 haat in Jhalawar • Marketing channel to CIGs and community at large • Haat promotion involves Starting phase(2 months), Growth phase(4 months) & Stabilisation phase(4 month) • Haat Working Committee (HWC) formed for day to day haat management • HWC comprises 10-15 members of Sarpanch, local sellers, and CIG members • After growth phase need based infrastructure could be developed • Vet & agri camps and promotional schemes at haat places for sustainability

  13. What Worked? • Vision Building for NGOs/DPMUs • Utilisation of assets provided by project • Long term planning for major activities; kharif planning upscaled in Rabi season • Farmers invested own money for input purchase • Convergence with various stakeholders • Convergence with agri dept., horticulture dept., AH dept., KVK and ATMA for dovetailing of schemes • As technical resource persons in trainings • Technical field based support

  14. What Worked? • Develop institutions for sustainability • Formation of DART, DLRT and DMERT • Producer company under Cluster development approach • Promotion of rural weekly haats • CIGs got marketing platform • Manage by Local Haat Working Committee

  15. What Didn’t? • Target based approach • Plans couldn’t be translated into actions • Project staffs lacked capacities to achieve targets • De-motivated staffs • Lack of Role clarity • Follow support for various interventions • Non farm activities such as Tailoring, Stone cutting & Polishing, Galicha making and Pear drilling were not successful due to lack of proper business plan, working capital and market linkages

  16. Looking Ahead • Complete all capacity buildings tasks for CIGs and project staffs by April 2006 and thereafter focusing only handholding support for forward and backward linkages • Promote collective marketing • Prepared Model cluster plan for Agriculture and Goatery and shared with all 7 districts; implementation of cluster plans • Upscale strategies for 7 districts

  17. Thanks

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