Genisis Development and Diversification in NRM-Jravishanker-2001

Genesis, Development & Diversification in NRM based Village
Institutions.
Ravi Shanker
Harmeet Saini.
March 2001.
NM Sadguru Water & Development Foundation. Dahod.

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Contents:
Acknowledgement
Preface
Part I
Introduction
Background of the Organisation
Research Objectives
Methedology
Part II
Findings
Genesis of village Institutions
Self-reliance and Financial Management
Operations and Management
Efficiency in Performance
Leadership and Linkages
Change in Quality of Life
Future Plans
Part III
Indepth Analysis of Case Studies
Lift Irrigation Cooperatives
Process involved in formation
Management Practices
Leadership
Financial sustenence
Influence on Change in Life
Joint Forest Management Committees
Measures in developing resources
Leadership
Genesis, Development & Diversification in NRM based Village Institutions. March 2001. 1
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Self Help Groups

Leadership
Income Generation Groups
Leadership
Part IV
Federations
Watershed Association
Women Horticuture Cooperative
Lift Irrigation Cooperative Federation.
Part V
Case Studies
Mahudi Lift Irrigation Cooperative
Hadmatkhunta Lift Irrigation Cooperative
Mathwa JFM Committee
Dharadunger JFM Committee
Chasiya Women Saving Group
Raniar Inami Saving Group
Income Generation Group of Sahada
Tandi Milk Diary Cooperative.
Part VI
References
Annextures
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Acknowledgement:
We take this opportunity to thank AKF (I), New Delhi for extending financial
support and valuable inputs during the project. The support of various Village
Institutions, groups and Research Associates was incredible. It is indeed heartning
to acknowledge the efforts put by various people in translation, transcription,
interviews, de-coding the data, arranging interviews, etc., at various stages of the
study. Mr. Ramesh Patel, Mr. Aswin, Ms. Sudha, Mr. Karan, Mr. Lalit Patel, Mr.
Kamlesh, Mr. Javaad for all the support, drivers; Mr. Atul and Mr. Rakesh for
driving us to field. Mr. Harnath. Jagawat, Director of SWDF provided great
impetus to complete the study and his guidance is humbly acknowledged. We
would like to thank Ms. Prema Gera for her constant followup, without which this
study would not have come up in 2001.
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Preface:
This document reviews various village institutions emerged during the course of
more than two decades work of SWDF in the field of natural resource
management. Essentially dealing with their genesis, development and
diversification, the study reviews various processes at inception, management,
performance, leadership, composition, sustainability factors, impact and future
plans.
It also attempted to understand the underlying elements that influence the sustanence of village
institutions and their linkages with each other. Even though the study has limitations in its
comperhensiveness, it focusses on some critical elements in all types of village institutions
supported by SWDF. It attempts to look into various institutional aspects of NRM intervention
and questioned the traditional theories at times, governing community action and participation.
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Introduction:
Village natural resources being ‘common’properties, village institution formation helps people
mobilize their own potential and resources for a common objective. It is asserted that if the
village institutions use their knowledge and express unity in purpose, it would benefit them in
the long run.
What is generally believed is ‘formation of village institutions is to expand the decision-making
base, to involve more people in processes leading to formation of policies, norms and
institutions that have an impact on their lives’.
In fact a strong, democratic and viable group created and crafted at the community level to
serve a specific purpose is extremely important for sustenance of resource. In nutshell, different
factors like leadership, commonality of purpose, equitable responsibility, benefit sharing,
affordable technology etc are prerequisites for a viable grass-roots institution.
Active participation of rural households and communities is indispensable for any rural
development program aiming at more sustainable management of nature resources at village
level, be it water, crop-land, pastures or forests (Kuhn, 1998). If we accept, that rural
households evolve primarily their own livelihood strategies, then active participation in
projects and programs is only meaningful and rewarding in their eyes, if such an engagement
for more sustainable resource management is connected with vital livelihood concerns. Such
concerns are by no means limited to economic dimensions, but they have roots in social,
spiritual and emotional spheres of livelihood as well (Hogger, 1999)
Institutions generally have a framework of rules for achieving certain social and economic
goals. Most of the institutions operate on the basis of clearly stated goals and objectives.
Generally the centrality of all institutions are governance, membership, resources. These
institutions also depend a lot on the kind of power and leadership that exists within them.
In the process of instituionalisaion prevailing norms, socio-cultural patterns and needs of the
community are constantly changing. They considerably differ from the point of departure and
accordingly the institutional structures and functioning keeps changing. For example, when a
forest committee is formed it would essentially form to conserve and protect the forest. Then
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appearance of grass leads to its distribution, later on regeneration of trees necesiate new set of
norms and rules to govern and at later point those arriangements further lead to uttilisation of
developed resources. It is a long drawn process rather a fixed one time institutional setup.
Similarly, conflicts, differences, contestation is a continuous process in the institutional growth

and maturity. These processes should fuel the growth and development of the group and not
stagnate the process. Groups, which express the ability to handle these processes, continue to
ripe benefits and those, which are weak degenerate. At the same time community management
does not necessarily meen sustainability but it depends on various factors influencing at a
particular point; how best the resources are used, institions (norms) govern the resources, and
inter or intra power relations active in groups.
In a given community situation there are several groups, formed for differet purposes. These
groups mutually interact, work and contest around differet interests. An understanding of the
institutional character of these dynamic village groups involved in management and
development of resources not only helps us understand what makes them perform well. It also
focuses on how village groups resolve conflicts, address issues like equity, gender, power and
future prospects.
The concept behind formation of various village institutions by the organization is to enhance
capacity of local people in managing their resources effectively. The process empowers them to
access and govern local resource systems and at the same time assure sustainability of resource.
Generally in the development process initiated by external agents, duties are decentralised (like
responsibilities of irrigation cooperative in PIM programme or JFM programme) but not the
powers to govern the resource. This is because the promoting organisation is not sure about the
accountability of community authority over the resource use. But it is proven in many cases
that given the complete authority to govern the resource, the groups will ensure total
accountablility.
It also needs to be verified whether the instituions function exactly with in a of set (or
percieved) rules and regulations that govern the resource system or even go beyond to
encompas the social and cultural dynamics to achieve desired results.
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Background of the Organisation
The organisation NM Sadguru Water and Development Foundation (NMSWDF) was

established in 1974 in the tribal belt of Dahod in Gujarat. It is a developmental, non-profit
organisation working to improve the socio-economic status of tribal people through the
regeneration, management and optimum use of the natural resources in Gujarat, Rajasthan and
Madhya Pradesh. The approach of NMSWDF is to promote livelihoods and development
opportunities for the rural and tribal people in the region through formation of various groups
and village institutions around the natural resources. The programmes promoted through
village institutions and various groups are as follows:
# Development, management and optimum utilisation of the land and water resources through
creation of water harvesting structures and irrigation systems,
# Regeneration and management of forest and tree resources through agro-farm forestry and
forest conservation,
# Improvement and development of the land and other resources through various micro
watershed interventions and renevable energy
# Creation of off and on farm business opportunities by promoting income generation

activities, savings and credit, dairy development, horticulture federations etc and
# Networking and policy advocacy activities focussing on access and management to natural
resources to poor.
Research Objectives
As the orgnanisation has been involved in promotion of village instituions for more than 2
decades, it has been envisaged to study the genesis, development and diversification of these
institutions. The study aimed at understanding the following areas as research objectives.
• Various processes involved in the formation of village institutions
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• How village institutions manage and develop resources

• Perception of roles of various members
• Leadership and linkages
• Role of ‘Village Institutions,’ bringing qualitative change in the lives of people.
Methodology
Various Village Institutions in the entire project area were selected as universe for the study.
With in the project area there are 372i village institutions functioning under various activities
around natural resources. These village institutions are, Irrigation Cooperatives, Horticulture
Cooperatives, Dairy Cooperatives, Forest Cooperatives, Formal and in-formal women saving
and credit groups, informal youth groups, formal income generation groups, Watershed
Associations, User Groups, Self-Help groups etc.
The range of groups vary from hamlet level body to block level federation. A stratified random
sampling method was adopted to select sample village institutions operating at various levels
with respective aims and objectives. Totally 12 village institutions selected and out of that two
are Federations at block level.
The study relies on primary and secondary data for analysis with in the project area. Review of
literature on similar areas of knowledge is also incorporated in to the study to study, analyse
and extrapolate the information obtained from the field observations. A questionnaire
developed to collect data from these village institutions.
Following are primary level ‘sample’ village institutions (formal) ranging from Federations to
hamlet level groups under the study.
NAME OF THE NAME OF THE STATUS

INSTITUTION VILLAGE
JFM CO-OPERATIVE MATWA Regd.

COOPERATIVE
JFM CO-OPERATIVE DHARADUNG Regd.
ER COOPERATIVE
WOMEN DIARY TANDI Regd. COOPERATI
COOPRATIVE VE
WOMEN SAVINGS & RANIAR INFORMAL
CREDITS GROUPS INAMI
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LIFT IRRIGATION CO- MAHUDI Regd.

OPERATIVE COOPERATIVE
LIFT IRRIGATION CO- HADMATKHU Regd.
OPERATIVE NTA COOPERATIVE
WOMEN INCOME SAHADA INFORMAL
GENERATION GROUP
WOMEN DUNGRI INFORMAL
HORTICULTURE
GROUP
WOMEN SELF HELP CHAYSIA INFORMAL
GROUP
WATERSHED DHDELA Regd. SOCIETY
ASSOCIATIONS
DAHOD DAHOD Regd.
HORTICULTURE COOPERATIVE
FEDERATION
JHALOD LIFT- JHALOD Regd.
IRRIGATION COOPERATIVE
FEDERATION
Findings:
q GENESIS OF VILLAGE INSTITUTIONS
• While assessing the formation of different village instituions initiated at village level, it
is observed that about 41% of the respondents said they formed groups to manage and conserve
natural resources in the village. The second most importance was listed as employment and
income generation as main objective to initate groups. Among others, reduced dependency on
migration and raising socio-economic status figured prominently.
• Mejority of the village instituions are formed with the combined effort of NGO and
peoples initiatives (65%) towards common interest. Rest was shared between ‘NGO
motivated’ and ‘Self motivated’. This reveales that there is considerable outside influence
(NGO) in promoting people’s interests in initiation and formation of groups. A trend is also
observed in ‘self motivated’ groups based on realised capacities and changing needs of people.
Official records suggest that more and more ‘self-initiated’ groups in recent times approached
NGO for supportii.
• While addressing factors influenceing the formation of village institutions, high scoring
observed around ‘internal differences’ at initial stages. Groups expressed high concern towards
‘internal differences’ that negetively influences formation of VIs. Bureaucratic hurdles and
opposition from non-members shared almost equal concern during the process of formation.
• All the groups felt that the goals set by them were realistic. While explaining reasons,
they marked the ‘food self-sufficiency’ as prime indecator that reflects the realisation of goals.
Some of the groups also confirmed that the continuous and efficient management of VIs
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reflects the authenticity of the goal set by them. Group members’ percieved a strong relation
between the goal set by them and its relation to their livelihoods.
• Groups have attibuted higher value to ‘following procedures’ that lead to achievement
of goals set by them. This includes, following proper planning, conflict resolution and
distribution of benefits. Followed by ‘people’s contribution’ in the form of enhancing output
and maintaing unity in-group and addressing equity concerns.
• Majority of the groups has formal sructure as cooperative or society / trust (65%).
Others are informal groups. This coincides with the organisational dtata on village
institutionsiii.
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q SELF RELIANCE & FINANCIAL MANAGEMENT
• Almost all the groups have positively responded to ‘social and financial’ status in the
community. Attributing high value to ‘capital’ acumulated. Groups figured shares, savings,
assets, other schemes, and reduced migration due to economic stability. Addressing the ‘social’
parameter, group oneness and ownership were also considered importaint. External relations
and efficient conflict management also scored points in determining the socio-economic status
of the VI.
• Almost all the groups have appointed ‘secretary’ to look after accounts. Book of
accounts was maintained in all groups. Memebers in general felt that they jointly ensure the
book keeping regularly for the benefit of all the members.
q OPERATIONS AND MANAGEMENT
• While addressing ‘how resources are managed’ by VIs, groups said (57% of
respondents) that regular maintainence was the prime factor behind proper resource
management. Other members (43%) attributed this to collective responsibility of the group and
community. This indecates that the resources are uttilised and maintained in the long process of
conservation and at the same time groups have standerdised the practices. Secondly, the
collective responsibility expressed by members suggests various processes of benefit
distribution, conflict resolution and other aspects that are part of resource management.
• Groups scored (78%) collective concern as prime factor responsible for resource
development. Following rules and ensuring quality of work as key elements in the process.
Constant uttilisation of assets and generating savings was another major factor influencing
resource development and distribution. Role of external agencies such as NGO and State also
effected the process.
• Responding to decision making process and execution, 43% weightage was given to
Executive Committee decsions (mutual consultation and mejority apporval) and 43% to general
assembly. About 14% decision ware of ‘adhoc’ in nature. These figures suggest that
considerable amount of trust was invesated by members in ‘committee’ and at the same time
the village ‘general assembly’ ensures trasperency in decisions. At times adhoc decisions were
made by leaders that have positive and negetive bearings.
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• Mejority of the conflicts were resolved in Executive committee meetings45% followed

by 40% in mutual consultation in general body meetings. Open redressel of conflicts generate
greater participation of members. Social pressure also acts as mechanism to control group
dynamics and guide the process towards largely accepted ends.
• Enforcement of rules are highly controled by social pressure 59% followed by
execution of rewards, disqualification of membership in extreem cases. However, adherence to
rules ensures proper benefit distribution. It is observed that groups have changed rules as per
changes in resource system and ensured general concensus to prevail.
q EFFECIENCY IN PERFORMANCE
• About 50% of the members percieved that the roles are prescribed and standerdised
over the years. Other felt that they are voluntary and some times distributed among hamlets for
effective management. Groups also expressed that individuals assigned with specific
responsibilities generally fulfil them. Factors like regular attendence in meetings, timely
conflict resolution, collection of dues, figured in voluntary responsibilities of members.
• Groups felt that the roles are executed effectively by members. Pointing to the factors,
group sustainbility, increased capital and no pending dues, consistancy in performance and
overall village development as key indecators.
q LEADERSHIP & LINKAGES
• Mejority of the groups sellected/ellected leaders through general assembly (71%). In

other cases the existing leadership assigned the responsibility by the group. This trend shows
that different groups have not necessarily choosen the already existing leadership. It is also
generally believed that in tribal communities traditional leadership dominates community
decision making process. However, those assumptions hold no place in this context.
• Mejority of the members felt that the choosen leadership was effective. Various factors
considered by members in assessing the effectiveness. Timely performance, information
sharing, respect for members, new works, relation ship with others, regular meeting, prompt
decision making, influential in getting work done were some of those.
• Almost all the groups have linkages with either other groups or with external agencies.
They were banks, government department, electricity board, Panchayats etc. apart from other
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groups in the village and neighbouring villages. Groups in general were well informed and find
it important to keep relations with other groups.
• More than 50% of group members felt that their structure and work was similar with
other groups. Other groups (25 %) felt that their work (performance) was better than others.
And some 15% also felt that their work was different from others.
q CHANGE IN QUALITY OF LIFE
• Responding to the direct benefits that members realised after formation of VIs, highest
scoring attributed to increased productivity of resource system. Increase in crop production,
milk, food, fodder, vegetables, timber, improvement in soil, better seed varities. Second highest
rating was given to income, in which increased earnings, employment opportunity, access to
loans due to the credebility of village institutions. Self respect improved due to socio-economic
changes. They were also able to build relationships outside, mobility increased, better clothing,
enhaced status of women, empowerment in decision making and frequent outside visitors to the
village and habit of saving were some of the indecators they attributed greater importance.
• Access to other aminities and skill development among younger generations was a
direct outcome of VIs as percieved by members. Schools, housing, health fecilities, drinking
water, agriculture inputs, and better food were major areas of change noted by members.
• Direct impact of the VIs realised by different groups ranging from 15 households per
hamlet to 300 households. Activities like income generation or thrift groups covering small
nuber of households’ in-groups to formal cooperatives cover more than 300 households per VI.
q FUTURE PLANS
• Diversification around agriculture and livestock and expantion of existing groups into
federation was one common agenda found on all groups. Village development and more
employment generation also followed closely.
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INDEPTH ANALYSIS OF CASE STUDIES

LIFT IRRIGATION CO-OPERATIVES
Objective
Lift irrigation cooperatives are the village institutions, which came into being to manage,
maintain and run the lift irrigation systems based on the principles of cooperation. These
cooperatives are formed to maximise benefits and earnings from the irrigation systems. These
cooperatives are essentially de-centralised entities in water management where water user
groups primarily look into the management, distribution and maintenance of the irrigation
systems. In order to strengthen and make them sustainable new activities related to agriculture
and irrigation , the cooperatives formed their own apex body, as federation.
q Process involved in formation of groups
The irrigation cooperatives interviewed had stated that they have approached the organisation
to build lift-irrigation system in their villages. Even though the NGO initiated LI long back in
Jhalod block of Dahod district, the experiences largely revealed that people organised
themselves first and approached as they saw the benefits of the scheme in neighbouring
villages.
In both the villages leadership was identified as strong and responsible factor which influenced
development initiatives. It was noted that once the villagers were able to get the irrigation
systems in place, they formed cooperative and registered it with government with the support
of NGO. While interacting with the groups, it was learnt that this was the first group of its kind
in the village, and earlier the villagers used to get together and talk but never took up any work
as a group and that too for a development purpose.
Initially the membership was small. But once the benefits were realised by members, other also
joined the cooperative. There was no strong opposition faced at any point of time.
q Management Practices adopted
Groups shared that there were some problems at the initial stage of managing cooperatives. But
the NGO supported them in managing the group. However, members learnt their way to
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execute roles; book keeping, maintaining mechinary, distribution of water etc. And financial
recovery from members was also carried by both the co-ops regularly. This lead to regular
functioning of the scheme. It was observed that members of the group were concious about the
importance of running the scheme on regular basis for financial returns.
Rules and regulations of the co-ops were changed on regular basis based on previous
experiences. This contant change in operational system enhanced the distribution mechanism
and reduced the financial load on members. For example change from ‘acre to hour’ system in
water distribution in 1995-96 demonstrated the dynamic nature of institution to cope with
changing requirements. These kind of changes ensured member cooperation to cooperate with
the set norms for proper functioning of the cooperative.
The Executive committee shared that the encouragement and support provided to farmers by
motivating them and providing seeds and other agriculture inputs. In Mahudi village, the
committee at initial stage invested its own money in providing improved seeds to poor farmers
as a way of encouragement so that the farmers learnt to use better seeds and agriculture
products. It was also shared that once the farmers benefited they would return the money to the
cooperative.
Employees were hired; the secretary, distributor and operator to have smooth functioning.
Water charges collected would meet all the operational costs of the scheme. This ensures fairer
distribution as paid employees percieved more objective and accountable for proper
functioning.
From the records of the cooperatives and the data it was seen that both the cooperatives were
regular in conducting meetings, general assembly etc.. The members considered this as the
most important as in this meeting the performance and financial status of the complete year was
shared apart from that if the general body wanted to make any changes in the executive
committee it was put forward in this meeting. The Executuve committee has not witnessed
much changes in its membership as members over the years found that they were managing
properly.
Both the cooperatives were prompt in maintainence as they felt that the scheme has to be
functional all the time so as to reap maximum benefits out of irrigation. Water distribution is
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done on basis of sequencing. Water is given on hour basis and the farmers have to make
advance payment by filling an application form given by the co-operative and then accordingly
sequencing is done for the water distribution.
Before starting of each irrigation season, all the water users and members have to be present in
the meeting. A lot of issues are covered starting from operation, functioning, sequencing of
water distribution, water charges, and various other rules and regulations.
q Leadership
In Hadmatkhunta young member replaced the earlier leader because of age factor. The
transition was smooth with out competetion. Mahudi also witnessed change in leadership due
to death of the leader. The son was replaced by and all the members unanimously supported it.
When questioned, they said that the new chair was active and dynamic and they all agreed for
this change in a general assembly. Members in both the groups said that leaders were not
selfish and put members interests on priority.
q Financial Sustenance
Both the cooperatives have managed their financial resources in an organised manner. The
cooperatives were regular in paying their dues, which includes the electricity charges, salaries
to paid employees and all the maintenance charges incurred by the cooperatives in running the
system. In case of Mahudi, the cooperative has been able to earn around Rs.40000. In case of
Hadmath kuta, they didn’t build their capital as they prefered to run the system with no profit
no loss basis. The cooperative had saved around Rs.15000. Whenever there was a contingency,
all the members pool in resources to face the crisis. This however was covered in water charges
on regular basis in Mahudi.
Local banks however readily lend loans to these cooperatives.
q Influence in change of life
They feel that they are performing well because they themselves are the managers, users and
the beneficiaries, so they think like one community and know what they require and what they
don’t .
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Initially these cooperatives were formed for the purpose of managing the irrigation system but
due to the benefits and change in the living status of the villagers cooperative decided to get
involved in other areas like forest management, dairy development etc.
As a result of continuous irrigation and crop production, the living standards of the community
members has raised. Agriculture improved, farmers started multi cropping, cash crops,
vegetables etc.
Migration reduced as the farmers started earning from their fields. Children started going to
school as the family did not have to migrate anymore. Some of the children were also going to
college and studying outside. Health status has improved, Housing improved/tractor/rickshaw
/flour mill/cattle/jewellery started coming up. These were some of the observations made by
villagers.
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Joint Forest Management CO-OPERATIVES

The objective of formation of the JFM co-operatives is to rehabilitate the degraded forest lands
through people’s action and help in establishing clear user rights and responsibilities.
Process involved in formation of institution
During the data collection and the group interactions, it was noted that in both the JFM
villages, a gram sabha was held where the need and benefits of protecting the forest by the
community with the support of the organisation and the government were discussed. The
villagers held the meeting, as they were interested in developing the forests of their area.
During the study it was observed that the attendance in the gram sabha was more than 90%.
After the meeting the executive committee was chosen and the registeration of the Committee
was undertaken. The villagers decided to form the cooperative so as to be able to take the
benefits of all the government programmes. In the selection of the committee, members were
selected from various hamlets so that there is equal representation from all the hamlets.
Management Practices adopted
The villagers showed clarity regarding the purpose and taking up of the JFM. The core work of
the JFM cooperative is to protect and manage the jungle. The members told us that in order to
function well the committee meets every month and discusses all issues related to the project.
Once a year the gram sabha is held where all the resolutions related to the functioning of the
JFM are passed.
When the members were asked why they formed the cooperative, it was shared that in order to
protect the jungle and products of jungle, so that people for the development of the village can
use it.
In case of village Matwa the members shared with the researchers that the fodder and fuel
became available only after JFM and in their village for last 70 years only 10 families
benefited from the forest produce in the whole village, but after the community took up the
JFM program, all were benefiting.
The data showed that the cooperatives were holding gram sabha every year and in which the
accounts, benefits and the problems that were faced in the program were discussed. The
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executive committee meetings were held every month where if any one has a problem it is
looked into and also the progress etc. were reviewed by the executive committee.
The cooperatives had formed very clear cut rules for the purpose of development of the
resource and management of the program. Some of the rules that were pointed out in the data
collected and the group interactions were that firstly no one can cut wood from the forest and
no cattle to be allowed inside the protected JFM area for 4 months. This is done till grass is not
cut after rains. Equal distribution of resources amongst all members was followed so that no
one derives more than his/her share.
It was also shared that 2 member from each house can enter jungle to cut dried wood etc and
the committee members were responsible to care all the works in the JFM cooperative.
The data showed that in both the cooperatives all the members were following the formed rules
due to which the project was functioning well.
In order to develop the existing forest resources rules and regulations were formed keeping in
mind the forest development and management. The data also showed that along with the forest
cooperative villagers also developed other natural resources in their village through activities
like watershed, plantations etc. In the group interactions it was shared that due to the increased
benefits and earnings in the village, many saving groups of the villagers had also come up and
this money was of great help to them in exigency.
Leadership
The group interactions indicated that in both the villages the leadership was strong and
assertive due to which in a program like JFM, which was so unclear, they managed to get many
of their forest rights by standing up against the government when needed.
Inspite of good leadership and commitment of the villagers, in village Matwa the cooperative
went through major differences with the forest department due to which they lost on a lot of
grass in the drought year to the forest department.
Financial Sustenance
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In order to be a member of the cooperative, villagers had to pay a share fee. Both the villagers
have been able to build their resources. In case of dharadunger the villagers managed to save
Rs.75000/.
Influence in change of life
The data collected highlights the fact that though the JFM is a very unclear program but the
benefits are many. All the villagers benefited of fodder, wells were deepened after JFM co-op.
was formed, and the villagers took up nursery and saving activities. Drinking facilities came up
and distress migration has reduced to a great extent.
SELF HELP GROUPS

To empower women to make decisions, enhance capabilities and participation in all areas of
development, to build confidence of women in collective saving schemes and economic
activities and at the same time stimulate the expansion of local economic activities and
community action.
Process involved in the formation of the groups
Interactions with the various groups indicated that the women groups were a organic spread
from the various other natural resource activities of the villages. The process was initited by
NGO (1994) in few villages to organise women around savings and thrift. They used the capital
so generated for consumption and productive purposes. In the process they were exposed to
various activites that eanbled them to voice their concerns in the village. Later many other
groups have emerged on the same lines seeking support of NGO. The group size varied
between 20 to 40.
Management practices
The members shared that in order to be able to save on regular basis and sustain the groups,
various rules and regulations were made. Apart from this a secretary and chairman were
selected to manage the records and finances. Rules were framed for depositing money,
meetings and the loans to be given so that they are able to function smoothly.
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Measures in developing the resources
Various interactions highlighted the fact that initially the groups were small and savings were
little but with the benefits the membership and the amount to be saved both increased. This
increase in savings led the groups to start loans and credit activities. The data indicate that the
group savings led to the women getting involved in activities like poultry farming. Goatery,
dairy development, vegetable cultivation etc and the economic gains went up three fold.
Leadership
Due to strong leadership which managed the group activities well, the women were able to get
involved in many activities apart from just savings. The members of village Raniyar shared
with the researchers that due to the strong leadership and a united group, the group managed to
have a corrupt government official taken to task who had cheated.
Financial sustainability
The balance sheets and the data collected show that both the groups have sufficient savings and
are able to lend upto Rs 10,000/-.
The interest charged on the loans was upto 60%. The members shared that due to the good
management in the groups and the well managed finance, loans for purchasing buffaloes, goats
etc are readily available.
The members openly expressed the benefits that they felt when they came together as one.
They strongly expressed the sense of freedom that they have gained because of the various
activities and the respect that they get in the family and village now. Due to the formation of
these groups, women not only have a strong sense of independence but are also able to express
themselves in front of any audience. They are more respected in the household and the village
due to the economic power that they hold. The women are able to earn sitting at home, the
banks and other agencies like shopkeepers easily give loans. Women have started moving out
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and have started taking up activities like poultry dairy etc. They are able to send all their
children to school because of the extra flow of money in the house.
The data also indicates that the groups are greatly involved in other activities like watershed,
forestry, youth groups etc.
INCOME GENERATION GROUPS
As a means of livelihood opportunities during the lean periods of irrigation, traditional crafts
were encouraged as sources of supplementary income to the women, developing skills for
diversification towards non-farm activities to increase the supplementary income. Empowering
women by providing them options for independent status. Bead ornaments culturally were a
part of the lives of the tribal and this was seen as means of skill development and economic
empowerment. The groups operate at the village level. Skill and product development is the
main focus. Not only do the products created by these groups have a national market but also
an international market.
Process involved in the formation
The data collected and the interactions with the members showed that in case of the dairy
cooperatives, it was the initiative of the informal women’s savings groups to undertake
economic activities around the existing natural resources. Water and fodder availability was the
deciding factor for this initiative.
Beadwork was the outcome of the existing tribal skills which were lying untapped and which
had the potential to be developed into an economically viable preposition and source of earning
for the women sitting at home and at their leisure time. In order to be part of the group the
women had to pay a share fee. It was seen as a source of more earnings in the family. The most
important point that came out was that it was earning sitting at home.
Management practices adopted
The data collected showed that, the women in both the groups keep individual records.
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Every month monthly meetings are held where the group not only shares the activities of the
group but also the members deposit the savings. Loan applications are shared in this meeting
The data showed that records are kept by the group, which are managed by the group leader, in
case of the dairy cooperative this data is kept by the secretary or chairman of the group.
Apart from the economic activities undertaken, savings in the group are a very important
compenent.
In case of the dairy cooperative, most of the women in the village had buffaloes but in order to
form their own dairy cooperative all women took loans and bought more cattle.
Instead of selling milk in the market on individual basis, they sell through the cooperative, to
the district dairy.
In case of the handicrafts group, the women have developed on their traditional designs to
compete with the world markets and in order to build there skills, they continuously undergo
trainings and exposure.
Leadership
The data showed that in case of the dairy cooperative, the group and the leadership aspect both
are very strong.. Since the year of establishment, the chairman is the same as she is managing
the group well ands all are satisfied with her functioning.
The handicrafts group is more of an individual activity group, the leadership is their but till
now has not been taking any initiatives to develop the group or get involved in other activities.
Th group is more individual earning focussed, developing other resources has not been in the
priority.
Financial sustainability
The dairy cooperative because of a good management and complete involvement in the activity
has been able to manage there accounts well and has been able to get land for office, which is a
major achievement and also is able to give loans to the members at 2% interest. The handicrafts
group is also involved in savings but has yet not diversified the earnings to other activities.
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Both the group members strongly feel that life has changed for them since all these
development activities became part of their lives. Children are getting good education due to
the extra family earnings, health status of the women and family has improved. People have
started savings, and have started investing in jewelry, fertilizers, seeds etc., People have
managed to make pucca houses. Awareness levels have gone up. Women no longer need to
migrate in search of livelihood, they are able to earn sitting at home.
FEDERATIONS
WATERSHED ASSOCIATIONS
To conserve and manage the land and water resources on area basis to meet the needs of the
people in sustainable and just manner through various user and self help groups
CASE STUDY-I
WATERSHED ASSOCIATION-DHADELA-GORIYA
The Watershed Association
The watershed association came up in the village Dhadela in the year 1995 under the watershed
program. It was a new program of the government under which the villagers were the decision-
makers for all the development works that have to be taken up in the village. Initial village
meetings were held where the villagers were given clarity on the 4year-watershed program.
Watershed Association was registered under societies act.
Process of formation
Meetings were held falia wise and then a village meeting was held. In the meeting the villagers
decided that each falia should have a member on the committee. A 12-member committee was
made representing all the falias in the village, in which 3 women members were selected. The
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WSA has 2338 members out of which 424 members were women. The WSA has 5 youth
groups, 2 mahila juths and 19 users groups.
Why the Association
The association was formed in order to have a system of functioning and to be able to get all
benefits of the various government programs, which are available.
Functioning
The committee holds monthly meeting of all the members where various issues discussed. It’s
the responsibility of the committee to motivate the villagers to take up various programmes for
village development. Conflicts were resolved in this meeting. The committee was also
responsible for managing watershed works which are part of the program.
Various user groups managed soil and water conservation activities in different hamlets of the
village. Self –help groups formed aroung savings and income generating activities. All these
groups are united under Watershed Association as one single apex body at village level.
Benefits
Due to the watershed program villagers came together and learnt to work as work groups. With
inputs and awareness they were able to get other government schemes. Due to this program the
villagers were able to mobilise funds for the village and many saving groups started. The
village has a fund of
Rs.2 00 000 in bank. Apart from that villagers have 10% contribution as savings. The women
groups have been able to save Rs.20,000 to Rs.50,000. The groups also managed to get
government support for taking up on-farm income generation activities.
Rules and Regulations
Monthly meeting held on the fixed date. Every member has to be present for the meeting.
The chairman and secretary would sign all transactions and decisions. Those who violate rules
were fined.
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Future activities
The watershed association was planning to form more youth groups in the village, start a
poultry farm, dairy co-operative and take up vegetable cultivation on a larger scale to enhance
the economic status of the members.
Relationship with other organizations
The watershed association has working relationship with the various banks at the district and
taluka level, the district dairy cooperative, taluka panchayat.
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CASE STUDY-II
Horticulture Womens Co-operative- Dahod
To promote assured income alternatives from marginal lands and value addition to farm lands
through the formation of women horticulture cooperatives focussing on development of women
leadership, entrepreneurship and capacity building.
The cooperative
The dahod taluka women horticulture Cooperative was the first women horticulture cooperative
to have been formed in this tribal region. Horticulture has been identified as the most profitable
activity for this area. It came up in 1998-99. It has women members from 35 villages and the
total membership is 390.
In the beginning individual members interested in taking up horticulture had to pay a

membership fee to be part of the horticulture program. The program plan considered women as
the key role players. Women nursery raisers associated with the NGO felt that farmers who
have irrigation facility could take up alternative land use practics, and furit trees are more
beneficial for them. They were encouraged to take up horticulture plants in a small part of their
land and develop it into horticulture orchards. This process was started in 1998-99. In order to
become a member a share fee of Rs.51 was kept in the first year. Later it has increased to
Rs.101 as the response was visibly high.
Why the Cooperative
The need to get all the women under the cooperative umbrella was felt as it was important to
organize all the women and make them prepared to face the future markets and challenges and
to be able to become strong entrepreneurs in the coming years. It was also felt that by
organizing as a group the women could take up any activities they wanted and they could work
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together for future developments. The main goal was to make individual farmers get access to
markets and profit from buying and selling of the produce through the cooperative.
Benefits of the cooperative
Due to the cooperative, members were able to get timely and prompt services needed to
maintani the orchard. Various inputs such as manure fertiliser, pesticides, plants and irrigation.
Cooperative also provid technical services to the members. Cooperative conducted exposure
visits to its member to other areas where orchards already developed. Members said that these
exposures helped them in understanding how orchards could be managed for better production.
Functioning
Individual horticulture orchard owners became members of cooperative at block level by

paying share and entry fee. Executuve committee was ellected from the general body in annual
meeting and the committee members were on rotation every year. Secretary was appointed to
look into day to day affairs. Apart from this the cooperative hired technicians to assist its
members in mainitaining orchards. Apart from this informal groups of 30 members each lead
by a group leader meet on regular basis to monitor the growth of orchard. Members were also
provided with various inputs to carry out on-farm activities at costs lesser than markets. From
the members a chairperson was ellected who acts as e the chief signatory.
The executive committee was responsible for monitoring the orchards and calling meetings etc.
The executive committee can only make any resolution. All documents etc. have to be signed
by the chairperson. The secretary maintains the accounts and all the contribution deposited in
bank. If any problem arises it is immediately looked into and solved by the committee members
by adhoc meetings. The members sit together with all people involved and come to a common
consensus which beneficial to all.
Future activities
q Well irrigation/ Drip irrigation

q Hotrticulture nursery development
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q Vegetable cultivation
q Increase the membership
q Increase the savings
q Take up economic activities to increase the earnings of the cooperative.
Relationship with other organisations
The cooperative has established relation with the various government offices like the tribal sub
plan, government horticulture department, etc. The cooperative has a constant and fruitful
relationship with NGO from where it gets all the inputs, trainings, guidance etc.
CASE-III
L.I.CO-OPERATIVE FEDERATION
Why the Federation
The lift irrigation co-operative federation in Jhalod taluka was formed in the year 1996. During
various group interactions in the irrigation cooperatives, farmers expressed the need of a
farmers body which could look into various areas of development around water and irrigation.
The need was felt as with increasing number of cooperatives, for coordination and
management. To liason with the government as a farmers body, to look into the maintenance
works of the irrigation cooperatives, to provide services like good quality seeds and fertilisers
to the member cooperatives at reasonable rates and on time were some of the other reasons.
Earlier SWDF, the implementing organisation used to look into the requirements of the
cooperatives. But with increasing numbers the need to be self sufficient in handling various
issues affecting the cooperatives came up and it was felt very strongly by the cooperatives that
they should have their own farmers body looking into their requirements.
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Initially meetings were held at the individual cooperative level to discuss the prospects of the
federation. Each village cooperative selected 4 members from the cooperative as their
representatives for the federation. From the 4 , one was selected as the representative in the
cluster which was formed of 6-7 villages falling close by. From these cluster committees the
executive committee was selected and elections were held for chairman and vice chairman. A
secretary was kept as paid employee of the federation. A share fee of 10001 was kept for the
cooperatives who wanted to become members in the federation. The executive committee
consisted of 15 members.
Problems in formation
As far as the process was concerned all the cooperatives were very supportive, only the very
old cooperatives who were used to being supported without putting much efforts initially
resisted to some rules and regulations for functioning.
Since this was the new initiative, the formation of the bye-laws took a lot of time and then the
registeration was very taxing as the cooperative and registration department raised a lot of
queries and cancelled a lot of programmes which the federation wanted to take up
FUNCTIONING
It provided regular and subsidized maintenance services to the member cooperatives.

It has decided to ensure quality material to the cooperatives along with supplying seeds and
fertilisers to the cooperatives who demand.
The federation has monthly meetings of the executive members and the cluster committee
members share informations, take up activities which were suggested by the cooperatives,
make plans on works, trainings and exposure visits etc.
During the irrigation season and in periods like the drought the federation members meet more
frequently, so to be able to give timely and prompt services to the cooperatives.
Due to the federation during the year of the drought fodder was purchased in bulk to distributed
among cooperatives based on their demands. Repair and maintenance works of non-functional
hand pumps was taken up and wells were deepened in the drought period to provide relief to
many villages.
Structure of the federation
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In the beginning 28 co-operatives had become members by depositing Rs 1000/ as share fee.
Now 45 co-operatives have become members and all new irrigation cooperatives will be
becoming members.
The federation consists of the General Body , 4 member from each co-operative then there is a
cluster committee which consists of 1 member from each cooperative. From the cluster
committee 15 members were chosen who formed the executive committee. From the executive,
the chairman and vice-chairman were elected.
Financial management
The federation has as capital the share fees taken from the cooperatives, amounting to
Rs.10001 and Rs.400 as annual fee is given by the individual cooperatives.
Apart from this the federation got financial support from the parent organisation for the first 3
years.
The federation trying to raise funds from other organisations and funding bodies and at the
same time it was trying to take up programs like wastelands development, seeds and fertilisers
purchase and sale etc. from which the federation could earn and at the same time support the
individual cooperatives.
The federation has generated savings of Rs 1 17 50 000.
Linkages
The federation has linkages with the parent organisation. Apart from this the federation has
linkages with the urban bank, mercantile bank, panchmahal bank and the various government
departments at the taluka level.
Management
The day to day management responsibility of the federation vested on staff, chairman and the
executive committee. The chairman in consultation with the federation manager makes
decisions.
During the irrigation season the cooperatives have to enter their complains in the federation
office by paying a complaint charge of Rs.51. Maintenance work done on the given time and
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date. The material has to be purchased by the individual cooperatives on their own from the
federation office.
The executive committee meets every month and decisions are taken there.
The meetings have issues related to that particular time and season. Generally the areas
discussed in the meetings focuss on the performance of the cooperatives, accounts , new
activities, liasoning with the government etc.
New initaitves
Wastelands development through horticulture plantations on commercial basis

Trading seeds and fertilisers to individual farmers on fair priase policy
Encouraging vegetable and other profitable crop cultivation
Benefits
Immediate maintainence and easily available services to the cooperatives as and when required
at low cost
Main aim - Farmers should benefit should get services easily and then only federation will
think of earning. If federation doesn’t earn it will fail.
The federation members felt that this was their first step but they were sure that they will
progress and become a strong body, an independent farmers organisation.
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Case Studies:
CASE STUDY-I
Mahudi Irrigation Co-operative (Irrigation on Dam)
Why they formed the irrigation co-operative?
The cooperative members said that earlier they were dependent on rain-fed agriculture that
compelled them to migrate for long durations whenever monsoon failed. Hence they decided to
tap the potential water in Machan river with the support of NGO (in 1994)which already
working with other villages. As a result they formed a group and approached the NGO for
support. Members say that they are now yielding three seasons in a year at the place of hardly
one season. This resulted in progressive irrigation cooperative in Mahudi along with a water
harvesting structure to tap the optimum potential of water.
The process of the formation of the co-operative
In the beginning the villagers got together and talked of forming a lift irrigation for the purpose
of irrigation, they had learnt about the irrigation system and the co-operatives from the near by
villages where these systems were already functioning. So they got together and formed a
group of 60 people and got together to form this group. They apporached the implementing
organisation to ask them for the benefit of irrigation through the construction of LI system.
After the initial phase of technical feasibility and surveys in consultation with the villagers the
system was constructed. Villagers took up responsibility for the complete construction works.
During this process itself the villagers in consultation with the organisation started the process
of forming their own village co-operative.
With the support of the organisation a cooperative was formed. As the whole process requires a
lot of interactions with the government departments NGO supported the cooperative members
in dealings. This was the first group of its kind in the village, earlier the villagers used to get
together and talk but never took up any work as a team and that too for a development purpose
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Involvement in other areas of development
Initially this cooperative was formed for the purpose of managing the irrigation system but due
to the benefits and change in the living status of the villagers irrigation this cooperative decided
to get involved in other areas like JFM, Dairy development etc.
Functioning of the co-operative members
The cooperative considers itself successful as it feels that the committee members are
performing their duties well and are able to manage water and finances due to which no one in
their hamlet was ever dissatisfied.
They felt that if the organization had not given them guidance and inputs through various
exposures and trainings, they would have been like any othe village where state programmes
were going on without any success.
They also felt that the community members have been dedicated, faithful, strong and just to all
in their management and distribution of the water resource. They felt that because they were
working as one they were successful from the first day itself. Cooperation among members
generally observed and regular meetings, rules, regulations followed per say.
The committee members felt that they were not only managing the cooperative but were also
motivating farmers to go in for improved crops and agriculture techniques. If the farmer was
very poor at times they also lend money and farmer would return to the cooperative after he
gains benefit.
The members said they were able to perform well because every one was equal for them, no
partiality shown even when their own reletives ask for any favours.
Even though it was a market day (Haat), all the committee members were present for the
meeting. This showed the sense of responsibility and commitment of the members.
Said by one memmber in the meeting.
Structure of the co-operative and functioning
The structure of the cooperative generally consists of a chairman, followed by the committee
members. The paid employees mainly the secretary, distributor and operator and the water
users constituted general body of the cooperative.
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In every general body meeting which is held every year before 30th september of the year,
change in Executive committe members is put as part of the agenda but if the general body is
happy with the functioning of the committee members, they request the committee members to
continue. AS the cooperative is ‘functioning well’ not many committee members have been
changed.
Involvement in other areas of village development
Since the irrigation cooperative could be formed in only one hamlet due to technical reasons,
the cooperative is supporting the other hamlets in taking up activities like forestry (1991),
horticulture (1999) and watershed (1998).
The other groups that have come up due to the success of this cooperative are the Mahila
Mandals(1997), the Forest Protection Committee which has 270 members covering all the
hamlets.
Resources of the co-operative and maintenance
The cooperative has been able to earn around 40,000 till date since the cooperative worked as a
service oriented and the profit margin kept negligible. Members felt that the cooperative was
self sufficient and able to manage its financial requirements from within.
They feel that they are performing well because they themselves are the managers, users and
the beneficiaries, so they think like one community and know what they require and what they
don’t
Since it is an irrigation co-operative, it has a complete unit which has a pump house, motor,
panel board, pipe lines, valve systems,outlets, books and records of the farmers and accounts
etc. The members are responsible for looking after the whole system and the member nearest
the system has to take more responsibility.Watchman looks after the pump house which is near
the river.
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Maintenance works need to be done on motor ,valve, pipes, footvalves etc from time to time, if
the system is well maintained the maintenance is less. The expenses are borne by the co-
operative for all maintenance and this is part of the water charge taken from all the water users.
The repair is done immediately.Maintenance on the pipes and other small repairs are done by
the villagers themselves motor work is done by the federation on cash payment. If motor gets
burnts etc it is major problem as it is expensive compared to other maintenance works, in such
cases C.M. meet and discuss the reasons, the steps to be taken etc.
Water distribution and management
The water distribution in L.I. is done on basis of sequencing. Each and every farmer should get
water.
Water is given on hour basis and the farmers have to make advance payment by filling an
application form given by the co-operative and then accordingly sequencing is done for the
water distribution.
Water management is good and generally there have been no serious complains by any
members and no dissatisfaction expressed, it is only if the electricity does not come on time or
comes for less hours that the sequencing that is fixed gets disturbed and some complains come
but most of the members understand and co-operate and time and water are important for all
during the season, but the sequencing pattern is followed as decided.
Decision making in the co-operative
Meeting is kept before starting of each irrigation season, all the water users and members have
to be present for this meeting. In this meeting a lot of issues were covered starting from
q When motor is to be started
q What would be the sequencing of the water, every time sequencing is changed so that
no one feels bad
q what would be the water charges, time for depositing the money
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q The various expences of the co-operative are shared like the maintenance required etc.
q Every month the committee meets to discuss any problem, collect advance money.
q In the first meeting only the issue of light is discussed, the C.M. don’t want any
problems during the operation of the system, so in advance itself the light irregularity,
fluctutions etc. are shared .
q What crops to be grown in cases of scarcity is discussed, and all have to follow.
q In the drought year the meeting was held and members were explained the situation.
Decisions were made by the committee members after discussing in the general body and if all
the members approve and consider them okay.
The committee members felt that they were performing well as all were ‘bhagats’ so no one
consumes alchohol and every one cooperates with each other.
Rules Followed
q Each farmers has land on each outlet, so all get water in atleast one farm, so all the
farmers in the command area were covered.
q Money taken in advance. No flexibility on paying money, only in case of emergency

(health) one month is given.
q Rules and Regulations change every year based on previous years experience.
q The registers kept by secretary. Regular entires were made in every season. He has to
reprot to the Committee.
q Audit of accounts carried out every year by external (government) auditor.
q One person from the house has to be there to take water from the outlet to the field,
People have to come, if they don’t come water is not supplied to their fields.
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q The Committee members are responsible for solving the problems in the co-operative.
q Maintenance material has to be brought, changed by the secretary and operator and the
Committee is responsible for all the dealings.
Linkages with other organisations
As reported, the relations with banks were good. As the cooperative was performing in a
regular manner, the banks were open to giving loans. Lamps (Local Area Multi-Purpose
Societies) were not functioning well so the farmers and the cooperatives stopped taking even
seed/fertiliser from them when they required. These societies with large defaulters and
malfunctioning, not in a position to extend services as desired by farmers. Group members said
that they instead depend on the LI cooperatives or banks.
Mahila Mandal emerged at later stage in the village, serve the small lending needs of members.
At times members take productive loans from these mandals for purchase of seeds or fertilisers.
Benefits of L.I and the co-operative.
q Agriculture quality improved farmers started multi cropping, cash crops, vegetables etc.
q Migration reduced as the farmers started earning from their fields and gained.
q Children started going to school as the family did not have to migrate. Some of the
children were also going to college and studying outside also.
q Health status has improved, less children fall sick and die of mal nutrition etc.
q Housing improved/tractor/rickshaw /flour mill/cattle/jewellery started coming in.
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Hurdles in further progress
Members said that, even though they earn much but some traditional events like marriage
ceremony consumes all money they saved. They however came out of the clutches of alchohol
but they were compelled to follow other, when they interact with neighbouring communities.
Each emeber of the group have had spent Rs. 20-40 thousand on brid-prise.
Future Plans
q Extension of L.I .so that more area could be covered
q Horticulture plantations would be taken up by the farmers
q Better Houses will be built
q Dairy Co-op will be formed by the members, for which new cattle will be purchased.
q Land levelling will be done in the villages so that more area could be taken under
irrigation.
CASE STUDY-II
HANDMATH KUTA Lift Irrigation Co-operative (TANK irrigation)
Handmath kuta was one of the oldest lift irrigation co-operatives in the Jhalod taluka. It was
formed in the year1984.
Why they formed the irrigation co-operative?
Farmers had seen the irrigation system in nearby village Shankerpura & felt that if they had a
co-operative in their village, they would also get benefit of irrigation. Village farmers would be
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able to earn in their own village and would not need to migrate for food and employment. So
they decided to form this co-operative. Agriculture productivity was the main reason for
forming the co-operative.
Process of formation of the irrigation the co-operative
Group said that at village level itself the irrigation system could be managed without involving
anyone from outside. Villagers had a village meeting where the benefits of the irrigation system
and forming a unregistered co-operative to manage the system were discussed. The villagers
contacted the organisation to construct the irrigation system in their village, once the technical
formalities were done the system was constructed in which all the villagers contributed in
construction work. As it was a new program in the area, initial first year members were very
less. Various aprehensions were also prevailed among people over irrigation systems and
management. Lots of doubt about benefits, land alination, high expences of motors, difficulties
in getting diesel invoked less involvement. But from the succeeding year when farmers saw the
benefits from irrigation and also the kind of crops that they could grow like wheat and other
cerels, they were motivated to join the cooperative
Problems
q When the system installed in the village, there was drought for two consecutive years.
The system could not function initially and people were aprehensive.
q First 2 years of operation was done with diesel engines and its management was
difficult. Later they received electricity connection.
q Even when the system was not operating then also had to pay flat rates in past (i.e., till
1993). The co-operative had to bear the extra-cost and due to which the cooperative could not
save much.
q Earlier we had some problems because of lack of knowledge but, once everyone
benefitting people started co-operating.
Structure of the co-operative and functioning
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The co-operative has a committee of 13 members out of which 3 are women members.
Before the season starts the farmers call for a general meeting in which all decisions of
operation and management were taken. ‘Distribution of water from various outlets decided and
the main criteria kept in mind is that no ones crop should dry. People cooperate in the water
distribution and till date no one has done wrong during the operation of the sytem. If anyone
objects, the members get together and decide. The Chairman/Secretary were approached in
case of any dispute and immediate decision were taken. All the farmers have to listen but if any
one remains problamatic water share immediately stopped’iv.
In 1994 a new chairman was selected this was done in the general body meeting.The total
membership in the cooperative increased to85. Earlier it was 55. When the people saw the
benefits and earnings from the irrigation cooperative they joined it.
Earlier few records were kept in the group. Initially the villagers had not registered themselves
under the cooperative act and were managing as an informal group with experience and
learnings they went in for registration. The benefits that they saw due to the formation of
cooperatives were better record keeping, sense of responsibility for the activity.
q Farmers keep imformed to others and operator about the water usage and requirements
during the operation of system. The operator keeps register in which record of each farmer is
kept.
q Deposit/charges are to be given in advance for the season and before watering.
q Water rates were fixted considering total costs incured during the season.
q If someone has more land to irrigate, the turn would be considered after all other
farmers draw water in equal proportion. This too subjected to availability of water.
q Meetings held every month during operation and also as and when required.
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q Falia wise members responsible for water outlets and the part of system that stretches.
q Recovery of dues is the responsibility secretary, operator and distributor and supported
by committee members in respective hamlets.
q Selection of a member for Chairman depends on commitment to work, cooperation with

others and regularity in meetings.
q Defaulters in the cooperative are punished eg. If any farmer opens the outlet before turn
or without the permission of the committee he has to pay a fine.
q Water distribution made on hour basis. Earlier it was on acre basis.
Involvement in other areas of development
200 acres (1 falia) gets the irrigation in the village. The other falias could not be taken in the
command as the water for irrigation is lifted from a tank, which is small. The tank was
constucted for irrigation but due to less water all the faliyas could not get water for irrigation.
The villagers had put a proposal for getting water from the river, but as it was very expensive
so the irrigation system could not be constructed for the whole village. Local administration
promissed to construct another tank. The cooperative committee members pursuing the matter
with the government and trying to have the work started so that the complete village could
benefit from the irrigation system.
In the faliyas where the irrigation system is not their, other development works like watershed,
savings and credit, nursery raising, tree plantations had been done on a large scale.
Mahila Mandal functioning since the 1999. 31 women were members. Youth groups for
savings were being encouraged, to inculcating a habit of saving. Through these groups the
youth are encouraged to stop alchohol consumption, smoking etc, and save that money.
Profits and financial planning for the future
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When this issue was discussed with the members they said that they never thought of it as
expenses of routine were covered in the water charges. So profit not made by the cooperative
and also they percieve this cooperative as more of a service oriented than a profit making
cooperative.
Maintenance and Management
Small maintenance works are done by the operator, distributor on their own but major repair
has to be done then the federation is informed and on paying the complaint charges and
material charges, maintenance staff from the federation does the necessary works. During the
season maintenance works are done immediately but in the off-season maintenance complains
attended at convenience. Since the cooperative is member of the federation, it gets timely
maintenance services, seeds and fertilizers inputs, training’s and exposure visits.
Relationship with other organizations
The cooperative has maintained relation with ban.ks but dis-associated with LAMPS, as the
experiences were bad. Members have expressed strong openion about malfunctioning of
LAMPS and expressed complete dissatisfation. Relation with electiricity board found to be
good.. They support the farmers and try to give timely and proper supply of electricity during
irrigation season. Sometimes the cooperatives get delayed in filling their electricity bills. They
get benefit of grace period due to the relation they maintained.
Benefits and changes
q Before the irrigation system, the whole village used to migrate and even could not
efford to wear proper clothing.
q Now they get water to their door steps otherwise irrigation was only rainfed in past and
to get drinking water they had to walk for kilometers together.
q Children go to school and several members joined outside services. Some were working
in State departments and private sector. Earlier non were qualifyed to secure such high posts.
q Wheat, grains and food available easily and even in drought year people have food
grains in their homes.
Final Draft.
44
q They have a primary school till 4th standard in their village and for higher studies the
children go to the nearby village till class 10th.
q Girls were sent to school as they study more. Some members said that it is better to
educate them because if they are educated they contribute more to the house. If the girl gets
educated, she can lead a peaceful life for herself.
q Earlier they had small homes but now big houses were built.
q Cycles, scooter, tractor, jeep etc were being purchased in the village.
q Money earned was spent on meeting daily needs, weddings, education etc.
q The earnings depend on what they produce in the fields.
q Due to the cooperative lot of greenery, trees and forest has developed in the village due
to which the quality of life has improved for all including cattle.
q Leadership in other areas has come up, from the co-operative farmers ellected to
Panchayat, the chairman of the cooperative is a panchayat member and another member was
ellected as deputy Sarpanch.
q Due to the efforts of cooperative the whole village got electricity since 3 years.
q More people stopped consuming alchohol so less troubles in co-operative.
CASE STUDY-III
MATWA JFM
Village Matwa is located in the Dahod taluka . The village has 435 hectares of forest land
having the largest output of grass in the area. This village got involved in JFM in the year 1997.
A meeting was conducted with the 9 member Executive committee of the village managing the
project, out of the 9 three were women members.
Why the villagers took up JFM
Protecting jungle and products of jungle to be used by farmers and village was the focus of
villagers in undertaking JFM. Earlier fodder grass benefits and fuel went to 10 families. This
had been going on for almost 70 years. Responsible leadership came up in the village which
was able to motivate the whole village to get involved.
Final Draft.
45
Process of formation of the JFM co-operative
A village meeting was held in which 300 people came for the meeting (Gram Sabha) in 1997.
In this meeting the JFM program was discussed with the villagers and the benefits of the same.
The villagers agreed that they need to protectthe jungle for the future needs and decided to
form a cooperative to manage and protect the jungle. After the general consensus of all the
villagers, the villagers selected their committee members. The committee was formed in such a
manner that all falias in the village got representation. After the formation of the committee, the
chairman and secretary were selected. In order to become member in JFM a share fee of Rs.51
was decided and all farmers who wanted to become members had to pay the share fee. The
total members in JFM are 324. Committee members were selected from all the falias in the
village.
q 2 General Assemblies every year held in which the accounts, benefits and problems
encountered were discussed.
q Executive committee meetings held every month.
q Total share fees deposited in the bank. Rs 94,000 are in the bank
q No one can cut wood from the forest
q 8 watchman kept. Rs. 800/- per watchman is given
q No cattle allowed inside the protected JFM area for 4 months till grass harvested.
q Equal distribution of resources amongst all members.
q 2 member from each house can enter jungle to cut dried wood etc.
q Committee responsible to overlook all the works
q Everyone obeys the Committee and has to follow the rules and regulations.
Benefits :
q For 2 years villagers got good grass but since 2 years of drought problem in procurring
grass witnessed.due to forest department interventions.
q 32 wells were deepened after JFM co-op. was formed
Final Draft.
46
q Village women took up nurseries.
q Grass from forest started coming up on a very large scale.
q Check Dam was constructed.
q Fuel wood (cut back) made available to all the members.
q Leaves (from which leaf plates are made) for ceremonies easily available, there is
enough to be sold also if taken up as a group activity.
q All 324 members got 1000 bundles of grass each in 1st year. 2nd year grass was
distributed on kilogram basis. Each member had got 800kg.
Financial Management
Regular income would be 10% from grass output if the forest department has clarity about JFM
and lets the villagers get the deserved benefits. The villagers would manage 10% from other
development works. But due to the unclarity in the whole project of JFM, the villagers were
unable to gauge the actual benefits that they will get in the long run.
Future of JFM and Other Initiatives
q Inspite of the problems and the non-clarity the villagers are motivated to continue the
project due to the benefits they were getting.
q .Planning to do land bunding & well deepening program in the whole village.
q Planning to get grants for development work from government for tank /pond
formation, which helps in increased water levels in wells.
Final Draft.
47
q Thinking of Leaf-plates project as lots of leaves available due to the regenerated forests.
Problems
q Meeting with other departments of Govt. Lots of running around for all information.
Problems in convincing people and various officials in the forest department.
q 25% migration of people has taken place because of drought and non-availability of
fodder grass.
q JFM still not clear in rules & regulations. Govt. doesn’t co-operate. So people are
getting disappointed.
q Very unclear rules from Govt. Even though Committee spent on protection, Forest
Department took away all the benefits.
q The groups were strong but the Department was not supportive and creating differences
among members.
q Even Registration is a major problem- the government department keeps changing its
rules and regulations.
During the interaction with the committee members, it came out very strongly that due to the
unclarity in the rules and regulations of the government and the role of the forest department
villagers were unable to perform well. And slowely loosing faith in the JFM because of the
government attitude and dealings.
CASE STUDY-IV
Dharadunger JFM
Dharadunger is a village located in the Jhalod taluka of the Dahod district. It has major
forestlands falling in its village boundary, which was depleted and completely exploited by
many forces. In the year 1997 the villagers got together with the support of the organisation and
decided to protect their forest.
Final Draft.
48
The villagers held a gram sabha where they discussed the need and benefits of protecting the
forest by the community with the support of the government and the organisation. The forest
department also shared their views in this meeting. After the meeting the villagers decided on
their executive committee and decided to register themselves as treee growers cooperative.
Why the JFM Cooperative
By forming the cooperative, village works could be done with the support of State.The
villagers would all come together and function as one group under the cooperative umberella.
Benefits of the JFM cooperative
Due to the formation of the cooperative villagers have taken up other activities like deepening
of wells nursery raising etc.
Functioning of JFM
The core work of the cooperative was the protection and management of the jungle. In order to
function well the executive committee meets every month to discuss the functioning of the
cooperative and the staff employed to protect and manage the forest. The cooperative members
meet 3-4 times with the forest department to resolve and share experiences.
Once a year a gram sabha held where all the members gather and resolutions related to
functioning are passed. Rules and regulations are framed.
The group leader found to be strong and takes a lot of interest in the cooperative and also
encourages the group to take up other development works in the village. The forest cooperative
has 160 members till date and has a saving of more than Rs.75000.
Future activities
The cooperative plans to protect and rehablitate the forest to its original form.
Planning to provide drinking water facilities to the complete village.
Take up activities to reduce distress migration
Relationship with other organisations

The cooperative has good relations with the forest department and other government
departments.
Final Draft.
49
It has been able to perform well due to the constant support from NGO.
The JFM Experience
In the year of 1997 the villagers had held a gram sabha to discuss the JFM project. The
sarpanch opposed the program from the beginning. But the villagers wanted the program so
they went ahead and registered the JFM society. The sarpanch and 30 supportes logged a
complain in the court against the cooperative but the villagers won the case. A village meeting
was held by the forest department in the village. The government department gave the
permission letter to the society as it demonstrated its strength in the meeting.
The sarpanch opposed the program as he himself was earning a lot along with some contractors
by selling the grass and by formation of the cooperative, he would unable to take benefits
anymore.
With the support of the organisation and the forest department planatation work was taken up
in the fortest land and other development works were also taken up. Pruning of the trees was
also done in the forest in 2000 by the forest department. The sarpanch and 50 other villagers
were against the whole programm but against them 190 members were supporting the JFM and
were successfully managing against all difficulties and working together for the betterment of
the village.
CASE STUDY-V
Village Chaysia Women Savings Group
Why they formed the group?
Under the watershed program women savings and credit groups were encouraged so as to
inculcate a habit of saving, which can be used in emergency situations. The group is 4 years old
and has 16 members. The membership has remained the same, with no additions at all. Initially
the village had the watershed program and then the leader of the group encouraged women to
save, so the process of savings started in the village. There was no opposition from anyone.
Who so ever wanted to be part of the group could join. All the family members supported the
women in this initiative.
Final Draft.
50
Functioning
The group started 4 years ago with 17 members but 1 member left as she could not deposit the
money on regular basis. The groups was doing regular savings and were rotating the money at
5% interest as compared to 10% outside. In the first 2 years the group members saved Rs.10
each. Since the last 2 years the members have been saving Rs. 25 each. Loans have been given
to members once in the past. But since the last 2 years no one has asked for loans. None of the
members in the group were leterate so the watershed association secretary kept the accounts. In
past, 6 women had taken loans, 1 has not yet returned and left the group. She owes the group
Rs 600.
Rules
q All members have to deposit money every month on the fixed date.
q Late entries attract Rs. 2/- as fine.
q Loan will be given of Rs. 10,000/-. They got together in meeting and decided.
q Every month meeting should be held.
q Interest levied after 1 month from the disbursement date.
q When a member find difficult to pay the loan repayment in any month, then interest to
be filed.
q Two witnesses needed if any member wants to take loan
Loans
This group has taken loan for 6 buffaloe (6 members). They took loans for this purpose as they
felt that the milk could be used to meet the requirements of the house as well as could be sold
in the market. But they were unable to sell the milk as they were not yet organised as milk
cooperative.
The women feel that they ‘should not have got into this activity as it is a very risky venture as
out of 6, only 4 buffaloes give milk’. But there have been benefits like children consumeing
milk and by-productes being used by the entire family. Initially they had planned to supply to
milk dairy but due to less milk available, they could not sell.
Final Draft.
51
NEW ACTIVITIES
The group thinking of Poultry for selling in the market as the birds fetch very high rates in the
local markets itself. Few want to do but few don’t. They are planning to get the chicks from
outside.
Due to drought year they have not been able to plan much regarding what they want to do.
Planning for future
They are planning for Poultry development

2 wells deepened in this drought year
Watershed works in their hamlet.
CASE STUDY-VI
RANIYAR ENAMI WOMEN SAVINGS AND CREDIT GROUP
Women savings and credit group was initiated in the village. Initially it started as an informal
group of women where the women used to get together and discuss various issues like health,
social problems, etc. The women group then felt that by just meeting and talking they were not
achieving much but if they took up some activity they would gain in the long run, so they
started savings and for the last 4 years they have been saving money. Initially they were saving
Rs 10 but since the last 2 years they were saving Rs20. They felt that it was good as otherwise
they might have spent all the money and now whenever they need money they are able to get
easily.
Functioning
The group has savings of Rs.33,000/- and a membership of 55 people.Due to the last 2 drought
years deposits have gone down. Some women see no benefit, so discourage others and now it is
drought year, so more difficult to save. When they had started the group they found it very
useful. Dairy was also encouraging. 24 cows and 14 buffaloe were purchased, and they formed
a Dairy co-operative.
Final Draft.
52
Chairperson & Vice Chairperson manage all the accounts. Members were given ‘Pass Books’.
The savings of the members were put in the bank. Loans were given at 2% interest. 30 women
have took loan in year 2000. All women who applied had recieved loans. Maximum loans that
were given were of Rs. 5000/-. Loans have to be repayed within 4-5 months. Women get
together and decide whom to give loans and whom not to. All members have repayed loans
Future Plannings
Plan to get a tractor. Will give tractor on rent to the villagers and earn in the group.
Women could also use it in their fields as outside tractors cost more and also cheat the
villagers.
Rules & Regulations.
Meeting dates were fixed and all member attend the meeting.
Rs. 2/- fine for late filing of loan money
Loan record is in individual pass book.
Other Programmes
The village has a Lift Irrigation co-operative., a Dairy cooperative and SHG.
Benefits
q The women are sitting at home and earning money

q Creditworthyness icreased because of enchanced economics status
q Good food/fodder
q Started going out to markets and towns
q Because of Mandal – dairy cooperative was formed where even other villagers fill the
milk.
q Each & every one sends their children to school.
Final Draft.
53
CASE STUDY-VII
INCOME GENERATION GROUP VILLAGE SAHADA
The researchers conducted an interview with the income generation group at village Sahada,
Holi Faliya. There are many income generation groups in the village, the one the researchers
met was known as Shri Sahuna Mata Mahila Mandal.
Process of group formation
The village due to the irrigation facility was able to fulfill its basic food and fodder
requirements. And were also able to earn by selling the excess produce. The villagers stoped
migrating to other places. The women had a lot of time and wanted to get involved in an
activity in which they could earn sitting at home and in their leisure time. ‘Beadwork’ was the
traditional art of this area and women were making bead work items for themselves and their
family members. Then this idea of selling such articles was mooted in a group. The group has
been involved in this activity since 1988. Women formed a group and kept Rs.10 as member
fee. The group leader at that time was 16 years of age. Very young indeed.
Problems
q Women said, that they initially spent lot of time sitting idle and chatting. With this
activity, after household work they sit together and carryout beadwork.
q When the group had started, the members used to do cloth stitching. But work load
increased in bead segment in last few years due to which a lot of the earlier members left the
group.
q The members felt they were getting fewer wages in beadwork. Earlier they used to earn
Rs 5 for one iteme but now they are being payed Rs 15, they feel they are getting less as the
designs now are very intricate and more time goes into designing them.
q Earlier payment was made in cash but now it is on cheque and payment is after3-4
months in some cases. Women said that cash payments were more convenient.
q The discontentment was high as they felt that earlier they were also involved in other
activities like bee keeping, leaf making etc. but now it was exclusively ‘beadwork’.
Final Draft.
54
q Some other group members felt that the new groups have taken lot of business for fewer
wages but the older groups expected more payment.
They felt that labour work was more paying but they were not willing to leave beadwork as it
was something they could do any time along with their housework.
Apart from this due to the increase in trees in their village in the summer they are doing work
of making leaf plates from which they earn 300-400 Rs. They get Rs 30 per 100 leaf plates.
Functioning
Beadwork done on the basis of orders. The leader gets the work from the Sahaj office (involved
in marketing the products) and then distributes in the group. Individual member keeps account
of her work and the leader also keeps an account of the group. There have been no conflicts in
the group since the beginning.
CASE STUDY-VIII
TANDI MILK DAIRY CO-OPERATIVE

Dairy Cooperative:
As an alternative income source the dairy cooperatives were promoted. Due to the development
of the water resources, fodder and water became perennially available. These milk co-
operatives were initiated by the informal mahila mandals which had got together to share and
disseminate information on social and health issues and also encouraged savings. The women
took the initiative for the formation of the milk cooperatives. The focus was economic
empowerment through the formation of the women’s cooperatives.
The Tandi dairy co-operative was the first milk dairy co-operative, which was initiated by the
women savings group as an economic initiative. The cooperative functioning for the last 4
years.
Process of formation.
Final Draft.
55
This group was formed in 1995 and it started as an informal mahila mandal where the women
used to get together to discuss on various issues affecting there lives. The informal meetings
gave rise to concept of savings as they felt the needed to get into something more apart from
just meeting and discussing. From savings, with the increase in the amount, women decided to
get involved in giving loans to members for various requirements like seeds, fertilisers,
education, health and other execigencies. The group was performing well and their savings kept
expanding. In one of their meetings they thought of dairy co-operative. Women felt that now
they have easy availability of grass and fodder due to the lift irrigation and because of the
savings, women could invest in. They felt that it was a good source of income.The milk could
also be used for home purposes and from the earnings of the milk they would be able to
provide better education to the children. They had thought of poultry also but it required more
space and care so they gave up the idea.
In the beginning the dairy cooperative had 56 members and out of which 32 were filling milk.
But now it has increased to 64. Apart from the members, a lot of other people also fill milk in
the cooperative. They fill milk as they get better money. The payments were based on the fat
content in milk filled. The more the fat the more they get in return. Money is given to the
members every 10 days. This milk cooperative became member of district cooperative and the
marketing made easy. Initially they bought 10 buffaloes as most of the members had 1-2 cows.
Why the dairy co-operative?

Earlier also a few people had cow and they used to sell milk outside in the market but by
forming the dairy cooperative they were getting many other benefits. The price they got was
better than the market price. They got fodder, special diet of the cattle, veternary facilities and
loan for purchase of buffaloes.
The loan that they get for the buffaloes was repayed through the milk they supply to the
cooperative. The dairy was registered as a cooperative since the last 3 years. The members have
to deposit Rs.51 as share fee to become members.
Benefits
Each member has 3-4 cattle and minimum 2.

From one buffalo earlier now each has 3. If they sell in the market it will fetch them Rs.10-
15000/-.
Final Draft.
56
Due to the co-operative 50% subsidy on purchase of buffalo could be availed by members.
Due to the profits the cooperative was able to buy land by paying Rs 5000/- from the
government.
The local administration also promissed them to support in construction of office building.
Earlier they had to go to moneylenders to get loans now they are able to take loans from their
own group at less interest rate.
Children were getting good education as no one was migrating
Health status of the people has also improved.
People have started savings and earnings increased.
In years of drought the villagers have food and money to cope with.
In good years the villagers were able to buy jewellery, good quality fertilisers, seeds etc.
People were able to make pucca houses.
25 houses of members were approved for reconstruction with the support of the panchayat.
Functioning
Each member keeps individual records

Meeting held every month
Records of the dairy cooperative and the savings group were kept separately
So far no major conflicts occurred as decisions were made in the meeting.
All the applications for any loans etc are passed in the meetings only.
2% interest is charged on the loans and an individual can take a loan 2 times the saving.
For milk filling women have to stick to the timming fixed
No farmers should add water to the milk.
Audit of the cooperative done every 3 months
The cooperative has a committee of 12 members.
The group in their general assembly meeting selects the chairperson and they have not changed
the chairperson as she was doing good work
The secretary is responsible for the accounts and record keeping.
The group was saving since four and half years, it started with savings and then the dairy came
up.
Final Draft.
57
Relations
They have relations with other village dairy cooperatives and groups like Chanasar, Limdi,
Raniyar etc. At the taluka (administrative block) level they have relations with the government
officials, district cooperative officers, district dairy cooperative, banks, collectrate etc.
Future planning
The cooperative members were planning to start a pulse mill, the project would be supported
by the government. Due to irrigation they produce pulses in the village which will be processed
in the pulse mill.
The women were very supportive to each other in drought year. Women who have land near the dam were letting
others who have no land to grow fodder for the cattle so that cattle can get fodder and are able to contribute in the
dairy cooperative.
Final Draft.
58
References:
BoNAR (1998): Guideline for development and uttilitation of hill sides. Tigray Bureau of Agriculture
and Natural Resources Development, Regional government of Tigrey. Mekelle.
BoNAR (1999) Tigray Regional Conservation Strategy, Bureau of Agriculture and Natural Resources,
Tigray.
CDEF(1999): Annual Progress Report for the year 1999; Conservation and Development for
Environment Fourm, Environment and Forestry Department SWDF.
Council of National State of Tigray(1997): The National State of Tigray Rural Land Proclamation No.
23/1997. 6th year. Negarit Gazetta (Translation/not official)Mekelle.
CPR Team(1999): Progress Report 1998: A comparative study of common pool resources
management with respect to forest and natural regeneration in Ethiopia and India.(un published)
IRMA, MU, NORAGIRC,REST & SWDF. Dahod, Mekelle.
EFPA (1994): Ethiopian Forestry Action Programme, EFPA Secretariat. Addis Ababa.
FDRE(1994): The Constitution of Ethiopia, Addis Ababa, December 8, 1994.
FDRE(1997) Environmental policy, by The Federal Democratic Government of Ethiopia,
Environmental Protection Authority in Collaboration with the Ministry of Economic Development
and Cooperation. Addis Ababa April -1997.
Government of Gujarat(1994): Government Resolution no. FCA-1090-125-V3 (Scheme for involving
community and voluntary organisations in conservation development and administration of
forestlands) Forest & Environment department Gandhinagar 27 June 1994.
Government of India (1991): Letter from Ministry of Environment and Forests on Involvement of
village communities and voluntary agencies for regeneration of degraded forest lands. 1 June 1991.
New Delhi.
Hoon, Paekh, SinghNaresh, Wanmali, Samir S (1997) Sustainable Livelihoods: Concepts, Principles
and Approaches to Indicator Development (draft paaper) UNDP NewYork.1997.
Leach Melissa, Mearns Robin, Scooners Ian (1997) Environmental Entitlements: A framework for
understanding institutional dymamics in enviromental change: IDS359 Susex.
Final Draft.
59
MehtaLyla, Leach Melissa, Newell Peter, Scoones Ian, Sivaramakrishnan K Way Sally-Anne(1999)
Exploring understanding of institutions and uncertainty: New directions in natural resource
management IDS 372, Susex.
Shanker Ravi (2000): JFM Experiences for Kheda village: A process Documentation. SWDF.Dahod.
Tim Forsyth, Melissa Leach, Ian Scoones (1998): Poverty and environment: Priorities for research and
policy. IDS Susex.
Final Draft.
60
Final Draft.
61
Check list:
Based on the checklist, a questionnaire in local language was administered to VIs Leaders,
Committee members and groups.
A. Process and formation:
1. Why/ purpose of the VI

2. How the VI was formed
3. Factors influenced in formation of the VI
4. Whether goals set by the VI is realistic
5. How the goals achieved
6. Structure of VI
7. Socio economic composition of VI
B. Management of resources:
8. How resources are managed

9. How resources are developed and distributed
10. How decisions are made and executed
11. How Conflicts addressed / resolved
12. Practices in enforcing rules and regulations
13. Accounts and audit
C. Member roles & responsibilities
14. Clarity on roles of members

15. Different roles executed by members
16. Whether the roles are executed effectively & timely
D. Leadership and VI linkages:
17. How leader is elected or selected

18. Whether Leadership is effectiveness and how
19. Linkages of VI with other groups and organisations
20. Similarities with other VIs
E. Changes in quality of life
21 Direct benefits realised from VIs activities

22 No. of families benefited
23. Other impacts on village development
24. Future directions of VIs
Final Draft.
62
Tabulation of different Village Institutions in SWDF1.
A. Self-help Groups formed under Watershed

Sr Name of the Group Village Taluka Members Est.
No
1 Laxmi Mahila Mandal Kasarwadi Kushalgad 29 98
h
2 Jagruti Mahila Mandal Bhimkhora Kushalgadh 25 98
3 Guru Mahila Manda Tandi Badi Kushalgadh 20 98
4 Aketa Mahila Mandal Rupgadh Kushalgadh 22 98
5 Pranami Mahila Mandal Tandi Kushalgadh 25 98
6 Gayatri Mahila Mandal Sallon Kushalgadh 25 98
7 Jyoti Mahila Mandal Mahudi Kushalgadh 21 98
8 Krushan Pranami M. Sarmariya Jhalod 12 97
Mandal
9 Jogmaya Shakti M. Mandal Sarmariya Jhalod 26 97
10 Jagruti Mahila Mandal Sharda Jhalod 20 98
11 Laxmimata Mahila Mandal Sharda Jhalod 20 98
12 Kalikamata Mahila Mandal Sharda Jhalod 20 96
13 Ambaji Mahila Mandal Sharda Jhalod 27 99
14 Laxmimata Mahila Mandal Tadagola Jhaold 25 96
15 Ambajimata Mahila Mandal Chosala Dahod 12 97
16 Bhaktjan Mahila Mandal Chosala Dahod 11 97
17 Laxmi Mahila Mandal Gultora Jhalod 25 98
18 Mahashakti Mahila Mandal Gultora Jhalod 27 99
19 Laxmimata Mahila Mandal Kharoda Dahod 12 99
20 Saraswati Mahila Mandal Kharoda Dahod 26 99
21 Laxmi Mahila Mandal Kalapipal Jhalod 30 99
22 Adivasi Mahila Mandal Kalapipal Jhalod 20 99
23 Saraswati Mahila Mandal Chhayan Jhalod 31 99
24 Hovanmata Mahila Mandal Bharasada Dahod 20 97
25 Navyug Mahila Mandal Dhola- Jhalod 20 97
khakhra
26 Krushan Prandmi M. Bavaka Dahod 21 97
Mandal
27 Radhakrushan M. Mandal Bavaka Dahod 20 99
28 Saraswati Mahila Mandal Matva Dahod 20 99
29 Gopi Mahila Mandal Hadmat- Jhalod 31 99
khunt
30 Madhus Mahila Mandal Mahudi Jhalod 20 99
31 Jagruti Mahila Mandal Kotadakhur Dahod 20 97
d
32 Laxmi Mahila Mandal Chataka Jhalod 30 97
33 Laxmi Mahila Mandal Thuthi Jhalod 20 96
1
Collected and compiled from various departments of SWDF. As on June 2000. Informal groups are not incorporated in
this list.
Final Draft.
63
34 Ambaji Mahila Mandal Chhasiya Jhalod 13 96

35 Mahakali Mahila Mandal Chhasiya Jhalod 17 96
Self-help groups under Watershed cont.

S. Name of the Group Village Taluka Members Est.
No
36 Shakti Mahila Mandal Dhadhela Limkheda 20 97
37 Chamundamata M. Mandal Goriya Limkheda 13 97
38 Laxmimata Mahila Mandal Matava Dahod 25 99
39 Laxmimata Mahila Mandal Bazar Bagidora 20 98
40 Ashish Mahila Mandal Dunliya-ki- Bagidora 20 98
Sher
41 Vikas Mahila Mandal Sallopat Bagidora 23 98
42 Chetana Mahila Mandal Tarakiya Bagidora 14 99
43 Gita Mahila Mandal Tarakiya Bagidora 20 99
44 Laxmi Mahila Mandal Handi Bagidora 25 99
45 Kamla Mahila Mandal Polapan Bagidora 15 99
46 Pasvati Mahila Mandal Khunta- Bagidora 24 99
galiya
47 Sharda Mahila Mandal Manadunga Bagidora 21 98
r
48 Sharda Mahila Mandal Maska Kushalgad 28 98
Kala h
Total 1031
Final Draft.
64
B. Groups formed under the ILO programme

No
1 Laxmi Mahila Mandal Tandi Jhalod 32 96
2 Mahakali Mahila Mandal Tandi Jhalod 12 98
3 Mahakali Mahila Mandal Kachumber Jhalod 15 97
4 Kachumber Dev M. Mandal Kachumber Jhalod 22 97
5 Baba Kachumber Dev. Kachumber Jhalod 32 97
Mahila Mandal
6 Khodiyar Mahila Mandal Lilwathakur Jhalod 40 97
7 Sita Mahila Mandal Bambela Jhalod 19 96
8 Gita Mahila Mandal Bambela Jhalod 21 96
9 Mahakali Mahila Mandal Bambela Jhalod 31 96
10 Gayatri Mahila Mandal Bambela Jhalod 17 98
11 Huwan Mata M. Mandal Sampoi Jhalod 17 97
12 Jagriti Mahila Mandal Sampoi Jhalod 17 96
13 Hajod Mata Mahila Mandal Sampoi Jhalod 17 96
14 Limda Mahila Mandal Ghensva Jhalod 08 95
15 Jhalai Mata Mahila Mandal Ghensva Jhalod 13 96
16 Mahakali Mahila Mandal Ghensva Jhalod 23 95
17 Jeet Mahila Mandal Mahudi Jhalod 20 97
18 Huwan Mata M. Mandal Maghanisar Jhalod 40 97
19 Sawan Mata Mahila Mandal Raniyar Jhalod 55 97
Enami
20 Guru Govindji M. Mandal Raniyar Jhalod 18 97
Enami
21 Ambe Mata Mahila Mandal Chanasar Jhalod 54 96
22 Parvati Mahila Mandal Chanasar Jhalod 22 96
23 Sawan Mata Mahila Mandal Chanasar Jhalod 54 96
24 Sawan Mata Mahila Mandal Chanasar Jhalod 36 96
25 Women’s Bank Limdi Jhalod Federation 98
Total 635
Final Draft.
65
C.Women income generation groups/ Handicrafts

No
1 Women IGP Group Kharoda Dahod 12 98
2 Women IGP Group Kharoda Dahod 12 98
3 Women IGP Group Bavka Dahod 12 95
4 Women IGP Group Bavka Dahod 12 95
5 Women IGP Group Panchwada Dahod 10 96
6 Women IGP Group Panchwada Dahod 10 96
7 Women IGP Group Sahada Dahod 12 87
8 Women IGP Group Sahada Dahod 12 87
9 Women IGP Group Gungardi Dahod 10 91
10 Women IGP Group Gungardi Dahod 10 91
11 Women IGP Group Bhamatalai Dahod 10 89
14 Women IGP Group Ranapur Dahod 10 98
15 Women IGP Group Ranapur Dahod 10 98
16 Women IGP Group Chosala Dahod 12 99
17 Women IGP Group Chosala Dahod 12 99
18 Women IGP Group Pandadi Dahod 10 97
19 Women IGP Group Pandadi Dahod 10 97
20 Women IGP Group Bhutardi Dahod 06 99
21 Women IGP Group Bhutardi Dahod 06 99
22 Women IGP Group Gultora Zalod 8 95
23 Women IGP Group Moti Handi Zalod 10 96
24 Women IGP Group Kharedi Dahod 14 98
25 Women IGP Group Vagelao Dahod 9 99
26 Women IGP Group Chilakota Dahod 10 98
27 Women IGP Group Chandwana Dahod 9 99
Total 278
Final Draft.
66
D. Mahila Swashakti groups (exclusively savings and credit)
Sr. Particular Village Taluka Members Est.

No
1 Jeet Mata mahila mandal Mahudi Jhalod 20 00
2 Khodiar Mata mahila Mahudi Jhalod 20 00
mandal
3 Gayatri Mata mahila mandal Mahudi Jhalod 14 00
4 Parwati Mahila Mandal Sankarpura Jhalod 13 00
5 Sita Mahila Mandal Sankarpura Jhalod 12 00
6 Geeta Mahila Mandal Sankarpura Jhalod 12 00
7 Chandila Mahila Mandal Dhavadiya Jhalod 10 00
8 Ambe ma Mahila Mandal Dhavadiya Jhalod 13 00
9 Mahakali mata Mahila Dhavadiya Jhalod 10 00
Mandal
10 Durga ma mahila mandal Thuthi- Jhalod 10 00
kankasiya
11 Bhatiji Mahila Mandal Kaligam Jhalod 11 00
12 Saraswati Mahila Mandal Sarda Jhalod 16 00
13 Santoshimata Mahila Sarda Jhalod 16 00
Mandal
14 Wankalai mata Mahila Wankol Jhalod 17 00
mandal
15 Jhalai Mata mahila mandal Wankol Jhalod 16 00
16 Varai mata mahila mandal Wankol Jhalod 28 00
17 Radhakrishna Mahila Kheda Jhalod 16 00
mandal
18 Maha kali Mahila mandal Kheda Jhalod 16 00
19 Ambe ma Mahila mandal Kheda Jhalod 15 00
20 Sawan mata Mahila Rajudiya Jhalod 12 00
Mandal
Grand Total 297
Final Draft.
67
E. Forestry & Horticulture Cooperatives and Federations.

No.
Horticulture Federations:
1 The Jhalod Taluka Mahila Federation Jhalod 138 98
Bagayat Sahkari Mandali
2 The Dahod-Garbada Taluka Federation Dahod- 124 98
Mahila Bagayat Sahakari Garbada
Mandali
3 The Limkheda Taluka Federation Limkheda 392 98
Mahila Bagayat Sahakari
Mandali
4 Mahila Fal – Subji Utpadak Federation Rajasthan 72 98
Sahakari Samiti – Shivpura
5 Fatepura Taluka Mahila Federation Fatepura 35 00
Bagayat Sahakari Mandali
6. Dhanpur Taluka Mahila Federation Dhanpur 150 00
Bagayat Sahakari Mandli.
Total 911
Final Draft.
68
JFM cooperatives and VFIs

No.
1 The Sharda Van Ucherak Sharada Jhalod 132 97
Sahakari Mandali
2 The Matwa Vraksha Matwa Dahod 235 97
Ucherak Sahakari Mandali
Lim.
3 Navjivan Van Vikash Dhadhela Limkheda 158 96
Sahakari Mandali Lim.
4 The Kheda Sahakari Van Kheda Jhalod 136 93
Samiti
5 Mahudi Jangal Nirman – Mahudi Jhalod 368 97
Gram vikash Sahakari
Mandli
6 The Dharadungar Vraksha Dharadunga Jhalod 160 97
Ucherak Sahakari Mandali r
7 Chhasiya Sahakari Van Chhasiya Jhalod 140 97
Samiti
8 Thuthi Kankasiya sahakari Thuthikanka Jhalod 140 97
Van Samiti siya
9 Padatiya Sahakari Van Padatiya Jhalod 165 97
Samiti
10 Balendiya sahakari Van Balendiya Jhalod 613 97
Samiti
11 Chanasar Sahakari Van Chanasar Jhalod 491 97
Samiti
12 Kotadakhurd Sahakari Van Kotda khurd Dahod 196 99
Samiti
13 Bawka Sahakari Van Bawka Dahod 710 99
Samiti
14 Salapada Sahakari Van Salapada Dahod 88 00
Samiti
15 Zari khurd Sahakari Van Zari khurd Dahod 171 00
Samiti
16 Khunta Dalji Sahbhagi Van Khunta dalji Rajasthan 51 96
Suraksha Samiti
17 Badi zer Sahbhagi Van Badi zer Rajasthan 110 96
Suraksha Samiti
18 Nani zer Sahbhagi Van Nani zer Rajasthan 60 96
Suraksha Samiti
19 Chitathala Sahbhagi Van Chitathala Rajasthan 75 96
Suraksha Samiti
20 Shivpura Sahbhagi Van Shivpura Rajasthan 62 96
Suraksha Samiti
21 Panchmahuda Sahabhagi Panchmahu Rajasthan 65 00
Van Suraksha Samiti da
Final Draft.
69
22 Sallopat Sahabhagi Van Sallopat Rajasthan 138 00

Suraksha Samiti
23 Dungiyakiser Sahabhagi Dungiyakise Rajasthan 70 00
Van Suraksha Samiti r
24 Khunta galiya Sahbhagi Khunta Rajasthan 308 00
Van Suraksha Samiti galiya
25 Bordabara Sahbhagi Van Bordabara Rajasthan 81 98
Suraksha Samiti
26 Kharodi Sahabhagi Van Kharodi Rajasthan 20 00
Suraksha Samiti
Total 5323
Final Draft.
70
Women Horticulture groups

no
1 Women Horticulture Group Jethpur Gujarat 68 99
2 Women Horticulture Group Kadwal Gujarat 65 00
3 Women Horticulture Group Sarmaria Gujarat 16 00
4 Women Horticulture Group Dungri Gujarat 88 00
5 Women Horticulture Group Jafarpura Gujarat 22 00
6 Women Horticulture Group Shankarpura Gujarat 64 00
7 Women Horticulture Group Lakhanpura Gujarat 125 00
8 Women Horticulture Group Gangardi Gujarat 40 00
9 Women Horticulture Group Pandadi Gujarat 30 99
10 Women Horticulture Group Rojam Gujarat 90 00
11 Women Horticulture Group Panchvada Gujarat 40 00
12 Women Horticulture Group Nandva Gujarat 40 00
13 Women Horticulture Group Mathwa Gujarat 40 00
14 Women Horticulture Group Kalina Gujarat 40 00
15 Women Horticulture Group Bharasada Gujarat 40 00
16 Women Horticulture Group Amban Gujarat 30 00
17 Women Horticulture Group Hamirpur Rajasthan 40 00
18 Women Horticulture Group Kharodi Rajasthan 40 00
19 Women Horticulture Group Shivpura Rajasthan 40 00
20 Women Horticulture Group Kharia Rajasthan 40 00
21 Women Horticulture Group Polapahan Rajasthan 40 00
22 Women Horticulture Group Randhikpur Gujarat 55 99
23 Women Horticulture Group Kheria Gujarat 45 99
24 Women Horticulture Group Chilakota Gujarat 40 99
25 Women Horticulture Group Kesarpur Gujarat 60 00
26 Women Horticulture Group Agara Gujarat 45 00
27 Women Horticulture Group Motivav Gujarat 40 00
Total 1323
Final Draft.
71
F. Lift Irrigation Cooperatives
Sr. L. I. Scheme Taluka State members Year

1. Shankerpura Jhalod Gujarat 207 77
2. Kathla Dahod Gujarat 150 77
3. Vadbara-I Dahod Gujarat 102 77
4. Anas River Jhalod Gujarat 340 80
5. Biyamali Jhalod Gujarat 85 82
6. Chhayan Falia Dahod Gujarat 85 82
7. Rampura Jhalod Gujarat 59 82
8. Shahada Dahod Gujarat 150 83
9. Ranapur Buzarg Dahod Gujarat 125 83
10. Navanagar Limkheda Gujarat 85 84
11. Gamdi Jhalod Gujarat 136 84
12. Gamla Dahod Gujarat 100 84
13. Khangela Dahod Gujarat 130 84
14. Matwa Dahod Gujarat 100 84
15. Hadmat Khunta Jhalod Gujarat 183 84
16. Dantiya Jhalod Gujarat 77 84
17. Raliyati Gujjar Jhalod Gujarat 55 84
18. Gultora Jhalod Gujarat 91 84
19. Chandwana Dahod Gujarat 95 84
20. Kadwal Limkheda Gujarat 50 85
21. Bhitodi Dahod Gujarat 100 85
22. Vadbara-II Dahod Gujarat 110 85
23. Bambela Jhalod Gujarat 170 85
24. Bhamatalai Dahod Gujarat 100 85
25. Gungardi Dahod Gujarat 100 85
26. Zari Buzarg Dahod Gujarat 225 85
27. Vanbhori-I Dahod Gujarat 100 85
28. Vanbhori-II Dahod Gujarat 100 85
29. Timbi Falia Jhalod Gujarat 70 85
30. Moti Kharaj Dahod Gujarat 150 85
31. Bhima Godhra Gujarat 125 86
32. Godhra Santrampur Gujarat 100 86
33. Limkheda Limkheda Gujarat 150 86
34. Rawalikheda Dahod Gujarat 150 86
35. Dholakhakhra Jhalod Gujarat 57 86
Final Draft.
72

36. Gundikheda Dahod Gujarat 125 88
37. Kheng Jhalod Gujarat 65 88
38. Kalakhunt Jhabua M.P. 65 89
39. Masuriya Jhabua M.P. 110 89
40. Junapani Dahod Gujarat 90 89
41. Tanda Dahod Gujarat 85 89
42. Sabli Jhalod Gujarat 81 89
43. Rajudia Jhalod Gujarat 150 89
44. Kawali Shahera Gujarat 160 89
45. Semalpada Jhabua M.P. 75 90
46. Khedikhas Jhabua M.P. 80 90
47. Tanachhiya-I Dahod Gujarat 110 90
48. Tanachhiya-II Dahod Gujarat 95 90
49. Kheda Jhalod Gujarat 211 90
50. Ambazaran Jhalod Gujarat 150 90
51. Dadgarh Jhalod Gujarat 89 91
52. Chosala Jhalod Gujarat 72 91
53. Moti Ranapur Dahod Gujarat 150 91
54. Kakadkhila Limkheda Gujarat 120 91
55. Gultora-II Jhalod Gujarat 45 91
56. Dungapur & Mandavav Dahod Gujarat 117 91
57. Sabrala Dahod Gujarat 45 91
58. Chhotipitol Jhabua M.P. 70 91
59. Mandali Nathu Jhabua M.P. 90 91
60. Matasula Jhabua M.P. 127 91
61. Rakhadia Jhabua M.P. 95 92
62. Rachharda Dahod Gujarat 160 92
63. Dhamarda Dahod Gujarat 160 92
64. Mahudi Jhalod Gujarat 63 92
65. Navapada Jhabua M.P. 68 92
66. Padatiya Falia Jhalod Gujarat 65 92
67. Thunthu Kankasia Jhalod Gujarat 115 92
68. Itawa Dahod Gujarat 90 92
69. Guwali Jhabua M.P. 159 92
70. Dab Talai Jhabua M.P. 112 92
71. Juna Gaon Jhabua M.P. 80 92
72. Kaliya Viran Jhabua M.P. 75 92
73. More Dungra Jhabua M.P. 40 92
Final Draft.
73

74. Zerjitgarh Limkheda Gujarat 117 92
75. Balundia Falia Jhalod Gujarat 75 92
76. Umradara Jhabua M.P. 45 92
77. Juna Chakalia Jhalod Gujarat 48 92
78. Tarakiya Bagidora Rajasthan 69 92
79. Sallopat Bagidora Rajasthan 52 92
80. Sankli Anta (Reno.) Godhra Gujarat - 92
81. Bhool Santrampur Gujarat 45 93
82. Tandi Jhalod Gujarat 106 93
83. Chanasar-I Jhalod Gujarat 108 93
84. Chanasar-II Jhalod Gujarat 241 93
85. Raniyar Kanbi Jhalod Gujarat 89 93
86. Karanta Lunawada Gujarat 105 94
87. Degawada Limkheda Gujarat 200 94
88. Randhikpur Limkheda Gujarat 90 94
89. Gamla-II Dahod Gujarat 45 94
90. Bharsada Dahod Gujarat 80 94
91. Undar (Reno.) Dahod Gujarat 45 94
92. Navagam Dahod Gujarat 169 94
93. Bambela-II Jhalod Gujarat 88 94
94. Ghensva Jhalod Gujarat 119 94
95. Sampoi Jhalod Gujarat 105 94
96. Jetpur Limkheda Gujarat 80 94
97. Bhandara-I Bagidora Rajasthan 25 94
98. Bhandara-II Bagidora Rajasthan 25 94
99. Gadhedia Bagidora Rajasthan 35 94
100. Kharedi (Reno.) Dahod Gujarat 90 94
101. Ekkalgarh Sitamau M.P. 135 95
102. Kachumber Falia Jhalod Gujarat 75 95
103. Sharda-I Jhalod Gujarat 54 95
104. Sharda-II Jhalod Gujarat 32 95
105. Boriyala Dahod Gujarat 170 95
106. Kaliya Gota Devgarh Gujarat 72 95
Baria
107. Kotadakhurd Dahod Gujarat 50 95
108. Raniyar Enami Jhalod Gujarat 100 95
109. Dhabudi Limkheda Gujarat 73 95
110. Vankol Jhalod Gujarat 73 95
Final Draft.
74

111. Mota Dharola Santrampur Gujarat 145 95
112. Polapan Bagidora Rajasthan 56 95
113. Jalimpura Kushalgarh Rajasthan 76 95
114. Dhalar Bagidora Rajasthan 36 95
115. Naganwat Jhabua M.P. 70 95
116. Nani Zari Devgarh Gujarat 90 95
Baria
117. Nani Bandibar Limkheda Gujarat 90 95
118. Chhaparwad Limkheda Gujarat 192 95
119. Kharda Limkheda Gujarat 45 95
120. Unchvaniya Dahod Gujarat 75 95
121. Nani Sanjeli Limkheda Gujarat 50 96
122. Kharoda Dahod Gujarat 90 96
123. Lilwa Thakore-II Jhalod Gujarat 70 96
124. Dudhiyadhara Limkheda Gujarat 70 96
125. Lilwa Thakore-I Jhalod Gujarat 105 96
126. Kaligam Jhalod Gujarat 52 96
127. Waghnala Limkheda Gujarat 110 96
128. Kesarpur Limkheda Gujarat 35 96
129. Humadpur Limkheda Gujarat 55 96
130. Chhayan Kalapipal Jhalod Gujarat 40 96
131. Mundaheda Jhalod Gujarat 71 96
132. Moti Zer Bagidora Rajasthan 70 96
133. Nani Zer Bagidora Rajasthan 55 96
134. Khundanirupa Kushalgarh Rajasthan 45 96
135. Munna Dungari Bagidora Rajasthan 47 96
136. Chitta Thala Bagidora Rajasthan 45 96
137. Orwad (Reno.) Godhra Gujarat 70 96
138. Tadagola Jhalod Gujarat 89 96
139. Chanasar-III Jhalod Gujarat 50 97
140. Shankerpura-II Jhalod Gujarat 100 97
141. Chhasiya-I Jhalod Gujarat 55 97
142. Chhasiya-II Jhalod Gujarat 60 97
143. Kharoda-II Dahod Gujarat 45 97
144. Agawada Dahod Gujarat 76 97
145. Kheng-II Jhalod Gujarat 75 97
146. Jetpur-II Limkheda Gujarat 112 97
147. Chatka Jhalod Gujarat 65 97
Final Draft.
75
Lift Irrigation Cooperatives cont.

148. Rupakheda Kushalgarh Rajasthan 45 97
149. Rohaniya Kushalgarh Rajasthan 45 97
150. Tandi Badi-I Kushalgarh Rajasthan 52 97
151. Tandi Badi-II Kushalgarh Rajasthan 48 97
152. Sak Ghorwad Kushalgarh Rajasthan 30 97
153. Viraniya Lunawada Gujarat 90 97
154. Rama Devgarh Gujarat 80 98
Baria
155. Raniyar Enami-II Jhalod Gujarat 80 98
156. Dhawadiya Jhalod Gujarat 34 98
157. Nansalai (Reno.) Jhalod Gujarat 64 98
158. Pipali Limkheda Gujarat 56 98
159. Limodara Limkheda Gujarat 102 98
160. Kheng-III Dahod Gujarat 90 98
161. Bocherda-I Kushalgarh Rajasthan 35 98
162. Bocherda-II Kushalgarh Rajasthan 35 98
163. Salon Kushalgarh Rajasthan 47 98
164. Sasawadla Kushalgarh Rajasthan 60 98
165. Khunta Kala Kushalgadh Rajasthan 35 98
166. Batanpura-I Limkheda Gujarat 32 99
167. Batanpura-II Limkheda Gujarat 16 99
168. Lilwa pokar Jhalod Gujarat 70 99
169. Dhavadia-Bambela Jhalod Gujarat 37 99
170. Dhavadia-II Jhalod Gujarat 70 99
171. Dholakhakhra-II Jhalod Gujarat 41 99
172. Amaliyat S'Rampur Gujarat 142 99
173. Nishnawat-I Kushalgarh Rajasthan 53 99
174. Nishnawat-II Kushalgarh Rajasthan 71 99
175. Maska mahudi Kushalgarh Rajasthan 54 99
176. Balasindoor-I Kushalgarh Rajasthan 25 99
177. Balasindoor-II Kushalgarh Rajashtan 33 99
178. Rawala falia (Chosala) Dahod Gujarat 34 99
179. Vanjharia Santrampur Gujarat 55 00
180. Gamtal(Chosala) Dahod Gujarat 21 00
181. Amali Menpur Santampur Gujarat 25 00
182. Varod Jhalod Gujarat 38 00
183. Simalia Mota padla Jhalod Gujarat 37 00
Final Draft.
76
Lift Irrigation Cooperatives cont.

184. Mota Sarnaiya Santrampur Gujarat 35 00

185. Garadu Jhalod Gujarat 35 00
186. Javeshi-I Santrampur Gujarat 57 00
187. Javeshi-II Santrampur Gujarat 31 00
188. Machelai-I Limkeda Gujarat 98 00
189. Machelai-II Limkeda Gujarat 90 00
190. Moti Dhadheli Santrampur Gujarat 41 00
191. Chitrodia Jhalod Gujarat 30 00
192. Therka-I Jhalod Gujarat 98 00
193. Therka-II Jhalod Gujarat 90 00
Total 16,370
Final Draft.
77
G. Watershed Associations:
Sr. Particular Taluka State Members Est.

No.
1 Dhadhela Goriya Gujarat 283 96
2 Kotada Khurd Gujarat 320 96
3 Thuthi Chhasiya Gujarat 357 96
4 Dholakhakhara - Chatka Gujarat 288 96
5 Sharda - Gultora Gujarat 172 97
6 Tadagola Gujarat 290 97
7 Sarmariya - I Gujarat 260 97
8 Kokasa - Sarmariya - II Gujarat 255 97
9 Bavka Gujarat 210 97
10 Bharasda Gujarat 310 97
11 Kharoda Gujarat 182 99
12 Chhayan - Kalapipal Gujarat 286 99
13 Matva Gujarat 412 99
14 Hadmatkhunta Maghanisar Gujarat 313 99
15 Mahudi Gujarat 287 99
16 Harmatiya - I Rajasthan 512 98
17 Harmatiya - II Rajasthan 276 98
18 Tarakiya - I Rajasthan 398 98
19 Tarakiya - II Rajasthan 280 98
20 Tarakiya - III Rajasthan 350 98
21 Tarakiya - IV Rajasthan 97 98
22 Maskakhurd - I Rajasthan 308 98
23 Maskakhurd - II Rajasthan 260 98
24 Maskakhurd – III Rajasthan 448 98
25 Maskakhurd – IV Rajasthan 668 98
26 Maskakhurd – V Rajasthan 389 98
Total 8210
i
The total number of village institutions were as per March 2000. The successive growth in number is not reflected in this
document.
ii
Sadguru’s annual reports from 1995 to 2000 illustrates such examples where villagers have got together and formed their
own groups around identified needs and approached the organisation for support.
iii
Refer to anexer on Village Institutions.
iv
As shared by ex-chairperson of Hadmatkhunta village.

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Genesis, Development & Diversification in NRM based Village

NM Sadguru Water & Development Foundation. Dahod.

Self Help Groups

Similarly, conflicts, differences, contestation is a continuous process in the institutional growth

Background of the Organisation

The organisation NM Sadguru Water and Development Foundation (NMSWDF) was

# Creation of off and on farm business opportunities by promoting income generation

• Various processes involved in the formation of village institutions

• How village institutions manage and develop resources

NAME OF THE NAME OF THE STATUS

JFM CO-OPERATIVE MATWA Regd.

LIFT IRRIGATION CO- MAHUDI Regd.

q GENESIS OF VILLAGE INSTITUTIONS

q SELF RELIANCE & FINANCIAL MANAGEMENT

q OPERATIONS AND MANAGEMENT

• Mejority of the conflicts were resolved in Executive committee meetings45% followed

q LEADERSHIP & LINKAGES

• Mejority of the groups sellected/ellected leaders through general assembly (71%). In

q CHANGE IN QUALITY OF LIFE

INDEPTH ANALYSIS OF CASE STUDIES

q Process involved in formation of groups

q Management Practices adopted

q Influence in change of life

Joint Forest Management CO-OPERATIVES

Process involved in formation of institution

Management Practices adopted

Measures in developing resources

Influence in change of life

SELF HELP GROUPS

Process involved in the formation of the groups

Measures in developing the resources

Influence in change of life

INCOME GENERATION GROUPS

Process involved in the formation

Management practices adopted

Measures in developing resources

Influence in change of life

The Watershed Association

Why the Association

Relationship with other organizations

Horticulture Womens Co-operative- Dahod

In the beginning individual members interested in taking up horticulture had to pay a

Why the Cooperative

Benefits of the cooperative

Individual horticulture orchard owners became members of cooperative at block level by

q Well irrigation/ Drip irrigation

Relationship with other organisations

Why the Federation

It provided regular and subsidized maintenance services to the member cooperatives.

Structure of the federation

Wastelands development through horticulture plantations on commercial basis

Mahudi Irrigation Co-operative (Irrigation on Dam)

Why they formed the irrigation co-operative?

The process of the formation of the co-operative

Involvement in other areas of development

Functioning of the co-operative members

Structure of the co-operative and functioning

Involvement in other areas of village development

Resources of the co-operative and maintenance

Water distribution and management

Decision making in the co-operative

q When motor is to be started

q Money taken in advance. No flexibility on paying money, only in case of emergency

q Audit of accounts carried out every year by external (government) auditor.