lakhpati kisanS

Mission 2020: Towards the Finale

MISSION 2020

Collectives For Integrated Livelihood Initiatives

ANNUAL REPORT 2018-19

 Hon'ble Prime Minister of India, Mr. Narendra Modi, awards CInI for its contribution to rural transformation
through the “Lakhpati Kisan” initiative, at the New India Conclave event in July 2018.

BOARD MEMBERS Auditors

Mr. Burzis Taraporevala Dr. Rajesh Thadani M/S Deloitte Haskins & Sells
President Member
LLP - Statutory Auditors
Mr. Yogesh Chand Nanda Mr. Sunil Bhaskaran
Vice-President Member M/S PKF Sridhar & Santhanam
- Internal Auditors
Mr. Biswanath Sinha Mr. Chanakya Choudhary
Treasurer Member
Mr. Ganesh Neelam Mr. Sourav Roy
Secretary cum Executive Director Member
Dr. Tushar Natwarlal Shah Mr. Manoj Kumar
Member Member
Dr. Vishwa Ballabh Mr. Harish Hande
Member Member
Mr. Arun Pandhi
Member

Registration Number for FCRA - 231661407

Societies Registration Number - S/58648/2007

Annual Report Designed by - Shivakant Menon, Saji Joseph, Parvathi Vijaymohan

 Foreword
Dear All,

I have the pleasure in presenting the Annual Report for the financial year 2018-19, an exciting year for CInI in terms
of completing four years within the Lakhpati Kisan programme as well as embarking on two large partnership
programmes with the focus on Improving Quality of Life of tribal and rural communities.

Tata Trusts forayed into the Central Indian tribal belt for enhancing tribal livelihoods as well as quality of life through
its flagship Central India Initiative, which is being anchored by CInI.

The core purpose of CInI is “Enhancing the Quality of Life of rural and tribal communities in the Central Indian Tribal
Belt”, and since its inception it has been working on the same proactively with the community and various partners.

The ambitious “Mission 2020 – Lakhpati Kisan: Smart Villages” programme that was initiated by CInI in 2015 has
completed its fourth year in March 2019. The four years of programme implementation has triggered opportunities for
its scale up and presently CInI in partnership with the state government of Maharashtra and other donors is scaling up
the approach. The programme has huge scope to be adopted pan-India as an approach and be implemented to resolve
the concerns of small and marginal farmers.

The Lakhpati Kisan programme has been able to deliver positive results with nearly 30% of the programme families
reaching the Lakhpati mark and continuing on the same systematically through the livelihood layering interventions.
Across our clusters in Jharkhand and Gujarat, integration of the Drinking Water and Sanitation interventions have been
undertaken and led by the community institutions.

CInI through its focused education programme with the tribal government schools has been able to develop key
thematic interventions such as library, block resource centres, school management committees, etc. which are now
being adopted by the system. We are happy that our flagship programmes such as Lakhpati Kisan, Education are being
recognized by different stakeholders.

For the upcoming year, which is also the last, CInI team will be working proactively to achieve the goals set by the
five-year Lakhpati Kisan programme.

We are grateful for the efforts of all who have zealously guided and travelled with us on this transformative journey.
We look forward to your continued support and hope for many more decades of making a sustainable difference.

B.S. Taraporevala
President

2
 MILESTONES Lakhpati
ON THE JOURNEY
to being a farmer

100,000+ 7,000+ 21 414

Households (HHs) SHGs/LIs Cluster Level VOs/Clusters
Under Institutional Promoted Federations
Structure (CLFs)

Design developed in close partnership with

Vriddhi Rural Prosperity Solutions (VRPS)

3
INDEX
Mission 2020: An Introduction 5

Year 4 at a glance 8

Activities & Interventions 9

Lakhpati Kisan: Smart Villages 11

Case Study 1: Dhamarda, Gujarat 12

Case Study 2: Jharkhand 16

Becoming a Lakhpati 19

Case Study 3: Katoghati, Odisha 22

Tribal Entrepreneurship 25

Water & Sanitation 27

Case Study 4: Dungra Falia, Gujarat 28

Education 31

Smart Classrooms 32

Case Study 5: Library 34

The Super-30 37

School Sports & WASH 39-41

Media Coverage 43

Key Challenges 47

The Future 48

Financial Statements 49

How to Donate 51

Acknowledgements 52

4
 Mission 2020
CREATING “LAKHPATI KISANS” CInI designed and initiated implementation of a five
year mission programme “Lakhpati Kisan – Smart
AND BUILDING “SMART VILLAGES” Villages” in April 2015. The goals of the programme
under its Mission 2020 are:

Bringing 101,000
households irreversibly out of poverty
with increased quality of life and
life choices

Developing 17 blocks
as regional drivers for
growth across Maharashtra,
Gujarat, Jharkhand and Odisha

The Sustainable Development Goals (SDGs) were adopted by all UN Members as a call to
end poverty, protect the planet and ensure peace and prosperity by 2030.
5
Sustainable Development GOALS which CInI is
striving to achievE in its project areas:
Livelihood

EDUCATION WATSAN

FOCUS ON IRREVERSIBILITY
Lakhpati Kisan, Education, Drinking Water & c) Service-led interventions in terms of micro
Sanitation - three main areas of focus at CInI, always enterprises through the entrepreneurs and
have irreversibility integrated within the design. enterprises providing quality and timely services
We work to make households forever stay out of to the members
poverty and ensure they never go back to their d) Integrating the linkages with key stakeholders
original states, through: important for the thematic interventions to
a) Demand-based interventions for community continue long term
members to contribute and continue the
intervention on their own With households continuing their interventions every
b) Community-based Institutions ensuring year and showing increased income, irreversibility is
irreversibility of the activities through systematic clearly taking shape as it is being led by the
guidance of the members community.

Key Principles of Mission 2020 Program

Building Vibrant Community Market-oriented Innovations, not stereotypical

Institutions to spearhead development interventions to drive income interventions, are introduced to
actions taken in the community enhancing programs strengthen programs

Demand-led interventions Convergent multi-sectoral plans are

are undertaken implemented which substantiate income
for the promotion enhancing programs with quality of
of prototypes life improvement efforts

6
 "My children are now learning English in
a good school. When we get more income,
this how we start to dream."

"Our families are now always together,

unlike before when all the members used
to migrate to cities in search of jobs."

NEW INDIA CONCLAVE

"Water is no more
a luxury for us.
We still can't
believe there's water
throughout the year.
Even during
harsh summer."

7
 Year 4
MISSION 2020

94,172
Households
61,640
Households in
35,854
Households in
619
Households
in agriculture Goat Rearing dairy farming in Piggery

2,264
Households in
3,555
Households
656
Households in
989
Households
Horticulture in Lac Tassar doing Fishery

62,466
Households developing
3,838
Households
34,681
STUDENTS
5,427
students trained
Livestock + HVA* in HVA + NTFP* IN SCHOOL in Hockey

16,454
Households with
6,720
Households with
Sanitation Drinking Water

* HVA (High Value Agriculture) and NTFP (Non Timber Forest Produce)

8
 State-wise Activities

23,963 58,740 247

Gujarat LAKHPATI HOUSEHOLDS VILLAGES
KISANS
ACTIVITIES
• Market-linked • Animal Husbandry • Institution Building
High Value Agriculture
• Drinking Water and • Promoting Social
• Seed Production Sanitation Impact Products
• Water Resource
Development

8,662 28,781 436

Jharkhand LAKHPATI HOUSEHOLDS VILLAGES
KISANS
ACTIVITIES
• Market-linked • Animal Husbandry • Institution Building
High Value Agriculture
• Institution Building • Hockey
• Education
• Non-Timber Forest • Drinking Water and
• Water Resource Produce (NTFP) Sanitation
Development

251 7,063 69
Odisha LAKHPATI HOUSEHOLDS VILLAGES
KISANS
ACTIVITIES
• Market-Linked • Water Resource • Non-Timber Forest
High-Value Agriculture Development Produce (NTFP)
• Institution Building • Animal Husbandry

1,305 9,073 48
Maharashtra LAKHPATI HOUSEHOLDS VILLAGES
KISANS
ACTIVITIES
• Market-linked • Water Resource • Nutrition
High Value Agriculture Development
• Institution Building
• Education (ITE) • Animal Husbandry

9
 Key Interventions
No. of HHs under
Kharif agriculture 91,687
Institution Goal: Nurture vibrant
community-based Agriculture, No. of HHs under
72,853
Building institutions led by tribal Livestock & Rabi agriculture

Summer agriculture 23,178

No. of HHs under
women to spearhead their
own development. NTFP-based
Livelihoods 2,264
No. of HHs under
Horticulture

No. of SHGs/LIs Total no. of HHs

promoted under institution
Goal: Bring 101,000 HHs
irreversibly out of poverty
No. of HHs under
Livestock 66,848
7,077 101,494 Non-Timber Forest 4,211
No. of HHs under
with increased quality of
life and life choices. Produce (NTFP)

Water Goal: Bringing 35% No. of structures No. of HHs

of cultivable land
Resource under irrigation at
created/renovated benefitted

Development household level. 1,790 72,853

WATSAN EDUCATION
Goal: School and community-based quality
improvement programme.
Goal: Ensuring availability of safe and
sufficient drinking water round the year for No. of Children studying in No. of schools
every household at their door steps, schools elementary schools supported with
improve sanitation, hygiene practices and library books
hence improving the health of the family. 344 30,627 163
4,500 HHs 10,000+ Behavioral
linked with families in change

100+
Drinking Water intervention
Children Cumulative no. of No. of Learning
schemes in with 14,000
studying in high government teachers Assistants given
33 villages students in
schools oriented at BRC training
villages
ensured
toilet usage 95
schools 2,627 589 198

10
 Lakhpati Kisan - Smart villages
The focused approach being taken by CInI towards families reach the mark of Lakhpati Kisan. This has
providing a three to four fold increase in the income resulted in nearly 30% of the families reaching the
of more than 100,000 families for the last few years is lakhpati pathway and the others following them closely.
resulting in success along with new thematic One of the learnings has been that about 20% of
engagements. The programme, held across locations households with very limited livelihood resources
during the year, has been able to integrate technology would not be able to climb the Lakhpati ladder and
intensively towards helping achieving the desired double their income from baseline. The team has taken
goal of Lakhpati Kisan. Actions in terms of promoting up the challenge to ensure that these families are able
high value agriculture, small ruminants, non timber to double their incomes and move ahead with quality
forest produce and most importantly assured services to them.
irrigation assets through the community institutions
have been emphasised during the year. Taking the The focus on small ruminants has been intensive.
learnings of the programme implementation, the team
intensively engaged in layering of livelihood The community institutions from the SHGs and Village
interventions for the households with focus on Organizations to Federations/Farmer Producer
layering at least two livelihood prototypes for each Organizations received substantial investments in terms
family. This has helped nearly 90% of the families of strengthening their systems and processes along
come under at least two livelihood layerings and with the Board of Directors. We have been able to
reach the Lakhpati mark. appoint good professionals to lead the apex institutions
along with the Board of Directors.
CInI during the year has focused intensively on
reaching the saturation of the livelihood interventions
across clusters with the goal of making maximum

NO. OF PROTOTYPES

LAYERING OF YEAR 1 2 3 >3

PROTOTYPES 2015-16 38 44 11 7

90%
HHS with at least TWO
(% of HHs) 2016-17
2017-18
2018-19
26
15
10
54
25
70
13
22
20
7
38
-
LIVELIHOOD Activities

11
 hamarda Case Study 1

Communal wealth through

Lakhpati communities
 It takes a village
to raise a lakhpati
The Story of
Constrained by their dependency on rainfed
agriculture, lack of a steady irrigation source, and
old, ineffective methods like the use of low quality
Dhamarda self-produced seeds, broadcasting techniques for
sowing seeds and inappropriate use of fertilizers,
pesticides and insecticides, the aggregate production
was low. Most households didn’t have an alternative
Dhamarda, a tribal village in Dahod, Gujarat is a source of livelihood in Dhamarda, leading to
wondrous example of how courage and commitment dependence on employment in the unorganized
can overturn the fortunes of an entire village. sector and mass migration to major cities.
Up until 2015, the village used to witness a large But what the village lacked in skill and resources,
number of its people migrating to cities during Rabi it made up for with courage and commitment. To deal
and Summer seasons in search of employment and with the crisis, the village leaders approached the
returning in the Kharif season for cultivating their Dahod Lift Irrigation Cooperative Federation, an apex
land. Farmers grew Maize in Kharif and sowed Bengal community organisation promoted by Sadguru
Gram during Rabi. The few, who could afford an Foundation and CInI. The goal was the construction
assured supply of irrigation, grew Wheat on small of durable assets to strengthen agriculture as their
portions of their land. primary livelihood.

ance
Mainten air
and rep

b er `80/hour irrigation
a i n Cham charges
M

40
distribution
lines
450Acres

Phase 1
Step 1 Step 2
Lift Irrigation (LI) set up at check dams: two Sustain irrigation with Udhuan Sinchai Sahakari
gravity-based systems supply water from the main Samiti: at INR 80/hour, the Samiti provides irrigation
chamber to 40 smaller ones spread across 450 acres. to farmers with the amount collected used for
maintenance of machinery.

13
 r
Training fo Phase 2
Cluster
Development
20e0
rs Step 1
Programme farm Cluster Development Programme (CDP) initiated in
e qu ality 2015-16 with 200 farmers. Provide training to
d s
Provi material enhance agricultural productivity and HH income.
raw Deliver quality input materials at farmers’ doorstep
by Dahod Federation.

Step 2
wa reness Awareness activities to motivate more farmers to
A ties join the programme. Increase production multi-fold
activi to increase HH income.

Step 3
Engage farmers in cultivating high value crops and
assist them by establishing high-tech nurseries with
High value crops healthy seedlings of high market value. Connect
larger organisations to buy directly from farmers.

Step 4
Dairy trainin Strengthen animal husbandry which in turn
for increase g improves the farm’s well-being. Boost milk
d
milk productio production through dairy training and awareness
n
talks in every household with dairy animals.

Phase 3
Step 1 Step 2
Launch of Tata Swachh low-cost water filters to Reduce drudgery of conventional wood-fired stoves
tackle drinking water issues that create health by bringing induction stoves to improve clean
problems. Conduct health check up camps to raise cooking methods and make more households adopt
awareness on adopting the water filters. the same.

The Result
• Reliable irrigation in the Rabi and Summer
• Cultivation and harvests during all three

All 450
farmers in CDP
cropping seasons using scientific and
advanced techniques
• Increased production but at a lower cost
than before
122 HH s
installed Tata SwacHh
• Regular good income that has eased
their day to day activities and expenses
• Ability to provide education for their
water filters children and fulfil major expenses without
taking loans at high interest rates

6induction
HHstoves
s adoptED
•
•
Improved hygiene and health
Nearly 50% families reaching the Lakhpati
Kisan mark as a point

14
15
J harkhand
Case Study 2

Cultivating aspirations
through summer crops
 Success
Growing

A summer of Jharkhand to understand their challenges and identify

opportunities for enhancing farm revenue. One such

sweet returns opportunity was found in the humble Watermelon.

Watermelon thrives in temperatures higher than 25°C
and prefers low humidity. This, along with the fact that
it is relatively easy to grow, made it the ideal choice of
Smart agriculture creates a lot more than just wealth. fruit to be grown during the Summer season.
It can boost a state’s economy, like in the case of the
watermelon cultivation programme in Jharkhand. The What’s more, demand for the fruit was practically
state was not particularly known for fruit production assured due to its high water content - a life-saver
until recently. Water scarcity, poor knowledge of best during the scorching Indian summers when people
farming practices, lack of interaction with the farmers relish Watermelon for its ability to quench thirst and
of other cities, and absence of market linkages made refresh the senses. Compared to Chilli or Tomato,
it challenging for farmers to think beyond what they Watermelon commands a higher price during the
were doing at the time. All that changed in 2015, when Summer, enabling the farmer to earn more from
CInI worked closely with the farming community in the produce.

Phase 1 - Initiation
Step 1 Step 2
Multi-pronged strategy for four blocks in Jharkhand Conduct knowledge sessions paired with
- Murhu, Churchu, Tundi and Dhalbhumgarh. rigorous implementation.
Create awareness and train farmers.

train
Educate androu gh
farmers th ssions
get
Staying on tar onged knowledge se
with a multi-pr
strategy

Phase 2 - Execution
Step 1 Step 2
Ensure optimum growth and productivity by Tackle the requirement of water by introducing
growing saplings in the polyhouse nursery. diversion-based irrigation, and help the farmers
tap into seepage wells and perennial water sources.

17
Step 3 Step 4
Help the farmers set up solar-powered drip Enlist beneficiary farmers from nearby towns to
irrigation systems and deploy the technique travel to the chosen blocks and participate
of mulching to conserve water and energy. in experience-sharing to inspire the local farmers.

Diversion-based Experience-sharing
irrigation for by peers to inspire
optimum water us the farmers
e

Polyhouse nursery Solar-powered drip

to grow saplings to conserve energy

Phase 3 - Marketing
Step 1 Step 2
Market the enormous volume of produce through Develop strong and innovative packaging to
large organised channels such as the Future Group of protect the fruits and ensure the safe loading and
companies and Farmer Producer Companies (FPCs). transportation of produce.

Organised channels Protect delicate fruits

to market the with strong packaging
produce

The Result

SUMMER SALES GRAPH 60.9 LAKHS

53.7 LAKHS 17 May
10 May

9.06 LAKHS
3 May
rupees in lakhs

0.91 LAKHS 5.14 LAKHS

19 APRIL 26 APRIL
weekly sales

18
 Persistence pays off

The Journey Maharashtra’s Nandurbar district. Before 2015 they

were mostly subsistence farmers, growing Sorghum

of Dhanji as their main crop only during Kharif season and

a few vegetables for household consumption.

Mr. Dhanji Hunya Tadvi and his family is a shining Things changed in 2015 when Mr. Dhanji came to
example of how a positive attitude in the face of know about CInI’s Lakhpati Kisan Programme and
setbacks can lead you to a better place. Mr. Tadvi decided to participate. Thus started a challenging
and his family live in the Satpuda hills of 4-year journey towards becoming a Lakhpati.
Mundalwad village, in Dhadgaon block of

Phase 1 - 2015
Step 1 Step 3
Adopt improved cropping practices learned during Establish a shed-net nursery with CInI support. Start
training sessions with CInI. with 50,000 soilless vegetable saplings, out of which
10,000 were damaged.
Step 2
Diversify cropping system by adding Rice to Step 4
Sorghum. Transplant 1,600 Brinjal and Chilli plants Sell saplings. Just 12,500 sold since they are new to
in a 15-Guntha plot. marketing and this is their first time. Total earnings:
INR 70,000/-

Phase 2 - 2016
Step 1
Use the learnings from last year to pinpoint the best
timings for vegetable production for the best market rates.

Step 2
Participate in buck induction programme.

Step 3
Sowed 60,000 saplings and sold 30,000, despite a weak
monsoon. Total earnings: INR 75,000/-.

19
Phase 3 - 2017
Step 1
Form the Satpuda Paani Wapar Gat group with 3
other nearby farmers.

Step 2
Upgrade their nursery to a hi-tech polyhouse
nursery with a capacity of 80,000 saplings per cycle.

Step 3
Produced 120,000 soilless saplings and sold
115,000. Net total earnings: INR 125,000/-
including 58,000/- from vegetable cultivation.

Phase 4 - 2018 Phase 5 - 2019

Step 1 Step 1
Purchase a generator to solve irrigation issues due Join the drip and mulching intervention of Clnl.
to unpredictable power cuts.
Step 2
Step 2 Grow Summer crops like Watermelon, Muskmelon
Produced 110,000 saplings against a target of and Chilli. Total earnings: INR 70,000/-
200,000 due to inadequate water and poor rainfall.
Step 3
Step 3 Grew 80,000 saplings, with 100% sold.
97,000 saplings sold. Due to low demand in the
Dhadgaon area, saplings are supplied to nearby
villages. Total earnings: INR 140,000/- including
17,000/- from goats sold.

The Result:
• Production of grains, fruits & vegetables throughout the year.
• Owns a hi-tech polyhouse nursery and a new home.
• Growth of herd size from 5 goats to 24 goats and 3 cows.
• A significant change in crop yield despite water scarcity.
• Improved total earnings from Rs.70,000/- in the 1st year to Rs.1.40 lakh in the 3rd year.
• A decent income even during periods of low rainfall.
• A comparatively improved lifestyle.

20
21
atoghati
Case Study 3

Helping communities take

the right step forward
 Going ahead together:
Making of a Lakhpati hamlet
The story of Katoghati is one that bears testimony to
the phrase that when the going gets tough, the tough Demography
get going.
And when people come together, anything is possible. Hamlet KaTOGHATI
Revenue Village Tangriapal
GP Tangriapal
Community Institutions Block Harichandanpur
Dist Keonjhar
Total SHGs SHG members Total Households 53

5 53 Village context Off-grid hamlet, with

no road connectivity

PHASE 1: THE STRUGGLE

Last mile road connectivity often shapes the development of rural
agro-ecosystems. In Katoghati hamlet, this is a huge problem.
A three-kilometer treacherous stretch was the only way to get to the
hamlet and used to be the main road-block against development,
leaving its agro-ecosystem in poor shape with no road access, no
electricity and devoid of several basic facilities. Aspiring to become
a Lakhpati Kisan seemed far from possible for the villagers here.

PHASE 2: Lakhpati Kisan Intervention

After considering multiple factors our team introduced advanced
agricultural practices like drip irrigation and other modern cultivation
methods, which are alien to even progressive communities,
let alone the tribal.

Factors looked into:

a) Input availability and access
b) Marketing of agri-produce
c) Agro-service for farm-practice (Mechanization)
d) Irrigation system and energy sources

PHASE 3: SUSTAINING FUTURE

Today, families set out on a journey to cross two river streams before
sunrise, to market their produce at the wholesale vegetable market in town.
The community are directly in touch with the District Administration which
has now started constructing roads in the area. Instead of individual
excellence, the entire hamlet aims to become a Lakhpati village. This is a
clear sign that with the right intervention, communities will come together,
adopt and use better agricultural practices to become a Lakhpati Kisan.

23
Interventions Till Date (Mission 2020)

Irrigation Commercial Open-Field

Access Vegetable CultivatioN Precision Farming
(Drip Irrigation with Mulch)

45 10.5
HHs AcreS
40 HHs
10
AcreS
35
HHs
8.5
AcreS
4 ponds Average income INR 15,000. Soilless vegetable Average crop coverage area
seedlings supplied by local Agripreneur 0.25 Acre with average income
of INR 25,000

Line Transplanting
Paddy Horticulture
Lakhpati Kisan Household
23 10.5
HHs AcreS 35 HHs
20 20
HHs plants/HH
Increased production Different combination of activities planned Mango plantations for
of 1 ton per acre for achieving the Lakhpati goal additional income

Goat Goat Shelter Backyard Vermi-compost

Rearing Constructed Poultry Pit Construction

34 15
HHs AVG. HERD SIZE
40 100
HHs SQ. FT
46 HHs
13 2.5
HHs TONS
VOs/CLFs have ensured For better housing Hedging the risks For ensuring availability of
vaccination, deworming, of the animals in agriculture organic manure to retain
goat shelter & health camps. soil health
Healthcare service
through rural entrepreneurs

Consolidated Plan of Action

• Construction of road 3 kms District Collector is assisting the hamlet for road construction
• Electricity connection 53 HHs Solar micro-grid is planned for electrification of the entire hamlet
with solar energy both for household lighting and irrigation purpose.
Support obtained from District Collector

• Learning Centre 1 For coaching educated youth for govt. job openings and preparing
for the exams
24
 NURTURING TRIBAL Entrepreneurship
The core programme design focuses on diversification an advantage. They can choose the best quality
to high-value crops along with engaging cultivators in services which they wish to avail right at their
at least one more allied livelihood activity (such as doorstep. The services also address the critical needs
livestock development, Non Timber Forest Produce, of the community for taking up livelihood activities.
etc.). This layering of 'livelihood' activities helps to It also helps in generating a confidence among the
widen the income avenues for the individual farmers, rural tribal farmers as world-class technologies are
hedge risks as well as achieve the incremental income being demystified and customized to the local context
to meet the 'Lakhpati' goal. and their risk-taking is reaping rich dividends.
The demonstrated success experienced by the
Over the years, we have been able to identify the gaps entrepreneurs as well as their customers is also
in the value chain for these livelihood activities. These creating a ripple effect in their own as well as
gaps can be plugged in by bringing the best possible neighboring regions and motivating other members
context-specific technology solutions as well as a to pursue their own pathway to prosperity.
focused service delivery model. Currently our major
thrust is towards investing in promotion of rural For this purpose, the apex community institutions
enterprises to establish SERVICE DELIVERY that have been nurtured are spearheading the entire
SYSTEM and VALUE CHAIN DEVELOPMENT for process. The entrepreneur is selected through
each segment of our livelihood work. Adopting the a well-defined process. This mechanism will ensure
service delivery system approach is a critical step ownership by the community and sustainability
towards irreversibility. As the community is placed at beyond the Mission period.

Application by Exposure and

entrepreneur to training to
VO/Federation relevant
institutions
Concept Upfront
sharing in Starting
community production
VO/Federation submission to
about the model cycle
VO/Federation

Demand creation
PROCESS OF Quotation and
PO order at community
through
ENTREPRENEUR to vendor by
VO/Fed
L
ap oan
advertisement

SELECTION th sb
a pl
di nd icat
io Structure
VO rou urse n Completion
g
/F h me
ed nt

25
Currently, CInI has nurtured more than 250 rural entrepreneurs in the value chain in selected segments of
Agriculture, Livestock, Non-Timber Forest Produce (NTFP), directly as well as through field partners, such
that we are able to:

• Provide comprehensive access to multiple livelihood-related services through rural entrepreneurs

within the villages and development of production clusters
• Nurture the adoption of innovative, cost-effective and environmentally conscious technologies in order
to ensure sustainability
• Increase the resilience of our communities through innovative tools for transfer of technologies
and knowledge

Developing Competitive De-risking through

advantage against sustained curation
1. Poverty 1. Investment Opportunity
2. Underdevelopment Cost
3. Inequality 2. Product-Market Fit
ENTERPRISE 3. GTM Execution

Strategic Focus Capital Character

1. Affordability
2. Accessibility
INNOVATION INVESTMENT 1. Aggresive on risk
underwriting
3. User Experience 2. Generous on return
/Interface sub-optimality
3. Patient on the
exit horizon

RESULTS
• More than 250 rural tribal entrepreneurs serving
their communities in 17 underserved
tribal-dominated blocks
• Diverse activities to transform the entrepreneurs
into “Lakhpati Kisans” such as hi-tech commercial
nurseries for soilless saplings, lac processing and
handicrafts, spice processing, livestock, honey
production, seed production, trellis etc.
• Planned expansion into more activities for
establishing integrated rural service delivery systems
• Focusing on women’s economic empowerment
for achieving the overall goal
• Micro-enterprises in different segments led and
managed by tribal women farmers
• More than 1.5 crore soilless healthy saplings availed
by farmers, impacting the quality and quantity of
their produce
• Promotion of an umbrella brand “JharVEER”
(JHARkhand Venture for Empowering EntRepreneurs) CInI was awarded the National Entrepreneurship
to help entrepreneurs in Jharkhand connect with Award 2018 by the Ministry of Skill Development
different stakeholders to achieve scale and Entrepreneurship, Government of India

26
 WATSAN (Water + Sanitation) : IntroDUCTION
Drinking water and sanitation is the key intervention automatic chlorination units. Apart from this
towards improved quality of life for the families orientation, interventions are also done for water
covered under the Lakhpati Kisan programme that treatment at the household level, and hence, promotion
targets enhanced income of the tribal family and hence of various household-level water purifying
improves the overall health of the family. mechanisms.
The intervention in selected clusters of the
organisation this year focused on strengthening the The intensive behaviour change efforts towards assured
community institutions i.e. village water and sanitation safe sanitation practices in villages also included
committees, for ensuring systems of water supply in behavioural change intervention in 95 schools,
the villages as well as toilet usage through intensive reaching 14,000 students. The integrated effort of
behavioural training. By this year, a total of 97 drinking water, household sanitation and sanitation
drinking water schemes have been established in 33 interventions with school students ensured toilet usage
villages reaching around 4,500 households across in program villages. This combined with strenuous
different clusters. The remaining schemes are also community involvement has also ensured toilet usage
poised to achieve the same stage soon. Challenges in more than 10,000 HHs of 100+ villages.
like irregular power connection for water supply were Although funds from the Swachh Bharat Mission,
resolved by installation of solar systems in 23 different Gramin (SBM-G) was leveraged to financially support
schemes. While each water supply committee is being household toilet construction, we took care that the
oriented for ensuring cleanliness and chlorination at ownership was assumed by the community and the
regular intervals, a few schemes have been piloted for construction was done by the beneficiary themself.

97
drinking water
4,500
HHs WITH DRINKING
100+
VILLAGES with
14000
Student Behavioural
schemes WATER SUPPLY TOILET usage Change

27
Dahod Case Study 4

Clean water for

quality living
 More than just
a pipe dream
This issue was discussed many times in the Gram
Water Women of Sabha but to no avail. Amidst these difficulties, CInI
in partnership with the Water and Sanitation
Dungra Falia Management Organisation (WASMO) arranged
meetings to tackle the problem.

The simple act of getting water used to be a problem An all-women Pani Samiti was formed - consisting
in Dungra Falia, a village in the Agara (U) locality of of Reshamben Ramjubhai as President, Gangaben
Dahod district in Gujarat. Mukeshbhai Ravat as Member-Secretary, and
Kantaben Shankarbhai Ravat as Treasurer. They took
It has three hand pumps and a well which supplies up the challenge of a new distribution system and
drinking water. During Summers, the level of the work began. Along the way, they had to overcome
water in the well went down which led to hardships many obstacles, the toughest of which was the
and long queues in the scorching heat. negative attitude of the residents.

Phase 1 - Groundwork
Step 1 Step 3
Motivate the Samiti by arranging various Start works during the monsoon. Complete works
inspirational visits, conducting meetings, and despite interruptions due to rain, and lack of trust
organizing training sessions. by the other residents.

Step 2
Samiti decides to begin work for each component of
the scheme, led by Reshamben.

Phase 2 - Challenges
Step 1 Restore water
Restore connections damaged by road repair works, connections damaged
some due to deliberate vandalism by residents. by road works

Step 2
Install a solar-powered system to bypass the
regional power policy that doesn’t allow
Install a solar-
multiple connections on a single survey number. powered system

29
Step 3
Organize a village-level meeting to explain repair
and maintenance issues.
Aoint an operator
Step 4 to collect water charges.
Appoint an operator to collect water charges and
maintain the scheme on a permanent basis.
Charges: INR 70/month
Operator’s fees: INR 800/month

Phase 3 - OWNERSHIP
Step 1 Step 2
Inaugurate the new water distribution system on the Announce rules by the Pani Samiti for the upkeep of
occasion of World Water Day. the system, which is unanimously approved.

Rules:
1 Water charges to be collected when the Samiti 5 If maintenance costs rise in the future, the
meets on the 1st week of every month extra cost will be distributed equally among
2 If a HH fails to pay the charge in the 1st week, member HHs
it will be given one more week to pay up 6 The time for distributing water will be decided
3 If it fails to pay even after a week’s extension, based on the people’s convenience
its connection will be cut off 7 HHs that waste water will have their
4 The Treasurer will be responsible for collecting connections cut
the money and depositing it in the
Samiti’s bank account

The Result:
• Reduced drudgery and long waiting hours for water
• A change in the skeptical attitudes of the villagers
• Increased determination and self-confidence of the women
• Safe drinking water at doorstep
• Responsibility and leadership skills created among villagers.

30
 EDUCATION: An Introduction
Key Objectives

• Improve learning levels of students by strengthening classroom processes

• Lifecycle approach to education from primary to high school and beyond
• Ensure availability of context-specific resources for easy teaching and learning
• Sustain the child’s learning through a community-led process
• Make quality education available to generations through scalable systemic reforms
• Create ownership among community members

Our Pathway

• Scaled up and integrated education work with livelihood in the clusters of Hazaribagh and
East Singhbhum, covers 10 schools each along with the Block Resource Centres (BRC)
• Worked intensively with nearly 34,000 children in 330 schools in 3 blocks of Khunti district
• Worked with the teachers through Learning Facilitators and Assistants for systematically
running the programme
• Created ownership within the teachers and parents for the long-term development of their
children through engagement with the school system along with the School Management
Committees
• In the high school component, provided academic support to students in grades
8, 9 and 10
• Worked on systemic approaches to change within the schools through libraries, TLMs,
learning improvements in subjects, etc.
• Scaled up engagements through BRCs in Churchu block of Hazaribagh district and
Dhalbhumgarh block of East Singhbhum district
• Intensively worked on the Super 30 initiative for children from grade 9th onwards with the
aim of enabling bright students to crack the IIT exams. 4 students have been able to crack
the first level of IIT JEE and are now preparing for the next levels while 12 have been
placed with TCS Kolkata

Key thematic interventions

• Strengthening the School Management Committees

• Developing BRCs as learning labs, orientation centres and capacity builders for teachers
• Developing life skills among the children through Bal Sansads
• Creating a positive learning environment
• Inculcating reading habits through libraries
• Integrating technology in Education

27
31
INTEGRATING DIGITAL The world is moving towards smart classrooms driven
by the use of technology. But there are regions where

INDIA WITH EDUCATION IN children still have no access to computers, laptops,

tablets or even a smartphone, like certain pockets in
the Khunti district of Jharkhand.
THE RURAL HINTERLANDS
Our Focus
• Provide access to technology through a • Inculcate a sense of ownership in the students to
tab-based intervention ensure good care of the equipment
• Help improve the children’s learning levels • Pilot this intervention with 15 schools in
through interactive learning apps Khunti with around 1,800 children
• Integrate technology in classroom processes

Our Process
• School visits at least twice a week by a facilitator • Assess the progress of students in their learning
who enables the classes along with the teacher levels. Check the students’ understanding of a
• Discuss rules of hardware care with the children concept before class and after class to
before every class understand how well they solve problems
• Use Khan Academy content for classes 6, 7 and
8 and other learning apps for classes 3, 4 and 5

28
32
 HOW STUDENTS FARED
Name of school: GUMS Itthe; Class 8; Topic: Square Root

45%
40% 35% 35% 40% 35%
20% 20% 30% 20% 25% 25%
15%
10% 10% 10%
5% 5% 5%
0% 0% 0% 0% 0% 0% 0%

MArks obtained Before class MArks obtained AFTER class

Name of school: GUMS Surunda; Class 8; Topic: Square Root

90% 95%
75% 70% 75%
60% 60% 40% 60% 55%
15% 25% 25% 15% 25% 25%
0% 0% 0% 0% 0%

MArks obtained Before class MArks obtained AFTER class

33
L ibrary
Case Study 5

A new chapter in
rural education

34
 Leading with
better reading skills Chalam’s library
Sometimes all it takes is one individual to make a and the idea of a library was seeded at the time. It was
difference, like in the case of the Government Middle built on demand from Ms. Binita Tigga who had seen
School in Chalam. Located 12 km away from Khunti model libraries developed by the team in 5 schools of
block in Jharkhand, it has 186 students, 4 teachers, the district. She was inspired and wanted a similar
and a full-fledged library room; thanks to the efforts library in her school, and was ready to provide full
of the teacher-in-charge, Ms. Binita Tigga. Clnl had support. Two years later, a full-fledged library became
begun Education intervention in this school in 2015, a reality.

Phase 1
Step 1
Gather the students. Create awareness about the Make students aware
importance of the library. of the library's value.

Step 2
Collaborate with the students to generate ideas for
displaying books and turning it into
a vibrant space.
Build a library that's of, by
Step 3 and for the students....
Develop the library together with together.
teachers and students.

Phase 2
Step 1 Step 2
Integration of library period into the class routine. Make teachers and students jointly responsible
for conducting classes.

Step 3
Development of conventions by the students
for the library.

Blur the lines Students lay down

between teachers the rules for
and students while the library.
conducting classes.

35
The Result:
• Every student in the school is invested in, and an owner of the library

• Improved access to books and knowledge

• Books issued over 2,500 times by the students over a 6 month period

• Increased interest and enthusiasm for books

• Development of a new reading culture

• Improvement in reading skills

36
 Super-30
A Class ACT

Who, or what, is ‘Super-30’? ultra-competitive national engineering entrance exams

Clnl’s Super-30 initiative, as we call it, has 30 girls IIT-JEE.
and 30 boys. They are students from Class XI and
Class XII, selected after a screening process. One of those students is Saurav Kumar Manjhi, 17
Together they are preparing - in collaboration with years old. Like most students in his class, he hails
Avanti coaching centre in Khunti - to crack India’s from an extremely poor socio-economic background.

Saurav’s Journey
• Engaged by Clnl since Class VIII as part of
our Learning Enhancement in High School
(LEHS)*

• Scored 75% in his matriculation in 2018.

Was 2nd among the top 10 rankers in the
district, 5 of whom were enrolled in
Clnl’s program

Decides to become an engineer and chooses

science in Class XI.

Has been doing extremely well in the mock

tests for JEE-Mains for the past year.

Despite the long distance from school, bad

roads and other conditions, his attendance
is at 91.9%.

The theoretical knowledge is there in books but what is important is that

how much we know it practically and use all the concepts in our daily life.
Full credit to Super-30 teachers and CInI to provide this great atmosphere
and helping in understanding all the concepts in audio-visual format.
-Saurav Kumar Manjhi,
Class XI student and Super-30 member

* Note: As part of the LEHS program, which runs in 19 high schools across three blocks of Khunti, an effort is made in Class VIII to bridge
the gaps in the students’ knowledge of Maths, Science and English. During the remaining two years, the focus is on strengthening of
concepts. Another crucial aspect of the program is career guidance sessions after Class X. Career options, subjects and preparations
required are discussed with the students.

37
42
 Grassroots
Eyes on the Goal:
School Sports at the

This initiative aims to produce world-class hockey

players from the grassroots along with developing life
skills of participating tribal students, who are also a
part of our Education programme. 60 cadets from the
As part of promoting life skills for children, CInI has grassroots have been identified for high-performance
initiated action on grassroot hockey for the last two training at the Regional Development Centre (RDC),
years in Orissa and Jharkhand. In 2019, the emphasis out of which 23 cadets from Khunti have been selected
has been scaling the programme in the district of for training at the state-of-the-art NTHA. This is the
Simdega along with strengthening action in Khunti. journey of Neelam, one of the cadets:
The revitalizing grassroots hockey initiative, under the
aegis of Naval Tata Hockey Academy (NTHA), is Clnl starts a hockey training
imparting biweekly after-school trainings to 4,200 program in Government
students in 80 schools across Khunti and Simdega Middle School, Mahil, a first
for girls in the village.
districts of Jharkhand.

Undergoes training for 2 Neelam Kacchap, a Munda

Buys her own fibre stick and
years, plays in the interschool tribal girl, then a 7th standard
shoes with the money she
league and interacts with student, joins the program.
earns working as a helper
legendary players like Sumrai She is the only hockey player
during harvesting season.
Tete and Floris Bovelander. in a family of 7.

Moves to Pelol High School Her hockey skills impress Develops rapidly as a player
after completing 8th standard the Dutch selectors for the and gains the confidence to
due to its hockey training girls’ RDC. She joins the interact with RDC trainers.
program and Clnl’s first batch for RDC, Khunti Juggles training sessions
involvement in teaching. in March 2018. along with her studies.

Like Neelam, there are four more girls from Khunti provided by CInI, through its grassroots hockey
who got selected for NTHA Odisha. Each one has her initiative that involves about 5,300 children from
own story to share. But the common thread that binds 79 tribal-dominated schools in Jharkhand.
them all is the passion for sports and the support

39
 Sustainability
in School Wash
Sustaining WASH (WAter, Sanitation, Hygiene)
interventions in schools have always been a major
challenge due to the following:

• Peripheral involvement of the Education

Department in the construction of toilets
• The toilets are mostly constructed by the
Department of Drinking Water and Sanitation
• Focus of the educators on academics and less on
changing students’ behaviour
• Low knowledge and awareness of hygiene,
especially the use of toilets and handwashing

Plan of Action
• A comprehensive intervention across 50 schools cycles, handling drinking water & handwashing
in Jharkhand with support of HPCL Foundation with soap. Children are given a problem statement
• Prepare a renovation plan of toilets and water and asked to develop solutions in groups. Each
facilities in the schools. Discuss the plan with the group presents the same to the entire class and
School Management Committees (SMCs), school develops a plan of action
authorities and children for their inputs • Take responsibility for their school’s
• Train the SMCs for the renovation work infrastructure, including the toilets, and learn
• Create separate hygienic urinal spaces for boys about its maintenance through these sessions
and girls, make existing toilets functional • Engage teachers in these sessions and have an
• Extend water connection to the toilet units award system to keep up the motivation
wherever possible, otherwise make provision to • Other activities include games, drawings and
store water in the toilets slogan writing, village rallies and school
• Post-construction, do regular weekly sessions cleanliness drives
with the children on topics of toilet use, disease

The Results

Positive outcomes in the Proof that children can become

50 schools Agents of Change

of Jharkhand

40
 Sample 1 Sample 2
Farasimal school, Palojori block Kamlesh, Tengdhowa school
Deoghar district
Before Meet Kamlesh Hembram
• Has a toilet built by the government on the
premises, but away from the school from Tengdhowa School
• Open defecation by the children near the bushes
and fields
• Toilet becomes dirty and dysfunctional due
to neglect Kamlesh regularly attended
the school hygiene sessions
After
Phase 1
• Create a renovation plan along with our local
partner to revive the toilet and make it functional He learned all about hygiene
• Hold meetings with the school authorities and and cleanliness
children to understand their perception of toilets
• Observations - everyone felt that toilets were
necessary but no one took responsibility for its
upkeep. Teachers were complacent and children He persuaded his mother to
had low awareness about using toilets clean the toilet at his home
Phase 2
• Involve teachers in every aspect of construction
work from design to quality control Removed the stocked wood
• Once the work is complete, expose the children
and parents to the facilities and their use

Phase 3 And started using the toilet

• Conduct intensive education sessions on the
dangers of open defecation, improper
handwashing & the toilet’s importance
• Teach habits for personal cleanliness. Applaud Today his entire family uses
and award students adopting all these habits
• Formation of children’s committees. Division of the toilet because of
responsibilities to keep the toilets clean the persistence of Kamlesh
• Use of innovative wall art and IECs to drive home
key messages on hygiene

41
 Media Coverage
Bridgespan’s Bold Philanthropy Report

Horizon – Tata Trusts’ magazine (Cover Feature)

43
Publications
The Telegraph
Prabhat Khabar
Hindustan
Dainik Jagran
Lokmat
44
 CInI wins National Entrepreneurship Award

Publications
Financial Express
– All editions
Divya Gujarat
– Gujarat
Prabhat – Gujarat
Standard Herald
– Gujarat
The Pioneer
– Online
Odisha Bhaskar
– Odisha

Publications
Amruta Duniya
– Odisha
Ananya– Odisha
Sanchar– Odisha
Darshan– Odisha
Hiranchal– Odisha

45
Odisha tribal farmers becoming 'lakhpatis' by adopting drip irrigation

Publications
PTI
Business Standard
The New Indian Express
DNA
The Hindu Business Line
Millennium Post
BTVi
MSN India
Navbharat Times
Zee News
Daily Hunt
24 Trends
Theworldnews
Devdiscourse

46
 Breaking Hurdles
On The Path Of Progress
Key years of operations. These challenges have been
taken up with complete enthusiasm by the team
Challenges along with the community institutions in order to
find out ways to overcome them. The practical
field-level challenges keep coming on a day-to-day
The audacious approach to the key thematic areas of basis and the team tries to effectively address them
engagement by CInI has always thrown up while staying on the pathway for promoting
interesting and dynamic challenges during the four irreversible programme deliverables.

Developing market linkages Community adopting sanitation: Sanitation

for high-value crops: units constructed by the households under the
Breaking from traditional practices and adopting Swachh Bharat Mission now need to have their full
high-value agriculture meant that the market linkages usage and management ensured by the community.
for selling these in bulk had to be established from Behavioral changes are the most critical challenge,
scratch as there were mostly no existing linkages. and CInI is working closely on the same, with some
innovative approaches for ensuring complete usage
Building the ecosystem of key players: of the sanitation units along with the availability of
The critical challenge is ensuring the technologies water to the families.
being promoted within the communities continue
regularly with the beneficiaries taking the Community taking charge: The programmatic
responsibility of managing and maintaining them. In interventions are all linked to the community and its
this regard, linkages with key stakeholders such as institutions to lead on a long term basis. By the end
technical players, input suppliers, etc. for the of five years, which is March 2020, they need to be
community to leverage these services on their own is in full control of the programme, especially the
crucial. Lakhpati Kisan programme. This seems challenging
as always. CInI continues to work on empowering
Ensuring community autonomy and reducing the community, and we are hopeful that by the
dependency on organizations: Breaking away end of March 2020 they will take charge of the
from the traditional practices of handing out doles to programme and we will play a facilitating role
the community, the focus has been on nurturing them going forward.
to spearhead their own development. This practice
was difficult to internalize for the community The programme has always gone through
members initially but now has seen them emerge as phases of challenges and solutions to those
vibrant leaders taking ownership. challenges. Some of the more vital ones,
such as market linkages, building linkages
System adopting the approach: with key stakeholders, community taking
The programmes being implemented by CInI have charge and ensuring outcomes for all the
shown a great potential for scale-up and replication. households still continue. As a team we are
The scale-up opportunities are mainly within the working proactively on addressing them to
government system and adoption of the same still the maximum extent, keeping the
remains a challenge. CInI is working towards the community at the center.
same. We have received a fairly positive response
from the system which gives us hope for the scale-up.

47
MISSION 2020 With the final year of Mission 2020 fast approaching,
CInI is actively ready to deliver the outcome it

-The future looks strong envisioned of promoting Lakhpati families alongside

better quality of education for the children.

By March 2020
The focus continues to be on ensuring all Parallel Scale Up Opportunities: Within existing
participating households are brought out of poverty clusters, the opportunities to scale up is possible by
in an irreversible and sustainable manner. The saturating existing ones and looking over to the
community institutions as well as micro adjoining clusters. In the adjoining clusters, already
entrepreneurs are being empowered to take over the developed community institutions would be taken up
programme’s responsibility. We are building on while scaling up existing blocks and districts
strengthening the thematic interventions to be led by systematically.
the community institutions.

Going Beyond 2020

Through a re-defined mode of engagement, the next Education, Drinking Water & Sanitation, Nutrition, etc.
phase of Mission 2020 will focus on multiplying the The programme is currently working on forging
programme scale by 5x. The core emphasis will be partnerships with Government departments and other
on taking the learning from the key thematic organizations in the sector for large-scale adoption of
interventions and scaling them in partnership with the Lakhpati model in order to realize the aspirations
stakeholders. Service delivery approaches along of the tribal and rural communities in India and make
with building linkages with the important private their development a mass movement.
stakeholders will be focused right in the beginning
of the new phase. Newer opportunities for fund At the bottom of it all, CInI will always work with the
leverages in terms of Development Impact Bonds same core purpose - that of “Making Sustainable
will be approached for scaling the programme and Difference in Quality of Life of Rural and Tribal
making it multi-thematic, such as Lakhpati Kisan, Communities in Central Indian Tribal Belt”.

48
 Audited financial
statement

49
Audited financial
statement

50
 CONTRIBUTE TOWARDS
MAKING A SUSTAINABLE DIFFERENCE
Donate funds for the growth of tribal communities in Central India
Your donations will benefit tribal families and tribal women-led groups under CInI’s “Mission 2020 - Lakhpati
Kisan: Smart Villages” programme to bring them irreversibly out of poverty and ensure improvement in their
overall quality of life.

WAYS TO DONATE:

Online Donations for Indian Donations through Conversion of Loyalty Points

and Foreign Nationals - Cheque/Demand Draft - (earned through transactions
www.cinicell.org/donate www.cinicell.org/donate with Tata Trusts’ partners)
into donations –
www.pointsforpeople.org

About Points for People:

Points for People is a unique platform of Tata Trusts that enables you to
contribute your unutilized loyalty points towards the growth of the
underserved communities supported by Tata Trusts. At the outset, Points for
People is benefitting the community covered under one of Tata Trusts’
flagship initiatives - Central India Initiative, which is being anchored by CInI.

51
Acknowledgements CInI gratefully acknowledges all the support and inputs
from the community, Tata Trusts, donors,
Implementing Support Agencies, Government
departments, partners and various other stakeholders,
who have helped and guided CInI in all its endeavours.

Implementing Support Agencies (ISA)

• Action for Social Advancement (ASA)
• Foundation for Ecological Security (FES)
• Nav Bharat Jagriti Kendra (NBJK)
• Network for Enterprise Enhancement and Development Support (NEEDS)
• NM Sadguru Water and Development Foundation
• PRAVAH
• Rural Development Association (RDA)
• Sanjeevani Institute for Empowerment & Development (SIED)
• SHRISTI
• Society for Upliftment of People with People's Organisation & Rural Technology (SUPPORT)
• Tagore Society for Rural Development (TSRD)
• Vikram Sarabhai Centre for Development Interaction (VIKSAT)

RESOURCE PARTNERS
• Tata Trusts • Axis Bank Foundation
• Bharat Rural Livelihood Foundation (BRLF) • IKEA Foundation
• Bill & Melinda Gates Foundation (BMGF) • TATA AIG
• Tata Communications Limited (TCL) • SISECAM Flat Glass India Limited
• Tata Steel Limited • Rang De
• Ernst and Young Foundation • Social Alpha
• Ford Foundation • Bayer Seeds Pvt. Ltd.
• Infosys Foundation • HDFC Bank Ltd.
• PwC India Foundation • Harish and Beena Shah Foundation
• Hindustan Petroleum Corporation Limited • ST Telemedia Global Data Centre
• Tata Asset Management • NABARD regional office, Maharashtra
• EWART Investment Limited
• State Governments of Jharkhand,
Maharashtra, Gujarat and Odisha

52
 KNOWLEDGE DESIGN AND
PARTNERS COMMUNICATION PARTNERS
• Anand Agricultural University • Swapnil Gaikwad
• IARI • Anmol Tirkey
• Maize Research Station, Godhra • Thoughtshop Foundation
• Cotton Research Station, Talod • Zauq Consultants Pvt. Ltd.
• Agriculture Research Station, • Microware Computing & Consulting
Mannuthi (Kerala) Pvt. Ltd.
• Krishi Vigyan Kendra (KVK) - Dahod,
Khedbrahma, Nandurbar
• ICRISAT, Hyderabad
• AVRDC, Hyderabad
• CIMMYT, Hyderabad
• UNICEF, Nandurbar
• IINRG, Jharkhand
• Centre of Gravity
• CfBT Education Services, Hyderabad
• Vriddhi Rural Prosperity Solutions (VRPS)
• Centre of Excellence & Precision Farming
on Vegetables, Prantij (Sabarkantha) and
Gharaunda (Karnal)

53
OTHER PARTNERS
• Tribal Development Department, • Department of Tourism Art & Culture,
Govt. of Gujarat Sports and Youth Affairs, Government of
• Rural Development Department, Jharkhand
Govt. of Gujarat • Drinking Water and Sanitation department
• Water and Sanitation Management - Ranchi, Jharkhand
Organization (WASMO), Gujarat • Swachh Bharat Mission (G) - Gujarat and
• District Education Department, Dahod Jharkhand
and Sabarkantha, Gujarat • Sunlit Future
• NABARD regional offices of Gujarat, • Dr. Ajit Dhatt
Jharkhand and Odisha • Mr. Chandrashekhar Pathak
• District Rural Development Agency - • Mr. B.M. Dixit
Dahod, Mahisagar, Sabarkantha • Dr. R. Khandelwal
• State Rural Livelihood Mission (SRLM)- • Dr. K. L. Jain
Gujarat and Jharkhand • Dr. V. N. Joshi
• Odisha Livelihoods Mission • Ms. Ila Vakhariya
• Jain Irrigation, Jalgaon • Ms. Chitra Iyer
• District Administration of Nandurbar, • Dr. S. K. Singh
Maharashtra • Dr. Satyendar Yadav
• Odisha Lift Irrigation Corporation • Dr. C. N. Kutty
• Nimbus Irrigation • Ms. Sulakshana Padhi
• Action Room for Reducing Poverty, • Dr. Arun Joshi
UN & Dept. of Planning, Govt. of • Mr. Floris Jan Bovelander
Maharashtra • Mr. Sandeep Singh
• District Administration of Chandrapur, • Ms. Marita Ishwaran
Maharashtra • Avanti Fellows
• Rural Development Department - • SAAJHA
Jharkhand • Mr. Rakesh Vishnu
• MGNREGA cell, Jharkhand • Mr. Dinesh Jethua
• District Education Department, Khunti • Odisha Krishi Bibhag
• District Administration of Khunti, • District Administration, Keonjhar
Jharkhand • World Bank
• Integrated Tribal Development Agency, • Cropin
Odisha • Synergy
 Livelihood Bringing more than one lakh tribal
households irreversibly out of poverty

Education
Opening up a new chapter for the next
generation with an all-round education
and development programme

Watsan
Establishing community systems to secure
safe drinking water and improved sanitation

Head Office India West India www.cinicell.org

E-620 East Layout, Near Bortalla Durga Puja 3 Sanidhya Bunglows, Iskon-Bopal Road. Email: [email protected]
Maidan, Sonari, Jamshedpur - 831011 Jharkhand Nr. Ashok Vatika, Ahmedabad - 380058 Gujarat
Tel: 0657 - 2319 259 Tel: 079 - 2693 6401 \cinicell \cinicell