PRADAN follows a four-pronged approach to achieve its goals:

Promoting and nurturing Self-Help Groups (SHGs) of poor women and strengthening them as organisations to leverage institutional finances for members livelihoods. Developing and introducing locally suitable economic activities to increase productivity and incomes among SHG members; building synergic collaboration with a wide variety of stakeholders. Mobilising finances for livelihood assets and infrastructure from government bodies, donors, banks, and other financial institutions. Setting up mechanisms to sustain the livelihood gains made by the poor communities. Challenged by the abysmal poverty of millions of people across India, PRADAN has resolved to reach out to 1.5 million poor people in the next 10 years as a part of its vision, PRADAN 2017.

Mission Vision PRADAN seeks to enable poor rural families to live a life of dignity. Mission Impacting Livelihoods to Enable Rural Communities PRADANs mission is rooted in a clear understanding of the societal contexts that make poverty in India complex, a phenomenon which thrives in various interrelated factors including:

The rural poors view of themselves; Their understanding and skills to deal with outside systems; Their access to resources; Their technical knowledge to use the resources that they have; The existence of feudal or semi-feudal agents which deprive the poor of their surpluses; and, Other causes that are rooted beyond the local context

Over the many years that it has worked with Indias rural poor, PRADAN has learned valuable lessons that serve as a guide to fulfilling the organisations mission. Among those learnings are the following:

Alleviating rural poverty is an extremely challenging task. Development efforts must be conducted with the collaboration of different and equally interested actors in order to make an impact. Rural communities are fragmented along caste and class lines. These tend to restrict the effectiveness of joint action for development. Among the rural poor, women are generally marginalised, yet they prove to be more effective agents of social change. Sadly, however, such potential is not well-recognised. There are plenty of resources in the rural areas including human resources which remain largely untapped. There is need for innovation in the social and technical spheres for generating ideas that can affect the rural poor on a large scale. The government remains the biggest and most dominant actor in development, but its efforts have had a limited effect on alleviating rural poverty.This could be due to various factors, including:

lack of access of people to government; government programmes that have little relevance to rural communities; inappropriate design of some government programmes and schemes; low quality of human resources at the implementation levels of government; and, lack of recognition among government personnel that they have a stake in the poors development.

The context in which PRADAN operates is changing fast

With all this in perspective, PRADAN seeks to define the space in which it can be most effective, as well as the approaches that can best help the rural poor enrich their lives. PRADANs core competency is in the area of sustainable livelihoods. By addressing issues of livelihood, PRADAN has been able to make an impact in the lives of poor communities. Having access to sustainable livelihood opportunities, the poor become less vulnerable to adverse natural and man-made forces. Control over their source of livelihood improves the poors image of themselves. Livelihood is a tangible instrument around which rural poor people can be organised, opportunities to deal with outside systems be created, and a greater impact on the fight against poverty be attained. In this light, PRADAN is guided by the principle that for the rural poor communities to be able to access opportunities for sustainable livelihoods, they must first be enabled. This concept of enabling communities implies that PRADAN adopts participatory processes in its work with

the people, making available ideas and technologies in a manner that enhances the poors access to and control over their resources. These resources, in turn, aid in the improvement of their lives, in organising them into appropriate peoples institutions at various levels, to improve their bargaining power and in enhancing their ability to deal with mainstream systems and provide sustainability to the interventions. PRADAN looks for concrete livelihood interventions in the local context after a scientific evaluation of the specific environments. We constantly seeks to extend intervention that is sharper and more relevant, aided by a thorough process of action, reflection, and learning. As rural poverty is so widespread and multifaceted, it is not possible for any single actor to make a significant dent on the problem merely on its own. Efforts will be sustainable only when made at multiple levels and in a scale that is significant. Therefore, PRADAN also collaborates with, educates, and influences mainstream actors in development. A gap exists between the mainstream and the grassroots, and PRADAN is competent in effectively filling such void. Moreover, PRADAN strives to share its experiences with other development workers, recognising the unfortunate fact that knowledge about processes in addressing rural poverty is severely limited. PRADAN carries out all of these programmes with the collective hard work of its highly skilled and dedicated workforce. The organisation recruits and deploys high-quality human resources at the grassroots, inducting, nurturing, and developing professional development workers who are able to operate in a wide spectrum, are capable to reverse roles, are self-regulating, and continually seek excellence in their tasks. [ Back ] Our Board Sl.no. 1 Name Mrs. Bharti Gupta Ramola Prof. Ashoke Chatterjee Prof. Kanchan Chopra Dr. Ravi Chopra Dr. Nirmala Lakshman Ms. Anshu Vaish Board Position Chairperson Vice-chairperson Affiliated Organisation Pricewaterhouse Coopers Pvt. Ltd. Formerly of the National Institute of Design, Ahmedabad Formerly of The Institute of Economic Growth, Delhi University Peoples Science Institute, Dehradoon The Hindu, Chennai Department of School Education & Literacy, GOI, New Delhi

Member

4 5 6

Member Member Member

Mr. Ravi Narain Mr. Manas Satpathy

Member Staff Member

National Stock Exchange of India Ltd PRADAN PRADAN PRADAN

8 9 10

Ms. Madhu Khetan Staff Member Mr. Soumen Biswas Ex-officio MemberSecretary and Executive Director

The Governing Board comprises maximum 12 members. Nine are invited Honorary Members, who come from diverse professional arenas, having their own distinguished record of public service. They are independent directors and hold no material interest in PRADAN. The Honorary Members nominate two senior members of the staff to sit in the Board. The Board appoints the Executive Director, who serves a five-year term by convention, and concurrently acts as the ex-officio Secretary of the Board. The Board renews itself periodically as members can serve no more than two consecutive terms of three years each. All incumbent Honorary Members are also members of the General Body besides other individuals who have joined the Society earlier.

Also See: Our Team Our Teams The focus of PRADANs work is to promote and strengthen livelihoods among the rural poor. This involves organising rural families, enhancing their capabilities, and introducing ways to improve their incomes by linking them to banks, markets, and other financial services and economic opportunities. PRADAN works through its field-based teams to achieve these goals. Currently 41 field-based teams carry out daily operations and the organisations livelihood and other programmes in all project areas, each of them working under the leadership of a mid-career executive designated as Team Leader. Each field team comprises of six to ten professional staff members. A senior executive designated as Programme Director supports Pradan's Presence

several teams. Organisation-wide functions are also overseen by the Programme Directors. All Programme Directors, together with the Executive Director, constitute the Executive Committee that is responsible for strategic and operational integration and institutional development.The Executive Director, Programme Directors, and Team Leaders constitute the Consultative Forum which carries out twice-yearly programme planning, budgeting, and review. PRADAN professionals work with over 206,298 families in 4,138 villages across eight of the poorest states in the country. All professional staff meets once a year in a Retreat to exchange experiences and broadly chart out future direction. Also See: Our Board [ Back ] HomeNewsCareersContact Us

Home Who We Are o Overview o Mission o Our Organisation Our Board Our Teams o Partners Banks Financial Support Resource Institutions o Location Contact Us What We Do o Promotion of SHGs

Forest-Based Livelihood Lac Cultivation Siali Leaf Plate Tasar Cocoon Production o Natural Resource Management Agriculture Horticulture Land & Water Resources o Livestock Development Dairy Goat Rearing o Microenterprise Promotion Tasar Yarn Production Broiler Poultry Rearing How We Do o Strategy Promoting & Nurturing SHGs Livelihood Planning Sectoral Interventions Human Resource at the Grassroots Fostering Community - Based Organisations Leveraging Development Finances News o Events Forthcoming Concluded o PRADAN in News Human Resource Development Resource Centre o Publications o Annual Report o Video Documentation Careers o Pradan Experience o Meet our people Photo Gallery Video Gallery

Home Who We Are Partners Financial Support Financial Support Indian Government and Multilateral Indian Philanthropies and Corporate bodies Foreign Philanthropies

Agriculture Technology Management Agency (ATMA) Basic Tasar Silkworm Seed Organisation, Bilaspur (BTSSO) Bihar Rural Livelihood Promotion Society (BRLPS) Central Silk Board (CSB) Department of Cooperation, Govt. of Jharkhand Department of Science and Technology, Govt. of India Department of Sericulture, Govt. of M.P. Directorate Farmer and Agriculture Development, Govt. of M.P. Directorate of Women and Child Development, Govt. of Orissa District Rural Development Agencies (DRDA) District Rural Development Cell (DRDC) Purulia, West Bengal Govt. International Crop Research Institute Semi Arid Tropics (ICRISAT) Jharkhand State Livelihood Promotion Society (JSLPS) Jharkhand Tribal Development Society M.P. Mahila Vitta Evam

ACC Limited Jamsetji Tata Trust Narotam Sekhsaria Foundation Scatec Solar India Pvt. Ltd. Damodar Valley Corporation (DVC) Sir Dorabji Tata Trust Sir Ratan Tata Trust SRF Limited The J. R. D. Tata Trust Navajbai Ratan Tata Trust Centre for Micro-finance Glenmark Pharmaceutical Limited CInI-Community Based Groundwater Management Initiative The World Vegetable Centre (AVRDC)

Aga Khan Foundation (AKF) Australian Centre for International. Agriculture Research (ACIAR) Bill and Melinda Gates Foundation (BMGF) David Galloway, Canada Dewan Foundation, U.K. DSM New Business Development European Union GOAL India ICCO, The Netherlands Lutheran World Relief (LWR) Oxfam India Rabo Bank Foundation The Ford Foundation Water for People RBS Foundation India Paul Hamlyn Foundation Monsanto Fund Global Alliance for Livestock Veterinary Medicines Caritas India & Christian Aid Institute of International Education Syngenta Foundation

Vikas Nigam (Tejaswini) Madhya Pradesh Rural Livelihood Project (MPRLP) Ministry of Rural Development, Govt. of India National Bank for Agriculture and Rural Development (NABARD) Orissa Tribal Empowerment & Livelihoods Programme, Govt. of Orissa (OTELP) Tribal Cooperative Marketing Development Federation Ltd. (TRIFED) Tribal Welfare Commission, Govt. of Jharkhand United Nations Development Childrens fund (UNICEF) Zila Panchayat, Betul, Govt. of M.P. Department of Water Resources Director of Rural Industries, Chhattisgarh Department of Agriculture and Food Production District Supply Officer Lohardaga DRDC, West Medinipur (MGNREGS) Mpower, Government of Rajasthan Forest Department,

The Resource Foundation United Nations Development Fund for Women WASSAN- Revitalising Rainfed Agriculture International Water Management Institute (IWMI)

Chhattisgarh

[ Back ]

Overview Mission Our Organisation Partners o Banks o Financial Support o Resource Institutions Location

Copyright 2005 - 2012 Pradan. Powered by iridiumInteractive (Best viewed in 1024x768) Disclaimer Resource Institutions PRADAN helps mobilise finances from banks, government agencies, and the poor people themselves towards investments in livelihood assets and working capital for projects. These resources are utilised for the core tasks of promoting peoples livelihoods, building their capabilities, organising them, and linking them to valuable resource institutions. About two-thirds of the Self-help Groups (SHGs) promoted by PRADAN are presently linked to commercial banks and Regional Rural Banks. Through these linkages, PRADAN has been able to leverage between Rs. 10 to 15 crore as yearly loans. Most of the funds are received directly by the SHGs, the people and producer groups. This enhances peoples capabilities in dealing with resource institutions. It also reinforces PRADANs identity as enablers of development, rather than mere financiers. Grants from donors, complementing project-specific funds from government, are mainly used to cover expenditure for maintaining personnel, implementing field operations, organising trainings for the rural families, research and documentation, and management and administration. Also See: Financial Support , Banks
Promotion of SHG's

PRADAN is one of the pioneers in the promotion of SelfHelp Groups (SHG) in India, having formed its first SHG in Alwar, Rajasthan, in 1987. A savings and credit SHG is a simple yet effective way of reaching out and connecting with rural poor women. A Self-Help Group is an informal association of 10 to 20 poor

Transforming Lives

Dadimo, 41, has managed to rebuild her life with the

women belonging to the same village and sharing a common socio-economic background. The group enables its members to gain their identity as individuals, while realising and utilising the immense power of mutual aid. It provides them with a platform from where they can access banks and public services, and spearhead changes that affect them as poor women. Nurturing Self-Help Groups of rural poor women is PRADANs key tool in fulfilling its mission and goals. The Self-Help Groups work for the women in a number of ways: they provide guidance; they give support and assistance to women; and they identify and promote home-based enterprises among its members. These home-based enterprises, called honeybee activities, involve a myriad of ventures. The SHG members take loans from the SHGs and set out to begin an enterprise of their own. As a result of PRADANs intervention efforts, an increasing number of rural families especially women are engaging in independent livelihood activities. These activities serve as opportunities for diversifying and enhancing their incomes. PRADAN gives particular attention to women because even as they comprise half of the countrys population, they remain the most disadvantaged sector among the poor. Yet it is the women who prove to be most effective in fostering change in their families and communities. With PRADANs guidance and the members own experiences, SHGs can potentially play four key roles through the different stages of evolution: mutual help, financial intermediation, livelihood planning, and social empowerment. As of March 2010, PRADAN has worked with some 13,049 SHGs across eight states, representing a total membership of 177,529 rural poor women. These SHGs have mobilised a total savings of 459 million Rupees. Also significantly, the financial accounting and Management Information System (MIS) of PRADANs SHG programme

help of her Self-Help Group in Sosopi, a small hamlet in the remotest block of West Singhbhum district of Jharkhand. read more>>

Know more about Computer Munshi from various news websites.

has been streamlined by the innovative system of community-based accounting through the Computer Munshi System.

Also see Forest , Land and Water , Livestock , Micro Enterprise Promotion

Horticulture Horticulture is gradually emerging as a significant livelihood programme in the high-rainfall regions where PRADAN is engaged. Diversification has become an essential component of sustainable strategies, given the dwindling productivity of agriculture. Critical to the success of PRADANs horticulture programmes is the enhancement and management of natural resources, particularly in the hilly regions with limited potential for reliable irrigation. PRADAN teams, fielded in the undulating and hilly terrains, are working to encourage farmers to take up vegetable cultivation on their small-scale homesteads and near dug wells. These activities provide the poor families with a dependable source of income. PRADAN has taken up fruit tree plantation programmes on private lands. Over 6,000 families are currently involved in PRADANs horticulture programme. Also see Agriculture, Land & Water Resources

Broiler Poultry Rearing PRADAN has developed a model of decentralised smallholder poultry rearing which has emerged as a powerful tool for the livelihood promotion of rural poor women. Women from tribal and other poor families are organised into cooperatives to serve the growing needs of small town and urban markets. PRADAN provides poor women through the cooperatives handson training and assistance in securing finances from either the banks or government programmes. These women rear a batch of 300 to 400 birds in rearing sheds built on their

homesteads. In around 32 days the birds are ready for sale. The womens cooperatives, organised by PRADAN, also provide inputs like feeds, chicks, and medicines. At the same time, the cooperatives make arrangements to market the birds. Some of the producers are trained to provide veterinary care and manage linkages on behalf of the cooperative. By working together the women realise the importance of scale economies to the poultry business. The poultry cooperatives suffered a depression brought about by the recent bird flu scare. Many units across the country were wiped out. Still, the cooperatives stayed afloat, taking on measures to mitigate the ill effects of the bird flu scare. As market prices crashed, they reduced production and offered members a minimum support price. They are now rapidly picking up from the depression, with most of them having recovered a significant proportion of their losses. At present, PRADAN works with 5,320 families organised into 15 cooperatives, the largest conglomeration of smallholder poultry in India. Also see: Tasar Yarn Production Link: South Asia Pro-Poor Livestock Policy Programme [ Back ] Promoting & Nurturing SHGs PRADAN seeks to enhance and strengthen sustainable livelihood security of the rural poor in villages through programmes in microfinance, agriculture, development of land and water resources, forestry, livestock development, and microenterprises. PRADAN works with families, who are marginalised, excluded from the economic, social, and political mainstream and are unable to participate in sustainable livelihood activities. As PRADAN works to enhance their livelihoods, rural families and all their members male and female are helped in realising a life of dignity. Such life is characterised by ensured food security, decreased economic vulnerability, enhanced incomes, and increased access to basic entitlements. With this perspective, PRADAN works with the women in poor families, helping them increase the familys economic security, building their capabilities, and creating a supportive public and private space. In the process, PRADAN works with both men and women in the family, helping them to improve their livelihoods and access complementary services from public and private institutions.

PRADAN assists the families to choose from among several livelihood options based on their resources, skills, and perception of risks. But members first need to develop concrete livelihood plans. Drawing up such plans calls for a degree of behavioural transformation on the part of the rural poor to develop a vision, set goals, and assess the risk threshold. Combining PRA tools such as livelihood and resource mapping, interventions such as achievement motivation training, area planning and envisioning exercises, PRADAN helps SHG members and their families develop medium-term livelihood goals for themselves. Assistance is also provided to chart out concrete short-term plans and estimate needs for technical and financial assistance. PRADAN uses various participatory learning tools including pictorial-based methodologies to help women track and analyse events in their lives and livelihoods, while making plans for changes. These exercises foster deliberations and discussions on broader issues that are important to and have an impact on womens lives and livelihoods. Exercises are conducted in groups as well as with each household. They are not one-time inputs given to the groups but are part of an ongoing engagement with the women.

Also see: Promoting & Nurturing SHGs, Sectoral Interventions, Human Resource at the Grassroots, Leveraging Development Finances [ Back ]

Strategy o Promoting & Nurturing SHGs o Livelihood Planning o Sectoral Interventions o Human Resource at the Grassroots o Fostering Community - Based Organisations o Leveraging Development Finances

PRADAN seeks to enhance and strengthen sustainable livelihood security of the rural poor in villages through programmes in microfinance, agriculture, development of land and water resources, forestry, livestock development, and microenterprises. PRADAN works with families, who are marginalised, excluded from the economic, social, and political mainstream and are unable to participate in sustainable livelihood activities. As PRADAN works to enhance their livelihoods, rural families and all their members male and female are

helped in realising a life of dignity. Such life is characterised by ensured food security, decreased economic vulnerability, enhanced incomes, and increased access to basic entitlements. With this perspective, PRADAN works with the women in poor families, helping them increase the familys economic security, building their capabilities, and creating a supportive public and private space. In the process, PRADAN works with both men and women in the family, helping them to improve their livelihoods and access complementary services from public and private institutions. PRADAN assists the families to choose from among several livelihood options based on their resources, skills, and perception of risks. But members first need to develop concrete livelihood plans. Drawing up such plans calls for a degree of behavioural transformation on the part of the rural poor to develop a vision, set goals, and assess the risk threshold. Combining PRA tools such as livelihood and resource mapping, interventions such as achievement motivation training, area planning and envisioning exercises, PRADAN helps SHG members and their families develop medium-term livelihood goals for themselves. Assistance is also provided to chart out concrete short-term plans and estimate needs for technical and financial assistance. PRADAN uses various participatory learning tools including pictorial-based methodologies to help women track and analyse events in their lives and livelihoods, while making plans for changes. These exercises foster deliberations and discussions on broader issues that are important to and have an impact on womens lives and livelihoods. Exercises are conducted in groups as well as with each household. They are not one-time inputs given to the groups but are part of an ongoing engagement with the women.

Also see: Promoting & Nurturing SHGs, Sectoral Interventions, Human Resource at the Grassroots, Leveraging Development Finances [ Back ]

Strategy o Promoting & Nurturing SHGs o Livelihood Planning o Sectoral Interventions o Human Resource at the Grassroots o Fostering Community - Based Organisations o Leveraging Development Finances

PRADAN begins its engagement in most new villages by promoting womens Self-Help Groups (SHGs). The SHGs start out as thrift and credit associations of poor women who share similar social and economic contexts. PRADAN helps SHG members decide the rules of business and pool their savings for small loans, and trains them in playing a public role while giving them the experience of working together. For the more mature SHGs, PRADAN helps them establish collaborative linkages with banks in order to leverage credit that, in turn, meets members needs for larger funds. Such linkagebuilding requires the SHGs to play the role of social collateral, by satisfying third-party stakeholders through demonstrated positive behaviour, and learning and adopting group processes to enforce contracts. These new and acquired capabilities and linkages enhance the womens self-confidence and status in the family and community. The SHG is thus a platform for enabling women to access resourceful others such as banks and public services and for realising their full potential to spearhead more long-term changes that affect them as women. SHGs become virtual classrooms where the women learn the ideals of democratic governance through practice. The ability to work together as a group, developing mutual trust and the mechanisms to reinforce that trust and participatory decisionmaking are vital capabilities that the women learn, enabling them to form and manage a variety of peoples institutions in the process. Transforming Lives

Before joining the SHG started by PRADAN in 2002 Savitibais family was dependent on daily wage labour and the sporadic harvesting of soyabean to make ends meet. read more...

Moreover, PRADAN helps groups to form secondary organisations such as Clusters and Federations. The experience and capabilities developed through functioning in collectives stand them in good stead when they are required to set up and manage their own livelihood-related institutions such as Co-operatives, Mutual Benefit Trusts and Producer Companies. PRADAN encourages each SHG (and its members) to learn about their context and articulate a new vision for themselves and their families. The women then draw up and carry out concrete plans to realise such vision. Also See Livelihood Planning, Sectoral Interventions, Human Resource at the Grassroots, Leveraging Development Finances [ Back ]

Human Resource Development PRADAN owes its genesis to a strong belief in a simple idea: Caring and capable people rather than material resources are crucial in accelerating the process of social development in our country. PRADANs Human Resource Development Unit was set up with the core agenda of ensuring that young and educated people with empathy and the desire to effect positive changes in the lives of others are recruited, nurtured, and placed in grassroots projects. PRADANs internal HRD processes and programmes were developed gradually and systematically. The initial focus was on recruitment, induction, and early training of new entrants. Eventually it also focused on the task of developing mechanisms to systematically build competencies among professional staff. PRADAN has a Development Apprenticeship Programme that recruits fresh university graduates from over 60 campuses across India. Apprenticeship covers a period of 12 months. An apprentice is assigned to a PRADAN project under the guidance of a trained Field Guide as a learner member. During the first seven days, the apprentice conducts a reality check, while getting oriented in the team. If she is then interested in carrying on, the apprentice goes through a systematic learning process that includes two fieldwork segments, two foundation courses, and a visit home, to another team and another NGO. All these put together helps the apprentice to explore her preparedness intellectual, physical, emotional, and social in taking up a career in grassroots development. She learns the nitty-gritty required for being a development professional. Apprentices who graduate to become Executives spend the first three to five years as task performers in specific projects. Executives with five to seven years of experience and significant achievements on the ground are later called upon to play project management roles. From about the tenth year, a professional would be expected to lead either a function, theme or operational region. PRADANs structure, internal systems, and processes have been designed to provide space for self-expression to each professional staffs desire to work for a super-ordinate goal. Selfregulation and autonomy are, thus, consciously fostered. At all levels, strong integration is ensured with processes of mentorship, peer review, and collective leadership. While these are facilitating factors, continued effectiveness of the development professional also depends on the ability of the human resources strategy to equip individuals to respond to changing field problems and role demands. This requires a combination of structured training inputs and systems. In the last few years the central HRD unit has developed a broad framework to provide development professionals with necessary inputs to gear up for life and role transitions. The in career programme focuses on enhancing human, technical and conceptual capabilities required by each role in the four broad arenas of work, viz. personal application and growth, grassroots transformation, organisation roles, and building strategic alliances. Programmes are designed to help professional staff acquire the necessary capabilities to play their roles more effectively as well as to create systematic opportunities, exposure, and training for executives to make the

transition to become Team Leaders, or for a Team Leader to make the transition to being a Programme Director. With a combination of structured training inputs and mechanisms, PRADAN would continually develop effective on-going professional and structured Human Resources Development programmes. PROFESSIONAL ASSISTANCE FOR DEVELOPMENT ACTION (PRADAN)
Rs

BALANCE SHEET AS AT MARCH 31,

Sch.

SOURCES OF FUNDS
CORPUS FUNDS 1 91,381,395 85,985,762 OTHER FUNDS 2 Capital Assets Fund 6 0,943,023 53,027,239 Restricted Project Funds 2 14,799,215 57,195,261 Un-restricted Funds 3 6,295,957 3 12,038,195 33,651,514 143,874,014 REVOLVING FUNDS 3 6,367,647 4,621,954 Total 4 09,787,237 234,481,729

APPLICATION OF FUNDS
FIXED ASSETS 4 Owned Assets 4 9,055,219 45,659,908 Community Assets held by PRADAN 1 1,887,804 60,943,023 7,367,331 53,027,239 INVESTMENTS 5 89,934,799 73,276,951 CURRENT ASSETS AND ADVANCES (A) Cash & Bank 6 2 58,821,972 127,412,679 Advances 7 2 3,330,772 13,785,260 Other Current Assets 8 6,601,412 4,625,121 2 88,754,156 145,823,061 CURRENT LIABILITIES AND PROVISIONS (B) Current Liabilities 9 2 9,607,020 37,456,002 Provisions 10 237,721 189,519 2 9,844,741 37,645,521 NET CURRENT ASSETS (A-B) 2 58,909,415 108,177,539 Total 4 09,787,237 234,481,729 Fund Based Receipts and Payments Accounts 20 Natural Head based Income and Expenditure Account 21 Accounting Policies and Notes on Accounts 22 Chairperson Executive Director New Delhi, Date: June 19, 2010
M. No. 19959: Firm Regn.No. 04879 N

2010 2009
Members of Governing Board As per our Report of even date for V. NAGARAJAN & Co., Chartered Accountants (V. NAGARAJAN) Partner
Audited Financial Statements for the year ended March 31,2010 2

Publications

TASAR Hand Book Rainfed agriculture has traditionally been the main livelihood activity for poor families in rural India, which is supplemented in varying degrees by dependence on forests, small livestock rearing, handicrafts, wages, and hunting and gathering. Improving productivity of agriculture is essential to enhance rural livelihoods but agriculture has inherent limits as a livelihood option for landless families. Thus, besides increasing agricultural productivity, the challenge is to develop livelihood opportunities based on other occupations that supplement agricultural income, offset its uncertainty and exploit the growing demand for niche products, especially in urban centres. It is in this context that Tasar Sericulture becomes important since it has the potential to provide a stable income for the rural, especially tribal poor communities. Livelihood opportunities in Tasar Sericulture, thus, aims to serve as a resource book for individuals and/or organisations who are interested in promoting Tasar sericulture as a livelihood option in their respective areas. With its illustrative descriptions, the book guides the reader through the various dimensions of Tasar sericulture for poor farmers, including the livelihood perspective of Tasar sericulture, along with minute details of initiating and managing the activity in a sustainable manner. Livelihood Opportunities in Broiler Farming "Livelihood perspective of Poultry along with the details of launching and managing the activity, keeping in mind the aspect of long-term sustainability. The book focuses on the essential elements of a small holder poultry model. It elaborates on the processes such as training of producers, intensive production support and market to help ensure production efficiencies comparable to industry standards"

Implementing Integrated Natural Resource Management Projects under the National Rural Employment Guarantee Act 2005 This handbook is the result of our efforts to share our experience in implementing INRM projects in the hilly undulating regions of the Agro Ecological Zone VII. This is the result of a joint initiative of the Ministry of Rural Development (MoRD), Government of India, the United Nations Development Programme (UNDP), and PRADAN to document strategies that could be used for implementing programmes under NREGA.

The Savings and Credit Manual PRADAN has promoted more than 7,512 Savings and Credit Groups with a combined membership of over 106,090 women in seven states across India. The goal of promoting these groups is to create an avenue for women to save and gain access to credit to meet their consumption and production needs. The strength derived from working together in a collective also increases the womens confidence and view of self. This manual broadly outlines the processes that a development worker can adopt to assist rural women to form savings and credit groups in the village. The practices mentioned in the manual are based on the experiences of working with womens groups from across different locations in PRADANs Savings and Creditprojects.

Strands of Life Promoting Tasar Yarn Production among the Rural Poor. With shrinking opportunities in farming, it has become imperative to generate sustainable livelihood options in the non-farm sector. Tasar yarn reeling used to be done by women from weaver families as part of their household weaving enterprise. PRADANs intervention in the Tasar subsector in Jharkhand and Chhattisgarh has helped evolve this activity as a substantial undertaking in itself with the potential to enhance incomes among the rural poor. Strands of Life is a handbook on undertaking Tasar Yarn Reeling. It describes how poor rural women can be equipped with the skills, infrastructure, inputs, and marketing support required for the activity to become a sustainable means of income. Living Waters Promoting Community Managed Micro Lift Irrigation Among the Poor. Living Waters is one in a series of Handbooks published by PRADAN seeking to lay down a standard set of steps for Community Managed Small Lift Irrigation systems in rural India. The purpose is to develop models for enhancing the quality of livelihood infrastructure for the poor in the countrys backward regions. This publication draws on the extensive experience over many years of PRADAN in rural Jharkhand, Orissa, West Bengal, and Chhattisgarh of designing and implementing communitymanaged small irrigation systems. These systems compare favourably on a variety of indicators such as investment per unit cropped area, ease of installation, command area utilisation, operating costs, and community participation in management, with the large irrigation systems implemented by State agencies.

NREGA Beyond Wages to sustainable livelihoods The National Rural Employment Guarantee Act (NREGA) came into force in September 2005. The guidelines issued by the Ministry of Rural Development (MoRD) emphasise that it is a rights-based programme, which makes the State legally accountable to provide wage employment to those who demand it. The Act provides a social safety net to the rural poor by providing wage employment in times of dire need. The various provisions in the Act such as, legally binding the State to provide employment, total ban on the use of contractors, transparency and accountability at all stages through social audit, unemployment allowance if employment not given are path breaking in the history of rural development in India. The Act also aims to strengthen decentralised planning and implementation by making Panchayati Raj Institutions (PRIs) the implementing agency for the schemes.

Producer Companies Linking Small Producers to Markets Enhancing livelihoods of small producers below the poverty line has unique challenges. It requires capital and knowledge infusion from outside to enhance production as well as increased linkages with external markets. However, markets are often situated far away from villages where small farmers and artisans stay. There is need for aggregation, sharing services and absorbing price risks, leading to the necessity of promoting producers organisations that serve these needs in a sustainable manner. Important too is the need for these producers organisations to adhere to principles of member-ownership, members participation in governance, efficient operating systems and transparent processes.

A document on the Siali leaf-plate making activity Rainfed agriculture has traditionally been the main livelihood activity for poor families in rural India, which is supplemented in varying degrees by dependence on forests, small livestock rearing, handicrafts, wages, and hunting and gathering. Improving productivity of agriculture is essential to enhance rural livelihoods but agriculture has inherent limits as a livelihood option for landless families. Thus, besides increasing agricultural productivity, the challenge is to develop livelihood opportunities based on other occupations that supplement agricultural income, offset its uncertainty and exploit the growing demand for niche products, especially in urban centres. It is

in this context that the Siali Leaf Plate intervention assumes great importance for people living in the forest villages of the Kandhmal district in Orissa. The Siali leaf-plant grows only in Sal jungles in certain parts of India, making it difficult to access. It has, however, remained the preferred raw material for making leaf plates for various reasons: its large size, its durability, and the obvious eco-friendliness. PRADAN first came down to the community in 2002 with the objective of increasing income levels by 100%, by way of forming Self-Help Groups (SHGs), providing training and technology to enhance and upgrade the product quality, and offering market linkages to directly sell the product to wholesale buyers and ensure higher profit margins. PRADAN's intervention has since led to the formation of Kandhamal Women's Leaf-plate Cooperative Limited for promoting the Siali Leaf plate makers. Lacquered Dreams Lac rearing is one of the most preferred livelihood options for thousands of poor tribal families living in the forest fringe areas of Assam, Chattisgarh, Gujarat, Jharkhand, Madhya Pradesh, Orissa and West Bengal. Today, the gap between domestic production and supply of lac stands at 10,000 MT worldwide, which can result into creating livelihoods for as many as one lakh families. This brochure documents Pradans vision, intervention strategies and methodologies in reviving this traditional activity amongst the forest fringe tribal families in Jharkhand and other states. Pradan Brochure Hindi Pradan Brochure English

Silken Spread This is a brochure on Tasar Sericulture promoted by PRADAN as a livelihood option for rural poor families living in the tribal heartlands of the central and eastern Indian plateaus.

Lighting up the Hills

Confined to the top of the hills amidst the dwindling forests in Santhal Pargans, the Pahariyas are officially a Primitive Tribal Group. Suffering from poverty and diseases, their numbers too are decreasing. Pradan has been implementing a special project with the Pahariyas, supported by the Ministry of Rural Development and the United Nations Development Programme, which has brought alive the hopes of thousands of Pahariya living in Sundarpahari in Godda.

NewsReach PRADAN works in selected villages in seven states through small teams based in the field. The focus of our work is to promote and strengthen livelihoods for the rural poor. It involves organising them, enhancing their capabilties, introducing ways to improve their incomes and linking them to banks, markets and other economic services. PRADAN comprises of highly skilled and well-trained professionals who use their knowledge and skills to minimise poverty by working directly with the rural poor. Engrossed in action, PRADANs professionals often feel the need to reach out to each other within the organisation, as well as those in the wider development fraternity. NewsReach is one of the ways we seek to address this need. It serves as our forum for sharing thoughts and a platform to build solidarity and unity of purpose.

INRM

SRI

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Copyright 2005 - 2012 Pradan. Powered by iridiumInteractive (Best viewed in 1024x768) Disclaimer Winners of Ramon Magsaysay 2009 Award The winners of the Ramon Magsaysay 2009 Award applaud during the awarding ceremony at the Cultural Centre of the Philippines in Manila on August 31.

(From Left to Right): Krisana Kraisintu of Thailand, Deep Joshi of India, Yu Xiaogang of China, Antonio Oposa Jr of the Philippines, Ma Jun of China, and Ka Hsaw Wa of Myanmar. The award, which comes with a medallion and $50,000, is given annually to 'Asia's Heroes'.

[ Back ] Pradan Experience PRADAN owes its genesis to a strong belief in a simple idea that- caring and capable people rather than material resources are crucial in accelerating the process of social development in our country. Rural community development is a complex process involving the interplay of social, political, and economic forces. Not everyone is cut out to be a helping person, a characteristic that is at the heart of grassroots community work. It also requires our professionals many of them young to live in unfamiliar and difficult conditions, by choice. Through a carefully designed multi-tier selection process, PRADAN takes on board young people with varied educational backgrounds and prepares them to use their knowledge and skills to work for the benefit of the rural poor. A meaningful year-long apprenticeship programme provides PRADANs new recruits an opportunity to assess life in grassroots work. It allows one to experience the living conditions and broad context and pace of work in the villages. Well-structured, the apprenticeship programme nurtures new entrants using the principle of learning-through-guided-practice, helping them to make an informed choice about their vocation. Apprentices learn about the contexts of rural life, experience the conditions in which they would eventually work, and experience the kind of impact they would have on the lives of the poor families. Above all, they acquire practical skills of grassroots development work. While learning such skills, they obtain lessons as well about the changes they would have to make in their own lives.

The Apprenticeship Programme

Workshop on Mango Horticulture: A Livelihood Opportunity for the Poor India is the largest producer of mangoes in the world, producing 40% to 55% of global supply in any given year. Within India, we boast over 200 varieties and mango covers over 30% of the area under plantation, representing 20% of our national fruit production. This critical sector also appears to be poised for growth. Domestic demand is expected to grow at 6% bolstered by growing incomes and increasing urbanization, and the processing industry has also witnessed dramatic growth which is expected to continue in the coming years. Given the attractive market, a growing number of smallholders have ventured into mango plantation with support from the government through programs related to the National Horticulture Mission, SGSY (Swarnajayanti Grameen Swarozgar Yojana), TWC (Tribal Welfare Commission) and others, as well as through civil society initiatives. This has contributed to a doubling of acreage over the past decade, which, along with technology advances and related productivity improvements, will likely to double mango production by 2020. This could lead to a potential supply surplus of 50% in 2020, unless latent demand is actively tapped and new product and customer avenues are explored. PRADAN works with 200,000 small and marginal farmers in central and eastern India on community mobilization, empowerment, asset creation and livelihood development. Over the past 5 years, mango cultivation has represented one of our fastest growing livelihoods. In Jharkhand, West Bengal and Orissa, we have supported communities to plant ~2,500 HA of mangoes to date, and have identified a range of interventions at the smallholder level which could improve yields by up to 3 times, and reduce supply chain losses by 45%. We have future plans to plant an additional 12,000 HAs in these states in the coming years. This context raises several questions which we would like to explore with mango sector stakeholders. What are the emerging models for smallholder mango production and what are the opportunities we see to help smallholders benefit from this livelihood at the grassroots? What are the emerging technologies that can support smallholders to profitably engage in this sector in a sustainable way? What should be done about the looming market risks and what actions can we take today to support and strengthen both the sector, as well as the smallholders participating in it? To explore these questions and others, we are inviting leading thinkers from the grassroots, research institutions, the government, as well as the private sector to explore these issues in a two day workshop. We hope that the discussion will highlight opportunities to work together to build a stronger future for both the mango sector and Indias smallholders. Workshop Report

Proceedings of the Workshop on Mango Horticulture-A livelihood Opportunity for the Poor

Presentations

Presentation by Mr. Umesh Kumar, APEDA

Presentation by Dr. Bikash Das, ICAR Presentation by PRADAN

Workshop on Small-Holder Poultry Rearing: A Sustainable Livelihood Opportunity for the Rural Poor Over the last two decades South Asian economies have been growing at an average rate of over 6 percent per year, with gains in real per capita income ranging from 2.5 to 5 percent per annum. While structural transformations have led to the industry and service sectors now contributing the most to gross domestic production, agriculture remains a critical component, accounting for about 20 percent of the GDP. The largest majority of poor households continue to depend on agriculture for their livelihoods, directly or indirectly1 and investments in agriculture are recognized as an effective strategy for poverty reduction. The capacity of agriculture to contribute to poverty reduction does not only depend on the overall rate of growth, but also on the ability of poor households to participate in that growth, i.e. on the quality or Download Concept inclusiveness of the growth process. Under this perspective, investing in Note small-scale farming is possibly one of the most effective strategies to sustain an inclusive growth of the agricultural sector, since small farmers and the landless represent a large share of rural households in South Asia2. In recent years, changes have also been occurring within the agricultural sector, with fruits, vegetables, fish, meat and dairy products gaining importance. The contribution of the livestock sector to the GDP is approximately 4.5 percent, and the sector employs about 5.5 percent of the workforce3. Given past and projected trends in the demand for animal protein, targeted investments in the livestock sector appear promising to nurture a pro-poor, market-oriented and sustainable growth of agriculture. There is evidence that investments in smallscale poultry farming can generate handsome returns and contribute to poverty reduction and increased food and nutrition security in regions where a large share of the population rears poultry birds4. In India, it is estimated that over 50 percent of landless and marginal farmers depend on poultry and small ruminant rearing and with the increasing demand for meat and eggs, the poultry sector provides direct employment to over two million people5. The Eleventh Five Year Plan targets an annual growth of 10 percent in the poultry sector, stressing that the benefit of this growth should be equitable, primarily benefiting small and marginal farmers, and the landless.

FAO, 2009; World Bank, 2008. In India, small (1 ha 2 ha) and marginal (0.002 1 ha) farms account for 82 percent of all holdings, and only six percent of all farms are larger than 6 ha (Government of India,

2006).

Eleventh Five Year Plan, Government of India. Jensen and Dolberg, 2003; Mack et al., 2005; Pica-Ciamarra and Otte, 2010 Draft National Poultry Policy, Government of India, 2005

The following maps depict the density of poultry birds in India, Bangladesh and Bhutan (per square kilometer as also poultry per person):

Poultry birds per square kilometer

Poultry birds per square kilometer

The potential contribution of poultry to the livelihoods of the rural poor, however, remains largely unexploited, because of pervasive animal diseases, poor husbandry practices, limited access to critical inputs and absence of effective market linkages. The untapped potential of rural poultry production in India and its significant contribution to nutritional requirements and supplementary income is well articulated in the National Livestock Policy (2008) (Final Draft). With the objectives of building awareness, identifying opportunities that the poultry sector presents, and planning what needs to be done to enable small-holders to participate effectively in and benefit from an expanding market, the South Asia Pro Poor Livestock Policy Programme (a joint initiative of the National Dairy Development Board and FAO), the National Resource Centre for Rural Livelihoods (NRCRL) and the National Small-holder Poultry Development Trust, are jointly convening a workshop on small-holder poultry rearing in New Delhi on 28th December 2010. The workshop seeks to centre-stage the contribution of poultry rearing as a sustainable livelihood opportunity for the rural poor, building on the significant experience gained and lessons learnt by SA PPLP and PRADAN. While SA PPLPPs work has focused on the identification, documentation and dissemination of good practices on small-holder poultry rearing in the South Asian region, PRADAN has designed and implemented a community-led small-holder poultry initiative across the states of Madhya Pradesh, Jharkhand and

Chhattisgarh, directly benefiting over 5000 small and marginal farmers, all of whom are women organized into 20 cooperatives and two federations. In addition to an overview of the poultry sector and a mapping of potential opportunities for small-holders, the workshop will showcase interventions from across the country and within the South Asian region where targeted support to small-holders either through the provision of support services (vaccination and health services, extension and credit), improved husbandry and feed practices, often building on local knowledge systems, collectivization to achieve economies of scale and facilitating market linkages has led to significant improvements in food, nutrition and income security for the rural poor. These interventions demonstrate that backyard and small-scale market-oriented poultry farming significantly contributes to rural livelihoods, in terms of food, cash and as a buffer stock, and that relatively minor changes in husbandry practice does lead to significant improvements in bird mortality and health. However, the current policy and programme framework, does not often help farmers make profitable use of their few poultry birds. There continues to be a focus on exotic poultry breeds, which often do not thrive well in rural areas, inadequate animal health and extension services, which either do not reach the poor or tend to focus on ruminants and advanced technologies, and marketing strategies which are often disconnected with production and productivity issues. These currently limit the contribution of poultry to rural livelihoods. Relatively minor changes in the current policy and institutional setting, such as a focus on non-descript and indigenous birds, inclusion of poultry in the current system of animal health services, as also support for the formation of collectives of poultry rearers to achieve economies of scale both with regard to access to inputs and markets, will definitely enhance the contribution of poultry to rural incomes. Refurbishing the current livestock policy framework first and foremost needs major appreciation by policy makers at all levels of the importance of resource investments in backyard and small-scale poultry farming to reduce poverty and increase incomes in rural areas. Against the above back-drop, the workshop will discuss the need for convergence between various rural development programmes, to enable small-holders to access resources and information to sustainably maintain and where possible expand poultry rearing interventions. Recognising the critical role of small-holder poultry production systems in ensuring food and nutrition security for the rural poor, the workshop will also attempt to identify what more needs to be done to sustain and further build such systems, as also facilitate and ensure that smallholders participate and benefit from a rapidly expanding poultry sector. Workshop Report

Proceedings of the Workshop on small-Holder Poultry Rearing: A Sustainable Livelihood Opportunity for the Rural Poor

Presentations

Presentation by Mr. Anish Kumar, PRADAN Presentation by Dr. A. S. Nanda, Animal Husbandry Commissioner, GoI Presentation by Dr. H. K. Deka, National Small-Holder Poultry Development Trust Presentation by Dr. M. A. Saleque, BRAC, Bangladesh

Presentation by Dr. P. K. Shinde, BILDP, Chhattisgarh Presentation by Ms. S. Bhagyalaxmi, Rainfed Livestock Network, WASSAN Presentation by Mr. Shankar Ghosh, Keggfarms Pvt.Ltd. Presentation by Dr. Sujit Nayak, Department of Animal Husbandry, GoI Presentation by Ms. Tinni Sawhney, SAPPLPP